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More Than a Sales Trick – What is WIIFM?

sales pitch

Many sales training programs teach a principle called WIIFM. Have you heard it? Know what it means?

It stands for “what’s in it for me?” The concept says a good salesperson must be prepared to answer that question on behalf of the prospect.

In other words, if I am the salesperson, it’s not about ME. It’s about my prospect. I’m supposed to get out of my own story and think about their story.

The prospect will ALWAYS be asking what’s in it for me? They don’t care how slick, smooth or smart you might be. (That helps for sure, but is not enough to win the deal.) You have to answer their questions using their terms AND their story.

It’s not your story.

It also applies to Leadership

I have discovered there is a similar powerful application of the WWIFM idea when coaching leadership development. Clients often ask, how can I be better at engaging my stakeholders or being able to influence ‘up’ the organization.

The answer? WIIFM.

Think about what’s in it for them. Why should they be listening to you? It’s not enough to try to impress people with your skills and knowledge.

You have to approach them on their wavelength, their mindset, using their standards for communicating. Some might call this “know your audience.” I like that too.

If you engage others using the WIIFM mindset, you can become more effective at delivering the value proposition you are responsible for executing.

Delivering Value

You see, we all go to work to create and deliver value. It might be tangible goods, services, or more academic thinking, but it’s incremental value being added to the overall value chain of your business. Otherwise, why should you be there?

If you’re not delivering value in some form or another, you are expendable. The faster you figure out how to demonstrate that value-add to your business partners and stakeholders, the better you will be.

So stop trying to be the resident expert pushing the cart up the hill. Rather think first about what that stakeholder really needs. Get them to share with you the key questions in their mind. While these questions help resolve the WIIFM for your stakeholder, you also need to explore how they engage.

Recently a client was telling me about one stakeholder who never responds to their internal instant messaging system. I asked if anyone else experienced that pushback from the stakeholder. Sure enough, others also complained this person never responded to IM. That’s a clear signal they don’t like that tool. How about an old-fashioned face-to-face?

In the process of learning your audience, ask them how they prefer to engage. In today’s fast-paced world of slick tech tools, there are so many options.

Do they like internal messaging systems, emails, or periodic face-to-face meetings? Figure out the most desired medium for them to receive information. Then stick to that answer.

Senior Execs Need More

The more senior the person you need to engage, the more likely is their sense of WIIFM. They are making split-second decisions about how to spend their minutes each day. If they can’t see a quick and obvious WIFFM answer, they will cut you off and send you away. It doesn’t matter how slick your PowerPoint was going to be.

Plus you should never take that kind of rejection personally. It’s just their way of subtly saying, “…you didn’t answer my WIIFM. Get me a better answer for that and I’ll engage.”

I had a mentor who taught me the phrase “Be bright, be brief, be gone.” The better I perfected that technique the more often I was getting asked to the senior executive floor for consultation. It was obvious I was doing a better job of answering WIIFM.

You can too.

Burn the Boats – The Toughest Leadership Command

burn the ships

We all like Plan “B” options that afford us an escape when things don’t work out. In 1519, Captain Hernán Cortés landed in Veracruz to begin his great conquest. Upon arriving, he gave the order to his men to burn the ships. How’s that for bold leadership?

What Cortés did was force himself and his men to either succeed or die. A retreat was not an option.

In order to achieve the highest level of success we each desire, there are times when we need to “burn the boats.”

The obvious question becomes “what are my ships or boats”? For starters, your ship may be anything that you are afraid to let go of.

Read more

Breaking Through the Invisible Wall

management and leadership

There is an invisible wall in the business world. It’s the wall between management and leadership; being a good manager and becoming a great leader.

People can spend an entire career and never break through that wall. The wall is not about equal opportunity, hiring practices, promotion or selection. Nor is it about gender or age.

No, this wall is about moving from Management to Leadership.

The Entrepreneur’s Conundrum

The easiest way to explain this wall is to start with an entrepreneur. A solo-preneur; the person who thinks he/she has an idea and wants to start a business.

choice vs chance

Let’s say our hero gets some funding and launches the business. In no time, the business starts to make sales and grow.

Pretty soon the owner needs to hire people to help fill all the orders, make more widgets, or whatever they are doing. They need more people.

Now they have a team running. The first experience is to manage the process. The owner has to show everyone how to do or make the things you meant to do in the business.

