Employees in all job grades want to trust the people they work with. They want to trust their co-workers, their bosses, and the company leaders where they work.
Trends in recent employee engagement studies have revealed there is a declining spirit of trust. Actually the results are mixed in a strange sort of way.
In a recent study I conducted using my own base of social media followers, 63% of respondents said company leadership was trusted the least. The boss only got challenged by 16% while co-workers were mistrusted by 21% of the people answering the survey.
For many years, when employees were asked about trust at work, they pointed to their bosses as being the problem. Not so any more. Even co-worker trust was not a real issue.
The biggest gaps show up when talking about leadership at the top of the business. C-suite leaders are getting challenged by employees.
Internal and external surveys are showing that we have a growing chasm of trust between the top-of-house leaders and the employee masses.
How can that be?
First, it seems there is a credibility issue. Leaders may blame it on the pace of business. That means, things are moving so darn fast, decisions have to get made then changed right away.
However, workers see it as a flip-flop. The seeming flip flop of decisions cause employees to doubt the sincerity of what is coming from on high.
Next there is a reality issue. Workers don’t think senior leaders are adequately tuned in to the challenges on the front line. Budget cuts reduce jobs, leaving the survivors to struggle with doubled and tripled work loads to sustain revenue numbers that are not declining.
Seeing no actual decline in a company’s revenue leads workers to believe the leaders are not present, knowing what is really required to produce the outcome.
In addition we see a sociability issue. The younger workforce is asking their company to become socially responsible for social significance. Whether that is for carbon footprint reduction, social justice, or diversity, leaders are under pressure to perform. Those who turn blind eyes to these issues are not trusted.
What’s the Fix?
Building trust impacts all areas of our life. When we meet someone new, we start down the path for seeking trust by asking and answering questions.
The questions help inform us about the other party. Do we like the same things? Is there a common ground from which we can start building our relationship? The list of key questions can be long.
Employees do the same thing. We all show up to work with fundamental questions in our mind. The company leader/manager who does the best job of answering our questions gets our respect and trust.
My own experience as an executive and now, coach, has shown me six fundamental areas for the questions. All of the questions fall into one of these six buckets. I’m going to quickly list each section.
First, the People questions – do I even want to be here? Basic but powerful.
Next the Purpose – what is this team about and why do we exist?
Then the Plan questions – what is the plan we must follow to win?
Following those, there are the Practice questions – how do we operate? Systems, policies, and procedures can make or break our success.
Next you find Performance questions – how will I be scored and rated? Will the system be fair?
Lastly, we see Payoff questions – was it worth it? Should I do it over again?
Leaders Can Make a Difference
If you manage a team, think about any and all of the issues you face keeping the team inspired, motivated, and moving forward. I’ll bet you a nice steak dinner your team’s questions will fall into one of those six buckets.
Knowing these six secrets can radically improve your ability as a leader to increase the trust within your team. Answer the questions well and you will see your team transform.
Ignore the questions or give half-hearted answers and your trust scores will be very low.
I and a colleague, Roger Ferguson, have made a deep dive into this subject with our new book “Trust at Work.” My coaching clients like ExxonMobil, Coca-Cola, and UPS have taken these directions and seen great results. You can too.
OK a few of you already shut down this article. Another message about attitude and your head will explode, right? Think again. Hang with me a minute.
I don’t want to talk about ‘how attitude creates altitude’ (although I do believe that). No, instead I want to share several of the more common attitudes I encounter from managers I coach.
People ask me to become their coach because they want to make a change. Maybe it has to do with the way they manage people. Or perhaps it is because the company agreed to hire coaches for its top leaders; the slate is wide open there. Yet again, small business founders/owners hire me to help them figure out next steps in their business.
Ironically, all situations start with something in common. The owner/executive I am dealing with has an attitude. Call it their default mode. Whether intentional or not, people leading small teams and business units have an attitude.
The real question becomes “Is your attitude the right one for the situation or does IT need to change first?”
What Do I mean?
Exactly which attitudes do I mean? There are several recurring ones we can focus on. Plus I’ve included more recent mindsets that are driven by the COVID workforce responses too.
I present these in no particular order.
First, we need to be together as a team to maximize collaboration.
This single thread mindset is blatantly false. Since the early months of pandemic lockdown, countless organizations have figured out how to collaborate via remote working. Would you prefer to be together? Sure. But is it essential for real collaboration? No.
My basic question for managers who believe this one is “have you looked at actual productivity numbers since COVID began?” In most cases I’ve worked, the truth is that productivity has increased. People are not interrupted by the Chatty Cathy or Witty William telling mindless jokes in the middle of the workplace. Instead, people are focused on doing what they’ve been asked to do.
Managers who schedule huddles for intentional collaboration efforts and team cross-talk are winning the day.
I know what my team needs. There aren’t any new ideas.
Yes, I have actually heard this one. Several times. How sad. I’m guessing people who work for this type of manager are pretty uninspired. This is such a close minded view of things.
There are always new ideas to explore. The old ways of doing things may work at some level, but new employees should be bringing new life and energy to your team. Don’t shut them down so quickly.
Next, “No, I don’t have a vision. The company tells me what we need to do.”
Leaders who fail to cast a vision really aren’t leading at all. It has been written “without a vision, people perish.” I believe that.
Regardless of your position in the organization, you should design a vision for your team or unit. The lack of specific vision may be more common in larger corporate settings versus the small business/entrepreneur. In small business the owner always has some idea of where they are going. For them, the question is more about whether they have clearly structured the vision instead of letting it be a large disorganized mess in their head.
