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.
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.
Being an effective leader requires a keen awareness of the situation. One size never fits all. Among the many choices leaders have to make, a very pivotal one involves what leadership position to take. Therefore, today we explore the question of whether to lead from the front or lead from the rear.
To set our footing, let me define the two options.
Leading from the Front
This brand of leadership is the kind we see often depicted in movies. Mel Gibson, in The Patriot, grabs the flag and rallies the troops when there is a break in the front lines. He’s right up there, standing tall, waving the flag, yelling “follow me!!!”
In business, the follow-me style leadership is usually found in organizatinal cultures where there is a large dose of command and control thinking. Employees are programmed to wait for direction. There is very little empowerment. Seldom does anyone ‘step out’ to take a chance.
Often these cultures are found in large scale engineering or manufacturing environments. On one hand it makes sense. You wouldn’t want employees being creative at the controls of a refining process. Things need to be prescriptive for everything to operate smoothly and efficiently, not to mention safely. Plans and specs need to be followed or severe consequences may happen.
Leading from the Rear
This style of leadership is not really opposite in thinking, just different. Leading from the rear represents the situation where the workteam is fully capable, empowered, and somewhat autonomous in how things need to happen.
One exmaple might be a large regional sales force. Sales reps need to be out in the field making calls and meeting prospects and clients. They should know the guiderails, but are expected to operate with a degree of independence, only checking back in when a truly unique special request comes up.
The sales executive can lead from the rear, providing the guiderails and encouragment, but otherwise staying handsoff on the effort.
Where Things Get Tough
In larger companies, managers usually get assigned to lead roles. They get placed into teams that are already operating together. Sometimes there are company reorganizations where teams get scrambled, but even then, managers haven’t really picked their teams.
What this means is, you as the leader must evaluate what your team needs. Do you need to lead from the front or from the rear? Figuring out the best approach helps solidify your role and your effectiveness as the leader.
Executives who join a new company (new to them) must navigate this landscape too. Missing the mark can seriously delay your progress.
Here’s How It Plays Out
If your leadership style is to empower and naturally lead from behind, applying that to a team who craves leadership from the front can cause fear and doubt in your team. If they are waiting on being told what to do, your expectation that they figure it out only causes confusion.
The more you encourage them to choose their own path, the more likely they are to withdraw and shrink away from the work. If they want to do the right hing, but you’re not telling them what that might be via speciifc assigned tasks, they will freeze.
On the other hand, if you are more likely to opeprate with a command and control approach, leading from the front, independent thinkers and doers will balk at your authority. They will object to being told what to do.
It becomes a balancing act. Good leaders adjust their style to the situation. If your team needs speciifc direction (you leading from the front) but you’d prefer them to be more empowered, then you have to coach them there. You have to coax them into understanding being empowered.
There needs to be a demonstration of good permission and protection. The leader gives permission to try things new while offering protection if things don’t work out just right. That way, the employee is not penalized for agreeing to step out and try something foreign to them.
In most cases the need to lead from the front or from the rear can be figured out by simply asking the team about how they like to operate. If however, the team is new (due to a reorg), they likely have not found their identity yet.
The leader can help cast that vision and purpose. Then the pieces may come together naturally. If however, it is not yet clear, then the leader must dig deeper into the talent they have around them. By having one on one sessions you can glean the best ideas for structuring the team, leveraging the expereince and motivation each member brings.
The core message here is to be nimble as the leader. Don’t force your will on the team either way. If you prefer leading one way, but they want something else, be agreeable to make that pivot. You can begin shaping them to go the other way in time. Take advantage of the growth opportunity in yourself.
Use the situation as a personal stretch goal. You might just realize you like the view.
PS – My new book “Trust at Work” is available a popular retailers in print and online. In the book, Roger Ferguson (co-author) and I explore the Team Trust Model. We explain the model and share examples of when and how it can work. Plus there are over 30 tools manaegrs can use to help gain trust with your team.
My new book “Trust at Work” has been released. Actually, I can’t take all the credit.