Either way, creating a clear picture of where you want to go helps direct everyone’s effort to get there. As Stephen R. Covey said, “Begin with the end in mind.”
Pride of Ownership
This attitude occurs more commonly with entrepreneurs. They are proud of what they have built. On one hand that is rightfully deserved. But on the other hand, it can become toxic.
Hold on too tightly to that pride of ownership and you run the risk of alienating good people on your team. The idea you started with and the way you got it going may not be the answers to the future of your business. You need to be open to change.
As a small business grows, the natural stages of evolution require various advanced thinking by the owner/founder. Too often the founder fails to realize the need for these changes.
What is Your Attitude?
Take a moment and ask yourself the questions, do I have any dominating attitudes about my leadership, my role or my team? You might be surprised at what you discover.
Better yet, ask your team for feedback on those questions. Share your thoughts here. Leave a comment.
Today it seems everybody knows something about leadership.
But when I taught strategic leadership courses to MBA students at the University of Houston, in the beginning, my first question to the students was “who wanted to be a leader and a great one at that?”
There was always this look of bewilderment on their faces not knowing how to answer.
Leadership can be puzzling and seems like a lofty aspiration as many times leaders are put on a pedestal.
Leadership does make a significant difference in the performance of an organization. Jim Collins demonstrated that in his well-researched book Good to Great.
Normally, when people begin to talk about leadership, they start rattling off a long list of characteristics.
Well, I am not going to tell you my top ten characteristics of being a great leader as many articles do.
But in my opinion, listing attributes is coming from the wrong starting place.
If you begin with characteristics and try to figure out who is great, you enter into a mindset of rating one leader against another based on the characteristics they possess.
The focus is all on the leader trying to find that special one. It’s grading on the curve. You are better than that guy, but this other bloke is better than you.
When the conversation begins with the leader and their characteristics, it leaves out the other half of the equation.
What is really fundamental about leadership is that there are followers. There is no leadership without followers. You can be a great solo performer, but that is not leadership. Leadership requires followers.
Think of the Other Person First
But why do people follow?
They follow you because their needs are being fulfilled in some meaningful way.
In effect, the leader must provide a value proposition that fulfills follower’s needs as discussed in my other leadership blogs.
This is the first key to becoming a great leader, you must start with the needs of the follower by developing a value proposition that motivates them to follow you.
That is what a company does with customers. It provides a value proposition that causes people to buy.
You must have a value proposition that potential followers can buy into.
What about the natural-born leader? Don’t people just want to follow them naturally regardless?
Sorry, it doesn’t work that way. You shouldn’t rely on whether you got that special leadership gene.
In fact, most serious leadership authors advocate that leadership can be learned and dismiss this great man theory from days of yore.
Develop the We Mindset
Unfortunately, we grow up being graded solely on ourselves. It begins in grade school right on through to high school, and then on to college. It is all about me.
When I worked for Shell, there was a lot of emphasis on the qualities the leader possessed. I always felt under the microscope to be this superhuman leader with all these wonderful characteristics.
I knew an awful lot about leadership theories, but it wasn’t until my later years in senior management that the second key came to light.
A lot of my conversation had too much I.
To be a great leader you must shift your mindset from me to “we”, which is the second key to becoming a great leader.
That requires going out talking to people finding out what really drives them. Thinking in a “we” mindset opens them up to describing their needs. People truly love to talk about themselves.
Leadership and Planning Go Together
Leadership is not a random hit or miss process. How do you figure out a value proposition that motivates people to follow you? This requires planning.
What big thing have you ever accomplished without a plan? Planning sets a direction.
Thus, the third key to leadership is planning and setting a motivating direction.
Execution is the Fourth Key
Planning by itself is not enough, even though it does set the stage. The plan must be executed achieving the desired results. People follow successful performance.
Therefore, the way to measure a great leader is to look at the absolute results.
That is the mindset shift that makes all the difference. Look at the results, but what results are we talking about?
A leader has various stakeholders with different needs as set out in the first key. Targeting these needs means forming value propositions for each key stakeholder, and since every leader has multiple stakeholders, that means multiple value propositions.
Great results come from satisfying these different value propositions that cause your stakeholders to follow you.
Moreover, if you judge leadership on the basis of absolute results, it’s absolutely possible for everyone to become a great leader.
Leadership Maturity develops a Situational Style
People have different needs; situations require different leadership, and things change over time.
There is no cookie-cutter approach to being a great leader.
Thus, the fifth key is to recognize that leadership is situational depending on the world you and your followers face.
Look to Other’s Strengths
Next, you win by utilizing your and other’s strengths.
That is what companies do with their value propositions. They capitalize on their strengths.
Great leadership is all about building a winning team, where people step up with their greatest strengths. That is the sixth key.
You build a game plan that leverages and synergizes on these strengths.
Develop Specific Actions
Many plans fail for lack of execution as set out in the Fourth Key.
The plans must have executable components with specific actions and be constantly reviewed and revised as results dictate.
Leadership is not about how many initiatives you can create. It’s about how well did you deliver on your value propositions by taking well-defined actions.
Thus, the seventh key to leadership is delivering on your value propositions with specific targeted actions.
That creates authenticity. Doing what you say you are going to do.
Those are my seven keys to becoming a great leader.
Typically planning is done from the business perspective, at the corporate or business unit levels on what the company is going to do.
The leader needs to figure out how to integrate into these business plans with his or her leadership actions. Some of the leader’s value propositions to key stakeholders will be integral in the business plans.
Other elements require the leader to formulate more specifically a leadership plan to fulfill those people’s value propositions. In developing these leadership plans, the focus can then turn to what strengths the leader needs to develop and what fatal flaws to correct.
That requires the leader to fully assess his/her inner profile.
What is your leadership style? Which are your proficiencies, things you are really good at? What are your values, beliefs, and character? And fundamentally, what is your purpose in life? What legacy do you want to leave?
Weaving together the “outer” world of a leader’s work environment with their “inner” world of character, style, strength, and purpose brings a practical focus to leadership development efforts.
The leader can then reflect on those aspects of the inner self that more directly impact the outer world and pursue improvement in the areas that will make a significant performance difference, and much sooner.
In doing this, the chances of becoming a great leader go up significantly because there is a targeted focus on your actions and behaviors that will make a real difference in achieving great results.
Read this title carefully. It’s not about the “playing” field as in the old phrase. Instead, it’s a disruptive idea for ways to fairly and equitably decide on compensation for your employees.
The idea came from my long-time friend and colleague, Rick Gillis. The title is actually the title of his latest book. It releases TODAY!
Rick Gillis has been sharing techniques to maximize and manage careers with audiences for over two decades. In Leveling the Paying Field Rick has created an all-new category in performance measurement. This book is the sum of Rick’s varied and colorful career in sales and as a counselor, author, speaker, award-winning media host, and now, as an indisputable thought leader. Visit RickGillis.com to learn more.
If you suspect you are not being paid fairly, Leveling the Paying Field, A Groundbreaking Approach to Achieving Fair Pay, by noted career expert Rick Gillis offers you an all-new, simple to use, performance metric that truly levels the “paying” field.
After more than twenty years in the job search and career advancement field and having worked with thousands of clients across the US and beyond, Rick has now created the QTNT® Personal Value Calculation process to help workers, and their employers, identify and assign value to individual job performance and accomplishment in a manner never seen before now.
The result of this groundbreaking method is that not only will equal pay for equal work finally be realized, but even better, proper pay for outstanding performance is now the new normal.
I’ve had the privilege to be alongside Rick throughout most of his 20 years developing the ideas he shares in the book. Rick was a strong supporter of the non-profit I created in 2009 to assist people who were at a career crossroads. 2008 was the Great Recession in our economy.
People who never had to search for a job were being released by their employers after 10, 15 or 20 years of experience. Rick and I teamed up to create what eventually became my STRIVE Model, a roadmap for effective job search success. Over 4,500 workers of all job grades used this model and found great success.
Rick and I explored ideas for better ways employees could express their value to prospective employers. We knew that any candidate well prepared to answer the interviewer’s question “Why should we hire you?” would be the likely winner. We also knew that at the core of that answer must be a solid value proposition.
As Rick always said, “Hiring is not about selection, but elimination.” Interviewers are at first eliminating people before they really turn to select a candidate. Further, we believed that if a candidate could effectively express their worth to a company, they could better land new jobs or advance careers inside the company.
Kirkus Reviews, an independent reviewer of new books, has said,
“Gillis provides readers with a broad array of ways for supervisors and workers to come to an equitable calculation of how much actual value each employee generates for the company. The long experience the author brings to the subject is obvious on every page; he comes across continuously as workers’ tireless cheerleader. Every employee in the world has commercial value, he insists, and in these brightly written pages, he seeks to help them all make the most of that worth.
“An infectiously evenhanded, useful approach to assessing fairer pay.”
The book releases today and will be available at popular booksellers everywhere.
If you or someone you know has struggled with career transition and job opportunity, this book is a winner. Or, if you are an employer, you need to know what Rick has said about the commercial worth of each of your employees.
Do you wake up each day dreading the idea of spending another day at work? You might even feel the need to be a part of something bigger and more meaningful. If you’ve failed to discover and build your life around your life purpose, you might feel dissatisfied with your life. Determining the purpose of your life can be a simple process.
It can take a bit of work to uncover the truth, but it’s within you. It’s waiting to be unearthed and utilized.
Living a life that’s congruent with your purpose will allow you to start each day with a smile, hope, and a plan. It’s a tool for connecting with something meaningful outside yourself. Everyone has a different “why”. The trick is to determine the “why” that fits your values and talents.
If your life is in a rut, discovering your life purpose is the first step to a life filled with passion and contentment.
“The purpose of life is to live it, to taste experience to the utmost, to reach out eagerly and without fear for newer and richer experience.”
– Eleanor Roosevelt
The Benefits of Discovering and Living Your Life Purpose
Maybe you hold the belief that work is called “work” for a reason. You might think that life is hard, boring, and that enjoyment is only for children and retirees. All stages of life can be meaningful and exciting. Knowing that you’re living the life that’s right for you is the key to finding enjoyment each day.
The advantages of knowing your life purpose are far-reaching:
You’ll enjoy focus and clarity. When you’re not spending your time and efforts on the things that matter to you, your focus is elsewhere. When you’re not clear on your purpose, it’s hard to make effective decisions.
Lacking direction, focus, and purpose is no way to go through life. Knowing your purpose makes life simpler.
Life will be more fun! When you know your purpose and live it each day, life has the opportunity to be more enjoyable. With your fears and doubts in the rearview mirror, you’re in a better position to enjoy yourself.
It enhances your passion for life.Spending your day on the things that are most important to you will release your passion. You’ll feel the enthusiasm you had as a child. With a compelling future and a high level of motivation, you become unstoppable. This is missing from a life without a clear purpose.