This project has been a collaborative effort with my frined, colleague and former fellow banker, Roger Ferguson. Roger introduced me to the Team Trust Model some 30 years ago. The book has been two years in the making.
It is packed with concepts, process, tools, and tactics to make trust bulding come to life. How to build trust is no longer the mysterious question. Now you have a practical process and the framework to actually attack the questions people bring towork; questions that block trust. Resolve your team’s questions and trust will grow.
The model has been a faithful go-to soluton that I have shared with hundreds of my clients. It helps business leaders at companies of all sizes tackle the issue of building trust at work.
Trust has been shown to be the #1 reason some teams perform so much better than others. If you want to imporve your team performance, morale, and commitment, you need Trust at Work.
Leaders responsible for teams must cast a solid vision to define the purpose for their team. Your team needs to know why the team exists. Every good purpose needs a plan. How are we going to execute the vision we just agreed to pursue? Purpose and plan are critical parts of building team trust.
Leaders who have great vision need to translate the vision into a plan; an action plan. You can pull your team together to create the plan. That’s perfectly fine. But plan you must.
The plan helps map out the next steps, milestones, contingencies, and a host of other critical factors that cause your likelihood of success to rise. As the old saying goes, without a plan any road will get you there. You probably don’t want to travel some of those roads. That is why a plan helps.
The questions your team members and employees may be asking about the plan include the following examples.
What are the steps to achieve results?
What does a ‘win’ look like?
Can I agree with what you think we’ll be doing to go from A to B to C?
Does the plan make sense to me?
Does anyone else think this plan is crazy?
Is there something we already know about a step in the plan that won’t work?
How can I comment on the plan?
Do you want my feedback?
A Story from the Field
During a coaching session on team trust, one client who was responsible for a large regional sales organization spoke about his plan. It involved a cradle-to-grave process for their sales cycle. The plan started with prospecting and funnel management, then went into client onboarding and order entry. Ultimately the plan ended with various aspects of client support and service obligations assigned to the originating salespeople.
After thinking about it, he said “Wow, I really should be doing more to look at this plan when I’m hiring people. I generally look for personality but having folks who can serve these other needs is very important too.”
There’s another reason to have a well-articulated plan.
The plan gives you the path to get work done. You deliver on the plan. You work through the plan. Without a clear blueprint for success, your team will get stuck wondering what to do next.
Doing the Right Thing
There is one thing I’ve learned in all my years of executive leadership, it’s about the people. Assuming your hiring process is reasonably reliable i.e. identifying good talent suitable for what you need to do, then the team you build will want to do the right thing.
If you as a leader don’t show them what the right thing is, they freeze. Because they want to do the right thing, they definitely don’t want to do the wrong thing. Therefore they tread water, running in place not doing much of anything.
Your plan helps them understand the next steps that amount to the right thing to do. Then they can become effective at the work.
There is obviously a lot more you have to do managing the effort, but without clear definitions of what a win looks like and what success can mean, your team will struggle to move forward.
The more you can do to articulate the right plan for the work you need to be done, the better your chances of having a team that can trust the plan and is willing to commit their dedicated effort to get there. This is the way to build team trust.
Leaders are supposed to provide vision, right? But if you’re in a senior manager role does that apply to you? You might say, “No, that’s the CEO’s job.”
I disagree. If you’ve been put in a leadership role, YOU, my friend, must cast the vision. Don’t wait on anyone else around you to do it.
For all the years I’ve been doing executive coaching, I still remain amazed at the frequency by which I find people with good job titles failing to have their own vision for things.
It’s Your Show
When you get selected or elected to a senior management role, the job is yours. With it comes the total responsibility for the success and outcome of your work team. People want vision. They need purpose.
It’s just not enough for people to show up to work each day. They come with questions about why. Specifically, why is my team here? What is this unit about? What does this department do? Can I get excited about our cause?
These questions become the leader’s responsibility to answer and answer well. If your team doubts any of this, they will refuse to buy-in. Their trust for you and the company will languish in the weeds. Soon they will start acting disenfranchised and unengaged with the work. They will just be going thru the motions.