You become part of something bigger than yourself. You’ll have a sense of certainty that’s both comforting and peaceful. It’s a chance to make a big and meaningful contribution to the world.
Discovering the answer to the question, “What is the purpose of my life?” will change your life forever. How can you determine your life purpose?
As you’ll see, there are several strategies.
“The human race is a monotonous affair. Most people spend the greatest part of their time working in order to live, and what little freedom remains so fills them with fear that they seek out any and every means to be rid of it.”
– Johann Wolfgang von Goethe
Questions to Reveal the Purpose of Your Life
It’s impossible to find your purpose without a degree of self-reflection. Answers are the result of asking questions. Asking the right questions will provide the answers you seek. When you ask yourself questions, it’s imperative to listen to the answers. The response you receive can be very subtle and quiet. Keep an open mind.
Be sure to record your answers!
Ask yourself these useful questions:
If you only had a year to live, how would you spend it? With the clock ticking, we’re much more able to focus on the important stuff and let everything else go.
The things that come to mind are worthy of further consideration. Could you spend your life engaged in one of these ideas?
Just reminding yourself that you’re going to die one day can be helpful. The reminder that your time is limited can reduce the habit of wasting time and being indecisive.
How do you want others to remember you? What would you like your obituary to say? How would you like your children, friends, and other family members to remember you?
Make a conscious decision about how you’d like others to remember you and put together a plan to live that life.
What did you love to do as a child that you no longer do? As children, we’re quite clear about what we like and don’t like. In addition, younger children aren’t concerned with the perceptions of others. We do things solely because we like them when we’re 6-years old. What have you given up over the years?
As we become teenagers, social pressure and the need to impress others can steer us away from the things we love.
In young adulthood, we become overly concerned with the practicality of our choices. “Can I make enough money at this to have a decent lifestyle?”
With a little thought, you can find a way to make a living doing what you love. Life is short. Consider what you once loved to do and find a way to incorporate it back into your life.
What type of discomfort can I handle? Everything is awful part of the time. Living your life’s purpose will have its disadvantages. What can you handle?
If you dream of being an artist, musician, writer, or actor, you’ll be rejected at least 95% of the time.
If you want to create a law firm, you’ll spend at least a decade working 80-hours each week.
Do you want to be a teacher? Can you handle the parents and the children that constantly disrupt class?
If you can’t handle the worst aspects of pursuing your purpose, consider reconsidering your choice.
What topics and activities make you lose track of time? Have you ever gotten so involved with a conversation or an activity that you missed a meal or were amazed by how much time had passed?
Maybe you lose track of time when you play the guitar. However, take another step in your thinking. Is it the guitar specifically or music in general? Is it the guitar or the process of competing with yourself and seeing improvement?
Make a list of the times you’ve been so focused that you forgot about everything else.
Imagine if you had a career that incorporated this phenomenon. You’d never have to “work” another day again!
What do you dream about doing but are too afraid of? Admit it. There’s something you fantasize about, but you can’t quite get yourself to take action. It might be climbing Mount Everest, writing a screenplay, or becoming a doctor.
Why haven’t you taken the first step? In many cases, you’ll find your resistance to trying something new is fear. Often, it’s the fear of failing, especially failing in front of others.
Keep in mind that the only way to become good at something is to work through the initial period of being bad at it. It’s unlikely that your first script will be purchased. In fact, it will probably be awful. But the next attempt will be better. It takes time to become good at a new skill.
The more embarrassment you can handle, the greater your ultimate success.
How could you best serve the world? Of all the challenges that exist in the world, how could you best solve one of them?
True happiness requires contributing to something outside yourself.
It’s not possible to solve any of the world’s problems alone. You’ll be forced to work constructively and creatively with others. This could be the kind of fulfillment you seek.
Make of list of all the ways your skills, interests, and talents could benefit the world in a meaningful way.
Did you ask yourself every question? Did you record your answers?
How can you use the answers to enhance your life?
Introspection is a necessary part of finding your life purpose. Ask yourself the important questions and listen to the answers.
“A small change can make a big difference. You are the only one who can make our world a better place to inhabit. So, don’t be afraid to take a stand.”
– Ankita Singhal
7 More Questions to Reveal Your Life Purpose
If the above approaches haven’t satisfied your quest, there are additional questions you can answer. While meditation and writing can be highly effective, some of us have greater success with more conventional means. Avoid giving up. There’s too much at stake to stop.
Spend a few minutes on each question before moving on to the next:
What are your greatest regrets? Which missed opportunities do you regret the most? Is there a skill you wish you had started learning years ago? What decisions would you change if given a second chance?
What career would choose if you could go back in time and be 18-years old again? Is it really too late now?
Who inspires you the most? Think about the people that fill you with feelings of respect and admiration.
What is it about them that inspires you? Could you incorporate some of these same qualities in yourself? Could you live a similar life?
What are your natural talents? In what areas have you always excelled? Do you understand complex ideas? Is it your social skills? Are you musically talented? Are you compassionate and considerate?
While you can learn to be good at anything, you can save a lot of time if you’re able to put your natural abilities to work. Imagine the progress you’d make after 10 years of effort using your natural abilities rather than starting from scratch.
If you believe that you were born with a particular purpose, it only makes sense that the necessary talents would be provided to you, too.
What makes you feel good about yourself? If you could spend most of your time doing things that make you feel great, your life would be pretty wonderful!
Create a list of all the things you do that make you feel good about yourself.
If you had to teach a subject, what would you choose? It’s only enjoyable to teach subjects that you like. The subject you’d like to teach is a good candidate for your life purpose.
In what areas do people ask you for help? Most of us wouldn’t ask a homeless person for stock tips. We ask people for advice that we believe have a level of expertise higher than our own.
Do others constantly ask you for relationship advice?
Do people ask you about spiritual matters?
Imagine you’re 80-years old, what memories do you want to have? Imagine you’re sitting on your front porch swing. What would you like to claim as your past? What type of relationships would you like to have experienced? What do you want to have accomplished?
How can you make this ideal past become your present?
You now have a good idea of your life purpose. The next step is determining how to incorporate the knowledge into your life. Ideas are the easy part. It’s the implementation that’s challenging.
“As the struggle for survival has subsided, the question has emerged: survival for what? Ever more people have the means to live, but no meaning to live for.”
– Viktor E. Frankl
Make Your Purpose a Part of Your Life
It’s great that you’ve narrowed down your primary reason for living, but how can you use that knowledge? Knowing something has minimal value if you’re not applying the knowledge. Focus on making small changes to your daily habits. Slow progress is the most reliable way to create major change in your life.
Let’s suppose your purpose is to help illiterate adults to read:
Look to the future. What does the end of your journey look like? Are you sitting at the library, helping someone learn to read? Are you in charge of a charity that serves those unable to read? Are you asking Bill Gates for $10,000,000 to fight for your cause?
What can you do today to get started? Starting is always the hardest part. What can you do today?
Learn more about illiteracy. What are the statistics? What are the causes? What is the best way to teach an adult to read?
What local resources are available? Can you contact them for advice?
Could you put an ad in Craig’s List and get started helping someone today?
Remind yourself of your purpose each day.Each morning and evening, take a minute to remind yourself of your purpose. Look to the future and feel excited. This is especially important on those challenging days that inevitably happen from time to time.
Track your progress. Keep a journal and list your successes and failures. How can you experience more successes and prevent future failures? Appreciate how far you’ve come.
Spread the word. If you’ve found your purpose in life, it’s your obligation to let the world know about it. How can you communicate the importance of adult illiteracy to the world? You’re not just a worker on this project. You’re also a messenger.
Realize that making a big difference requires big effort and time. Avoid letting the magnitude of your dreams overwhelm you. A little work and attention each day are cumulative. Your progress will shock you.
“It is not that we have so little time but that we lose so much. … The life we receive is not short but we make it so; we are not ill provided but use what we have wastefully.”
Finding your life purpose changes the direction and emphasis of your life. If you haven’t taken the time to determine the purpose of your life, the quality of your experience on Earth has been limited. There are many advantages to discovering your unique purpose.
Introspection is a part of making this discovery. Self-reflective questions, meditation, and writing are all potential options. Use every method at your disposal until you’re satisfied with the answer you receive.
Today, more than ever, it’s possible to make a living doing a wide variety of things. You can live in Alaska and give tuba lessons to a student in Miami via skype. You can publish your own book without the need for a traditional publisher. There is a way to make a living while being true to your life purpose.
Find your purpose and reclaim your life.
If you need some help to explore these and other questions bout your personal purpose, I can help.
The great Resignation is fully underway. Companies of all sizes are experiencing employee exits at all job levels. Owners and executives simply wonder why?
There are great theories about work-life balance value shifts, government intervention, and ‘disincentives’ among many other plausible ideas.
Yet one area remains a big contributor. That area is TRUST.
There is a basic loss of trust in the workplace. Employees are feeling disenfranchised. They watch as CEO pay and other external factors impact their way of working. Decisions get made by the bosses, but little if any trust is displayed in the worker.
Why should they be the ones expected to remain loyal? And now, with the pandemic opening of Pandoras’ box about work-life balance, employees are leaving corporate America by the millions. Yes, millions, not just thousands.
Employers need to ramp up the game when it comes to building trust at work. There are proven, tangible ways to increase the levels of trust across your work team, but it takes leadership focus and energy to get there.
However, rather than delve into that alone, why not find a blueprint? One that has been used for decades with great success.
The Program is Now
My colleague, Roger Ferguson, and I have teamed up to present you with the full program for building trust at work. In fact, our book is titled just that “Trust at Work.“
In this book, we introduce you to the Team Trust Model, a six-step outline of key essentials for understanding where and how to address the main concerns your employees have. Face it. Employees show up every day with questions. Questions like ‘Do I even want to be here?’, ‘what’s the point?’, ‘What’s the plan?’ and many more.
In other words, Leaders who create clarity for each of these key questions will see trust building inside the team. More and more, employees will learn to trust the boss and the team.
It’s not easy, but it is achievable. Buy the book. Or subscribe to my newsletter. Better still, if you’d like to start immediately to explore ways your team can build trust, schedule a chat.
There are only so many hours in the day. You can’t store it, nor can you borrow more for later.
Only you can decide what you spend your time on. Naturally, you’ll want to spend your time on things that add value to your life. But with life being so busy in these modern times, what with jobs, kids, and other activities, how can you have time for those things that matter the most to you?
Luckily, you can use time management techniques that are tailor-made for busy people. Discover techniques that help simplify how you work, ensuring that you get tasks done more efficiently and giving you more time for whatever you choose.
See how these techniques can free up your time:
Organize your work around your energy levels. Your productivity levels are directly related to your energy levels, so schedule your hardest tasks for when your energy levels are at their highest.
Any low-value tasks that require little energy, such as responding to emails, can be scheduled for the times when your energy levels are lower.
Make a plan for the day. Before you go to bed, write a to-do list for the next day. When you plan ahead, you’re mentally preparing yourself for any challenges you may face.