On the other hand, if you can articulate a clear and concise story about the purpose for the team, then you’ll get much better buy-in. By casting a clear vision for the work and purpose, you will go much further to engage and inspire your team.
It’s not enough to say we’re here because…
You have to show them the landscape. Paint a beautiful picture of the possibilities and purpose. Give them their individual views.
Your vision becomes the rally point where the team can center their energy. Create a clear statement of the vision. Be sure the whole team knows what that might be. Don’t leave the understanding of the vision to chance.
Above all, don’t wait on leaders above you to cast the vision. Sure, you should take your vision and get alignment and approval from upper management, but don’t wait on that. Be bold!
The Entrepreneur’s Version
Small business needs the same inspiration from its owner/founder. It’s almost a given that a startup will have a vision. It makes perfect sense otherwise why startup?
Yet the original vision can suffer over time. As things progress, even owners can forget their original ideas. You get caught up in the day-to-day, making adjustments all the time. Then one day you wake up and the idea you had, the vision, is not there anymore. Your little baby has become something else.
If you own your business, take time to refresh and revisit your vision. Stuff does happen. You might have to adjust. But don’t lose sight of why you started what you started.
Great leaders know how to motivate others. Since the amount you can accomplish on your own is limited, it’s necessary to have the assistance of others.
Someone who can motivate others to do their best has an incredibly valuable talent.
When you can inspire others, you can accomplish much more.
Motivate others to do their best:
Be emotionally supportive. To help others shine, removing the fear of failing or looking foolish is critical. Most people are frozen by fear and prefer to remain comfortable. When fear is greater than motivation, nothing happens. Removing fear can be just as effective as instilling additional motivation.
Provide additional support. Ask what resources are required. Does your employee require additional help or funds to get a project off the ground? Perhaps your child needs a tutor or assistance with creating a resume. Determine what resources are required for success and provide them.
Support is not limited to financial or physical resources. Support means standing alongside; proving you have their back.
Follow up regularly. Show that you care by monitoring their progress. It’s enough to ask and then listen. Asking questions will also help to keep them on track.
Don’t micromanage. Hold people accountable for measurable and attainable goals. Think about Goldilocks – ‘not too big, not too small, but just right.’ That’s the way to set expectations.
Be publically supportive. It’s one thing to support an employee in the privacy of your office. It’s quite another to be supportive in front of his/her co-workers. Parents are guilty of this, too. Avoid only supporting your children around the dinner table. Support them in public also.
Acknowledge and reward. Acknowledge progress and effort regularly. Everyone needs a little boost now and then. Ideally, give acknowledgment publically. Conversely, your disgruntlement and any discipline should be handled privately. It’s as simple as handling praise and reprimands most effectively.
Still More to Think About
Ask for ideas. You might hear a few ideas that are better than your own. It’s easier for others to get excited about their own ideas than to get excited about yours. Using ideas from your team will create a sense of purpose and involvement.
There’s a keen focus on empowerment and inclusion in today’s business. Executives are talking about collaboration too. It all goes together very well toward creating a collaborative environment where people’s ideas are welcome.
Be clear. Vagueness breeds confusion. Confusion saps enthusiasm. It is said ‘a confused mind says NO.’ Leaders need to create clarity.
When the objective and the necessary steps are clear, motivation is easier to generate. Ensure that everyone is clear on their roles.
Set a good example. If it’s important to you, it will be important to your employees, spouse, or children. Don’t just tell them it’s important, but show them by your behavior. Make the objective a priority in your own life.
Create a vision. Paint a picture of the end results in the minds of those involved. The work is not always enjoyable, but it’s the end result that matters. Then keep reminding everyone of how great things will be when it’s over. The work is the path to reach that endpoint.
Deal swiftly with dissenters. It only takes one dissenting, charismatic employee to bring the whole thing crashing down. There’s often one complainer that tries to undermine the enthusiasm of everyone else. Don’t underestimate the damage this one person can do. Have a heart-to-heart conversation with them or move them out of the group.
Play the Whole Game
Motivation isn’t just about adding positive energy. It’s also about removing obstacles. Dissenters are obstacles.
Encourage the sharing of opinions. However, once a decision has been made, expect cooperation.
Encourage others to do their best work or to follow their dreams. Motivating others is a skill that anyone can develop. You can only be as successful as your team. Avoid the belief that you can do it all alone. You can’t.
Great leaders inspire others to be overachievers. It’s a challenging task, but if you’re good at motivating others, you’ll always be one of the most important people around.
Trust is a critical element in our everyday lives. The relationships we enter are centered on trust. Whether we are going to work, shopping online, or meeting a stranger, trust becomes the yardstick for how far that relationship may go.
For those of you in a significant relationship with a life partner, trust means everything to that relationship. Break the trust and the relationship bond shrivels and dies.
Bob Burg is famous for coining the phrase “know, like and trust (KLT).” His teaching says we only do business with people we know, like and trust. It’s a progression of experience that gets us over the goal line. You visit each of the three stages before you are ready to make the bigger commitments.
The same is true at work. We spend most of our waking hours dedicated to work. Trust in the workplace should be a vital part of success and reward. Yet managers seldom focus on building trust to build a great team. Instead, they focus on the tasks at hand. They agonize over process and procedure to get things done.
Yet employees struggle to perform at the higher levels of success.
If I can’t trust my boss, why should I give much effort to the task? A low or no trust situation is like meeting the clerk at the convenience store. I don’t have much vested in that transaction. I give the clerk my money to buy my gas or pack of gum. If I watch them put the money in the cash register…end of relationship. It doesn’t require a high level of trust.
However, when I take a job, I expect a lot more in the way of trust from the boss. He/she needs to drive that train. They need to be the ones demonstrating how trust is going to work in that situation. Once I can determine the level of trust I am going to get (remember know, like, and trust), then I begin opening up my trust bank to give back.
By the way. The whole notion of trust is just like a bank account. Deposits must be made for funds to be available from which you can spend. I must get trust to give trust.
But as a leader, that model shifts in a big way. YOU must be the one making the deposits in your people. Show them trust and confidence, then they will begin to pay it back.
The Trust Gap
Trust is never mentioned by my coaching clients as a ‘top of the list’ goal. Often, they have been introduced to leadership frameworks that are intended to build a certain leadership culture or change an old one. They engage me for helping direct those leadership development efforts.
With the focus on conceptual principles, leaders forget the value of simply building trust. When we start doing the coaching work, we inevitably run head-long into the issue of low trust.
They acknowledge a sense of no trust, yet they are stuck when challenged to think about ways to build better trust.
Talking about trust gives way to more frustration about how to get there. After all, think about how you chose your spouse (if you have one). Was there a specific, tangible set of criteria or did you just ‘know.’?
But it doesn’t have to be that way.
That is why I like the Team Trust Model as the answer for practical and tactical ways to build trust. Since the model is really a process of logical thought about the dynamics of how trust can be built, a leader can craft a methodical and measurable system for gaining better trust within the team.
Building trust is a process to answer a list of key questions. The questions might be obvious or subtle, but they are questions, nonetheless.
When the leader effectively and systematically answers all of the questions his/her team may have, then trust begins to evolve. The process naturally fits the KLT method. As employees, the more we know about the work team, the better we are equipped to like what we’re about. If we like it, then we can begin trusting it.
At the Core
The Team Trust Model is here to promote trust at work. It does so by inspiring people to invest their discretionary effort. Every employee comes to work with a certain capacity to deliver. However, this overall capacity is divided into segments. The first, and most basic level, is the bare minimum. We agree to deliver our bare minimum effort to keep from getting fired.
It’s the lowest of effort expended. It keeps things moving at an acceptable pace. But it won’t set records.
Discretionary effort, on the other hand, is that extra effort; the 110%. Employees all have the ability to spend this extra. The question is whether they want to.