This will also help to limit procrastination at the start of the day and ensure that you work faster and more efficiently.
Start your day with the most important task. When you start the day off by completing your most important task, you’ll give yourself a boost of momentum and a real sense of accomplishment.
Prioritize tasks. When every task is a priority, nothing is. Urgent tasks should be the highest priority, then look at any high-value tasks, while relegating low-priority tasks to the back of the queue.
Learn to outsource. You don’t have to complete every task yourself. Especially those low-priority tasks. Sometimes it’s better to outsource these tasks, so you can focus your attention on the more pressing tasks.
Automate repetitive tasks. Nowadays there is technology available that can help automate many of your tasks. There are tools to schedule your social media postings, create canned email responses, and automatically fill in online forms at the touch of a button.
Automating these tasks could save you hours a week.
Cut out distractions. When you are distracted, it can take a while to get your focus back. This can greatly limit your productivity.
Consider turning off the notifications on your phone.
Invest in a pair of headphones, as this makes others less likely to approach you when you have them on.
Browsing social media is a big distraction and should really be avoided if you want to increase productivity.
Realize that things don’t need to be perfect. It’s easy to get caught up in trying to make everything perfect. However, perfectionism will slow you down and could result in deadlines being missed.
Having the attitude of “that’ll do” will save valuable time. Your work will be adequate, and you’ll finish in less time.
To start, try each of these techniques. Once you find those that work best for your situation, use them daily. Your productivity will increase, and you’ll save precious time in your busy life, giving you the time to do what matters most to you.
Yet who can really define it? Let’s take a look at leadership accountability.
Google the word and you get some interesting thoughts. Here are a few.
Accountability eliminates the time and effort you spend on distracting activities and other unproductive behavior. When you make people accountable for their actions, you’re effectively teaching them to value their work. When done right, accountability can increase your team members’ skills and confidence.
Accountability means living in integrity, with all your thoughts, words, and actions are consistent with one another and in alignment. Commitment is one thing, but accountability is vital to sustaining long-term success
In other words, the term doesn’t mean punishment; instead, it describes a willingness to accept responsibility for our own actions and their impact.
Henry Evans, the author of Winning with Accountability, defines it as “Clear commitments that — in the eyes of others — have been kept.” Here, the phrase “in the eyes of others” is key. In our organizations, accountability is not just about making and keeping commitments — it is also about transparency. When we make our commitments visible to our teammates, everyone is empowered to ask follow-up questions, check on progress, and help move work forward.
Marine LTC Stuart Scheller has made news by denouncing his chain of command in Afghanistan for allowing the bombing at the Kabul Airport that resulted in the deaths of 13 U.S. Service members. He has gone so far as to resign his commission and forego his full retirement after 20+ years in the Corps.
Scheller’s basic call to action is to return to accountability in leadership. From his view, commanders were demanding accountability from subordinate troops yet abdicating their own accountability…
..all the way to Washington, D.C. His contention is that leaders (anywhere) must themselves be accountable.
I happen to agree with Scheller. My sense is that our political leaders (all of them, both parties) have abandoned basic principles of accountability. They have built systems and agencies to shield their collective actions to cover up any true visibility of the ramifications of their choices and actions.
What is any American able to do to connect all of the dots? When an executive order is issued, how can any of us really know the impact it has, whether positive or negative?
If you happen to have voted for the party in office all you can do is hope they are doing the things you thought they promised you. But are they? Where’s the accountability?
In recent years I’ve heard frequent mention of how overwhelming various Bills that have come out of Congress may be. Speaker Pelosi herself was once asked, “Do you know everything in this Bill?” Her reply was “No, let’s see what happens.” Really? That my friends, is not much accountability.
There is an old saying “Power corrupts and absolute power corrupts absolutely.”
I’ve experienced that myself on a very small scale. When I was a young Lieutenant in the Army, I was put in temporary command of a troop unit with some 450 soldiers who were assigned for training. Under the terms of the UCMJ (the Uniformed Code of Military Justice), I had simultaneous powers as prosecutor, judge, and jury.
If a soldier committed an infraction, they were brought to my ‘court.’ It became intoxicating for me. I could levy penalties, garnish wages, demote rank and impact a wide range of punitive actions. Unchecked I could seriously influence those under my command.
But for me, personally, I had a commitment to God. I was a Christian with real beliefs in a much higher power than my own. I was accountable to Him for what I might do to others here.
That accountability was called into action one day when I was feeling particularly smug about my command and the powers of the UCMJ. I won’t go into all the details, but the significance of the moment was that I checked in on my accountability. I was reminded of the vows and promises I had made to God about being the person He wanted me to be.
Invoking all the strength and might of a code written by other men (the UCNJ) was not the standard I was being called to honor. I changed my mindset about power. I was humbled to realize the code was important but had to be administered with honor and human decency. Yes, discipline could be applied, but the soldier who was subject to that discipline needed to be redeemed.
The Elected Career “Leader”
Anyone who has engaged in elected office as a career cannot possibly have the same sense of balance. How can I say that? I say it because I have known several Congressmen and Senators in my day. The ones who live by higher standards don’t make Washington a career. They go, serve, and try to impact the system. But in the end, they retreat.
They don’t run for re-election after a few terms. The system beats them down. They run headlong into the reality that to survive there, you must compromise everything. You cannot live by the higher standards. You cannot permit total transparency.
Why? Because deals must get made for the ‘system’ to work. Those deals are not always good for the constituents you say you represent. There is no leadership accountability. Those deals may not represent the real values you intend to live by.
This gets us back to leadership accountability.
Will your actions stand the test of the words you speak? Real leaders, elected or not, are accountable. In fact, they demand it. First of themselves and then from others.
Lead by example is an easy phrase to utter. But living by it day by day is a much bigger challenge. We need leaders who are accountable.
Conflict resolution is a natural part of running a business; any business. Conflicts happen with customers, colleagues, and employees. In your personal life, you see conflict popping up at home with your spouse or your kids. Family dynamics can be a big source of conflict. Simply said, conflict is eveywhere.
As a coach, I get asked about dealing with conflict on a regular basis. My first answer is an old saying I was taught many years ago.
“The truth is in the middle.”
Seldom are you perfectly right or wrong. It is not very often that you are completely spot on with a solution. Instead there are always other considerations to weigh.
When two opposing ideas collide, the moment can be emotionally charged. One side can feel indignant if the other has dared to oppose the idea. The situation becomes a fight to the death.
It simply doesn’t have to be that way.
Emotionally mature leaders learn to look at conflict more objectively. Rather than jump immediately to one side or the other, the smart leader hears the arguments, then weighs the merits of each before making a decision.
Really great leaders seek the truth in the middle first. But if a settlement is still not there, you can move to this next idea.
The Marriage Bed
No relationship in life can be more complex than the marriage of a couple. Two otherwise independent souls agree to join together to become one couple.
On one hand it’s the definition of compromise. I give something up and you give something up so we can be together. Said outloud it sounds very unworkable.
However, to better understand the ways to solve conflict at work, I am going to borrow a guide from the Gottman Institute, an organization dedicated to helping marriages and families.
Drs. John and Julie Gottman present this exercise will help partners to make headway into the perpetually gridlocked problems you face in your relationship. It requires compromise.
Therefore the real question is about how can we reach a compromise?
The Art of Compromise
Step 1: Consider an area of conflict where you and your partner are stuck in perpetual gridlock. Draw two ovals, one within the other. The one on the inside is your Inflexible Area and the one on the outside is your Flexible Area.
Step 2: Think of the inside oval containing the ideas, needs, and values you absolutely cannot compromise on, and the outside oval containing the ideas, needs, and values that you feel more flexible with in this area. Make two lists.
Step 3: Discuss the following questions with your partner that feels most comfortable and natural for the two of you:
Can you help me to understand why your “inflexible” needs or values are so important to you?
What are your guiding feelings here?
What feelings and goals do we have in common? How might these goals be accomplished?
Help me to understand your flexible areas. Let’s see which ones we have in common.
How can I help you to meet your core needs?
What temporary compromise can we reach on this problem?
Applying these principles to a business situation may take some other thinking.
From a career standpoint, compromise is something that one must become comfortable with, particularly in leadership roles. Whether it’s negotiating a new contract with a vendor, discussing a potential new business venture, resolving a complaint or trying to reach an important business decision, mastering the art of compromise is key.
Here’s how to do so effectively without giving up too much or putting yourself in a bad position.
First understand what is at stake. Prioritize the key issues in your own mind. Evaluate the real significance of the issue first.
Next, determine the potential outcomes. What will ultimately happen if you give in or stand your ground? How much of an impact would compromising have on your business? In many cases, you’ll likely find that giving in won’t have many repercussions at all.
Draw a mental line in the sand. Know your limits, focus on what is key to your longer term goals and vision.
Next, Genuinely listen. Stephen R. Covey encouraged seeking the win-win position. You have to listen carefully to find the opportunities for the win for each party.
Then, give something worthwhile. Recognize that the other party is also going to need to compromise to some degree. To reach that middle ground, you’ll need to be willing to give your opponent something worthwhile.
Finally, always be professional. When it comes to compromise, there’s always going to be those situations in which the results aren’t as favorable as you’d have liked. Regardless of outcome, it’s imperative that you maintain the utmost professionalism at all times.
Becoming a leader who is effective at managing conflict and achieving compromise is easier than you think. However, it takes intentional effort, focused on facts not emotions. Other articles in my blog address these topics too.
Be a leader who is dedicated to delivering value. Value your people. Provide them with value day by day. Enrich and influence the lives of those around you. Lead your people to overcome the conflicts. That will become your legacy as a leader.
Anyone who has ever been asked to lead a team knows something right away. Steering, guiding, leading, or managing people can be very difficult. It can feel like herding cats. Individual minds don’t fall in line very easy.
As the manager, you know where you want to go or at least you have some idea. Whether you are managing a team at a large corporation or guiding your happy little band of employees in a small business, having a team can be hard to do.
Gather a group of unrelated human beings, give them a task, and soon you have people veering off in various directions. Some are crushing it; producing amazing work. Others are hiding in plain sight, trying to scam the system. In between are souls who give the work a try, but often find ways, whether consciously or subconsciously, to make it look hard.
As a manager or leader of this cheery little assembly, you go home at night and bang your head against the wall.
Therefore, the really big question is ‘what can you do to make a difference?’
The longer I work with businesses of all sizes, the more I am convinced that TRUST is a big deal. Unfortunately, I don’t know any company owner or executive that starts with the idea of building trust as a key element of their team building effort.
Instead, managers usually focus on process. They have a vision and a plan that drives the idea of the right process to make a profit. Making money is the chief idea, right? Producing some meaningful product or service is the ‘thing’ that causes customers to pay us. It makes good sense to have a solid, robust process to produce that ‘thing.’
Designing the process then teaching it to your team requires a great deal of time and effort. Yes, we recruit people to join our teams who know things about our process. CPA firms will hire accountants. Engineering firms will hire certified engineers. Manufacturing companies will hire people who know something about the steps in the process or the equipment used.