For leaders, the challenge is to inspire folks to do that on a regular basis. Come to work and give the extra all the time.
When the team setting is right, people never question the willingness to give it all.
A New Series
The preceding message is the start of a series of articles presenting the dynamics and power of the Team Trust Model. Over the next few weeks, I will be diving deeper into this approach for practical and tactical ways to improve your team’s performance while building a more rewarding work experience.
Whether you own a business or run one for a bigger company, your role as manager/leader is in the spotlight. When people start searching for leadership development tools or management training, you often run into a large segment of the market focused on Personality.
The logic says ‘if I understand my personality, and the personalities of those around me, I can be better leader. Why? Because I can learn to meet them where they are, etc.’
Logic like that is like a 3-year strategic plan. It looks great on paper, it’s a cool workshop to sit in, but what do you really do with the information? Too often it gets implemented poorly and soon forgotten. (I happen to hold a strong bias on the use of common personality tools. Email me and I’ll share that discussion.)
For now I want to challenge you to think about something else.
What’s at the Core
Throughout my coaching career I have often found executives and business owners who struggle with their personality defining the person they think they need to be. Or vice versa. The person they believe they are does not show up when the work gets going. Instead, some different personality appears.
My challenge to you is to consider separating your thinking about the person you want to be from the personality that actually shows up.
Getting a solid grip on the person you want to be has nothing to do with title, role, and financial status. But it has everything to do with the kind of friend, neighbor, and fellow human being you believe you are. It’s about core values, principles, and beliefs. Most leaders, when asked, have a good list defining those things in their personhood.
And, ok, I’m going to say it….
There are some solid jerks in the world (keeping it PG-13). For me, the good news is, I just don’t get many of those folks reading my articles or asking me for coaching. And I’ll never take one as a client.
Instead, I talk with people who are already successful at some level and they want to do more, be more.
First, let’s talk about some common contributors for why personality may interrupt personhood. In the Hogan world we call these ‘derailers.’
One issue that appears most often is the idea that a strength used in excess becomes a derailer. For example, if you are naturally empathetic, you might not drive your team hard enough. Your personality shows up ‘friendly’ and well-intended, but when the going gets tough, people want direction and drive from their boss.
Next, you might be covering something. I don’t mean in a criminal way, but rather in a defensive way. If you are uncertain about a subject, your personality may be too comical, trying to laugh off the tension in the moment. This usually shows up as the boss who cracks jokes at inappropriate times, taking serious discussions off track.
Also, people with highly focused technical ability may come across as too robotic, not enough ‘people’ skill when interacting. Their personality is plastic. Yet when you peel the onion, you find a wonderfully motivated mind wanting to do great things.
While doing a ‘post-game interview’ wondering what went wrong with a particular situation, you likely may be thinking “I know what I wanted to say or do, but somehow it never came out that way.”
If that is you, then you, my friend, may be suffering from the conflict between person and personality.
First, doing the post-mortem on a meeting or a one-on-one interview can help tremendously to isolate the areas where you are disconnecting person and personality. Do your own analysis.
If it is possible, ask for feedback. Ask for specifics like “When I said ‘X’, how did that strike you?” When you think your personality usurped your personhood, then you have an opportunity to fix it.
When feedback highlights specific gaps, check first to see if the gap is properly covered by those core beliefs and key principles you claim. Not the other way around. Then search for reasons your personality may have thrown up a different solution in the moment. Here are some of those situations.
You cracked a joke when you should be serious.
You got technical when empathy would have been better.
You quoted company policy when a warmer more collaborative idea could have been put to play.
You genuinely love your team, but you go to performance issues too often when talking to them.
Ask a mentor or a coach to help you make the distinction between the person you believe you are and the personality that often shows up instead.
For decades, business leaders have been equipping themselves with every book, philosophy, reward, and program the so-called experts have convinced them to buy into, yet companies everywhere continue to struggle with toxic cultures, low performance from teams, and the unhappiness that go with them. Yet how can leaders build trust?