To talk about hiring a little further, I am also convinced that if you are somewhat successful with your hiring, the people you select will want to do the right thing. The hiring process is a very big “if”, but if you have figured it out, you will generally have a team that is there to do the right thing.
This is where trust appears, right at the start. As soon as that new employee is inserted into your team culture or situation, they will begin questioning things. The questions may not be outward. But internally, they are screening, evaluating, and judging what is going on. Why?
Why does someone do that? It’s human nature. To be safe in our surroundings, we must build trust with the people and things around us. It’s really pretty simple once you stop to think about it.
When you meet a stranger on the street at midnight, what are your first thoughts? Likely, you’re very afraid. All your defenses go up. It’s fight or flight time. We’re wired that way. It’s about our basic need to survive. We test and question the moment. We look for signs that a threat might exist.
If the stranger responds with a willing gesture of open hands, visible face, and cautious movement away from us, we feel just a little bit more secure. Once they speak our language and express apologies for frightening us, we feel even more secure, still on guard, but less afraid. Then, if they act true to that message by walking around us, never closing in, we feel more trust about believing they mean us no harm.
All of the observing, evaluating, testing, and questioning is exactly what a new hire will be doing. The team leader must be the one directing the effort to answer the questions, demonstrate safety, communicate the expectations, and deliver on actions that are consistent with the messages.
The Google Study
In 2018, Google released the findings of Project Aristotle. The basis of this project was the question ‘why do some teams perform so much better than others.’
Google has a rigorous hiring process. In fact, it is considered by many to be the most rigorous of all large corporate hiring programs. Yet when these best-of-the-best employees get assigned to work teams, not all teams perform as well as others. How could that be?
Google’s study took two years to complete. In the end, what they discovered is that ‘psychological safety’ was the number one reason high-performing teams exist. When you read the complete findings, you realize the term psychological safety is really nothing more than TRUST.
The Leader’s Secret Weapon
If you are new to leading teams, you likely struggle with confidence. You may even go so far as to think of yourself as suffering an “impostor syndrome.” You doubt your own ability to manage and lead.
Rather than focusing inwardly on those doubts, start by focusing outward. Talk to your team. Learn what makes them tick. Build an understanding of their strengths. Find out about the basic questions they may be asking as they search for ways to trust you and the rest of the team. They might even be questioning the company (if it’s big enough). You can help sooth those concerns.
Be more of a problem solver for the issue of whether your employees trust the team situation. Focus your time and effort solving that and you will discover you will rapidly become a leader people respect.
The respect you receive will be less about the technical skills you have and more about the ways you made your team feel connected. You too can build trust at work.
Ways to Be a More Effective Team Leader
Above all, the best way to be more effective in your leadership effort to influence and impact the trust factors within your team, is to look at the Team Trust Culture Model. My friend Roger Ferguson and I collaborated to write about this model in our latest book “Trust at Work.”
By following this model, you can become a Trust Builder. The model tells us we can organize all those questions people ask into six logical, connected areas. As a leader, you work your way through the areas helping your team get more comfortable with their understanding of all aspects of the company, the work, their fellow workers and YOU.
Therefore, Leaders who proactively attack these areas find tangible results. Teams do more because they want to do more. Once they elevate their level of trust, they become willing to give more at work; more effort, more energy, and more contribution to the outcome.
Google’s Six Steps
In addition, the six steps of the model address all the factors Google identified in high-performing teams.
Psychological safety: Psychological safety refers to an individual’s perception of the consequences of taking an interpersonal risk or a belief that a team is safe for risk taking in the face of being seen as ignorant, incompetent, negative, or disruptive.
In a team with high psychological safety, teammates feel safe to take risks around their team members. They feel confident that no one on the team will embarrass or punish anyone else for admitting a mistake, asking a question, or offering a new idea.
Moreover, the Model exists to help leaders and their teams achieve high levels of psychological safety. It is the overall focus of the Model.
Dependability: On dependable teams, members reliably complete quality work on time (vs the opposite – shirking responsibilities).
The Model has delivered tangible results. Successful implementation of the Model within work teams has produced an environment where people want to work, take pride in the work, and desire to do more. This is called discretionary effort. The book talks about this in detail.
Structure and clarity: An individual’s understanding of job expectations, the process for fulfilling these expectations, and the consequences of one’s performance are important for team effectiveness. Goals can be set at the individual or group level, and must be specific, challenging, and attainable. Google often uses Objectives and Key Results (OKRs) to help set and communicate short- and long-term goals.
Steps two, three, and four are ways leaders can address concerns and questions about clarity, expectations and results.
Meaning: Finding a sense of purpose in either the work itself or the output is important for team effectiveness. The meaning of work is personal and can vary: financial security, supporting family, helping the team succeed, or self-expression for each individual, for example.
Step five in the model addresses performance and an individual’s sense of purpose for participating in the team.
Impact: The results of one’s work, the subjective judgement that your work is making a difference, is important for teams. Seeing that one’s work is contributing to the organization’s goals can help reveal impact.
Step six is where we explore impact and significance of the team contributing to the greater good.
Trust has been identified as a key driver for high-performing teams. Leaders can work on building trust at work by answering key questions all employees ask. To clarify, the more you do as a leader to respond to the questions, the more likely it will be to see trust grow within your team.
Trust is so vitally important. Why not add trust building to your goals as a leader? If you need help doing that, you can schedule a free consultation call to talk about your team and your company.