From our earliest days on the playground to modern-day business board rooms, there is one giant factor that makes the difference between success and failure.
Companies work long and hard, spending millions of dollars to build brand awareness that shows trust. Consumers have to trust something before they buy. Managers and CEOs spend time and money trying to build better work teams.
Recent studies in several sectors have discovered the biggest contributor to team success is TRUST.
Building Team Performance
Google broke the ice on this topic with their “Aristotle Project.” Following the success of Google’s Project Oxygen research where the People Analytics team studied what makes a great manager, Google researchers applied a similar method to discover the secrets of effective teams at Google.
Code-named Project Aristotle – a tribute to Aristotle’s quote, “the whole is greater than the sum of its parts” (as the Google researchers believed employees can do more working together than alone) – the goal was to answer the question: “What makes a team effective at Google?”
The runaway winning attribute in highly successful teams was “psychological safety” or simply trust.
The Google study found that this element of trust was the most significant factor in helping teams do more, even among their peers of highly educated, well trained employees.
When trust is broken, relationships of all kinds stop working well.
The Brain Science Behind Trust
Adding to this interesting discussion comes the book “The Trust Factor” by neuroscientist Paul Zak.
In Trust Factor, we are shown that innate brain functions hold the answers we’ve been looking for. Put simply, the key to providing an engaging, encouraging, positive culture that keeps your employees energized is trust.
When someone shows you trust, a feel-good jolt of oxytocin surges through your brain and triggers you to reciprocate. This simple mechanism creates a perpetual trust-building cycle between management and staff, and–voilá!–the end of stubborn workplace patterns.
The book incorporates science-backed insights for building high-trust organizations with successful examples from The Container Store, Zappos, and Herman Miller. The Trust Factor explains:
• How brain chemicals affect behavior
• Why trust gets squashed
• How to stimulate trust within your employees
• And more
What’s a leader to do?
For you who are sitting in the corner office or who are building a small business, you hear these things and wonder. I understand it, but I have no idea where to start. I’ve had so many ‘bad hires’ I can’t imagine getting this thing going. And trust an employee????
You’ve got to be kidding me.
Let’s turn back to the Aristotle results and get the answers. Leaders build trust. Here are five key action areas that leaders can control.
At Google, now that the Project Aristotle team has identified what makes for an effective team at Google, they’re conducting research to figure out how to take the next steps to create, foster, and empower effective teams.
Whatever it is that makes for effective teams in your organization, and it may be different from what the Google researchers found, consider these steps to share your efforts:
Establish a common vocabulary – Define the team behaviors and norms you want to foster in your organization.
Create a forum to discuss team dynamics – Allow for teams to talk about subtle issues in safe, constructive ways. An HR Business Partner or trained facilitator may help.
Commit leaders to reinforcing and improving – Get leadership onboard to model and seek continuous improvement can help put into practice your vocabulary.
Here are some tips for managers and leaders to support the behaviors the Google researchers found important for effective teams. These are based on external research and Google’s own experience:
Solicit input and opinions from the group.
Share information about personal and work style preferences, and encourage others to do the same.
Co-create a clear vision that reinforces how each team member’s work directly contributes to the team’s and broader organization’s goals.
Reflect on the work you’re doing and how it impacts users or clients and the organization.
Adopt a user-centered evaluation method and focus on the user.
If after considering these things, you still struggle to get your head around this complex challenge, I can help.
I’ve developed a Team Trust Model that provides a clear, concise framework that teams can embrace. In places where I have introduced this framework, it becomes that vocabulary the team uses to communicate with each other. It allows a structure and process to something that otherwise may feel too vague. With it, leaders build trust.
This model has been used by leaders at corporate giants like ExxonMobil and UPS. But it has also been used by small business owners too.
Anywhere you have three or more people assembled for performing tasks, you need Team Trust.
PS – I realize that the new era of COVID remote workers really impacts your ability to connect with your teams. However, as you study the key elements here, it is easy to see why following these ideas is more critical now than ever before.