Your idea as the entrepreneur has to get communicated, trained and shared with others to let the business grow.

As the Manager, you track the numbers, make the deposits and pay for expenses.

Things seem to be going OK. You survived the start-up phase.

New Opportunities

As the business grows, you have to grow with it. More resources, bigger payrolls, larger space, etc.

But the owner seldom thinks about growing their own ability to manage the business. The thinking goes something like this.

“What I did before got us here, I’ll do more of that, and we’ll be fine.”

That works for a little while longer, but the business still keeps growing.

Now it’s become a full-sized enterprise with layers of management, division of teams for specialized skills, and other expanding roles.

The Thirst for Leadership

Somewhere in between that expansion phase and the enterprise phase, the Invisible Wall takes shape. As the company grows, so does the wall.

What used to be decent management starts to have problems. The old ways to push people and materials don’t work anymore.

It’s not the people or the business, it’s the owner’s capacity to lead that is crumbling.

This new entity that is the company is hungry for leadership. Not more management, but bona fide leadership.

Leadership has to step in and take over.

As Monte Pendleton, Silver Fox Advisor, and founding member states “There is no particular time table for these stages. But the ending of Stage 1 usually becomes apparent when the requisite managerial skills begin to change. The very personality, skills, and capabilities that allowed you to succeed as a Stage 1 entrepreneur or start-up owner/operator, now become detrimental to you in the latter stages.”

When the wall becomes apparent, you have some choices to consider.

First, you could decide to quit growing; stay the size you are, and keep doing the same things.

Or, you can choose to modify your management style and press on toward the next phase. Hire a coach or an advisor to guide you through the changes needed to break through the wall.

Lastly, you might choose to replace yourself with someone who has better leadership skills and experience, allowing you to revert to the core talent and gifts/specialties you started with.

If all else fails, sell the business at its then market value and go fishing. (I digress).

Bigger Enterprise

I dedicate my coaching practice to owners and executives who are right at the wall.

There are senior managers everywhere who still need to embrace the reality of the presence of the wall.

Believe it or not, a wall always exists between the stage of the business unit you run and your ability to lead.

a group of young people working in the office

I’ve said it many times before, a good manager can have a long and successful career never being more than a manager. Turn the screws, meet the deadlines, ship those deliverables and do it through strong management skills; these can be a nice career.

However, for the good of the growth of the enterprise, you need to become a leader. If you already know something about leadership, be a better leader.

Monte states “Leadership is the ability to cause others to take action even when the action is outside their comfort zone.”

Dave Guerra in his book “Superperforming” says “Management is about process and leadership is about people.”

I love that explanation. So true.

Think about your situation right now. It doesn’t matter whether you own the business or run a large team/division inside one. Ask yourself, “where is my wall?”

Question: Have you broken through the wall, realizing the need for leadership over management?

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To Be a Great Leader, You Must Inspect What You Expect

Inspect Expect
Inspect what you expect and article from @dougthorpe_com

Inspect what you expect.

This is an old saying that I learned decades ago.

What does it mean, exactly? And what does it have to do with leadership?

Well…

Have you been guilty of spouting a directive then letting it die a natural death? We’ve all done it at one point or another—whether accidentally or intentionally, we’re all guilty.

When a leader sets out a goal or directive, that goal can only be achieved with good monitoring, or, inspection.

Whether you run a big business, a team, or are working on a small project, in order to achieve any sort of success, you have to be mindful of these simple words: inspect what you expect.

Here’s my story.

The Military Way

Great leadership principles you need to know. Leadership powered by common sense

The “inspect what you expect” principle takes many forms.

During my days as a second lieutenant, we conducted regular health and welfare inspections.

While the military inspects a lot of things, this was unique. Those of you who have served in the military know why.

Those of you who don’t: buckle your seatbelts.

To achieve the best results, you must inspect.

One early morning at 3:30 a.m., the entire cadre (all of the managers and supervisors) of our training unit surrounded a barracks where a portion of our troops lived.

We suspected drug activity coming from this barracks.

This “health and welfare inspection” was actually a search and seizure mission.

We burst into the barracks and surprised all of the soldiers sleeping there. They were ousted from their bunks and told to stand at attention beside their footlockers while we searched the premises.

Sure enough, we found a stash of drugs and some paraphernalia tucked inside one of the footlockers.

Our target was achieved.

We could have preached and threatened the law about drugs, but we had to inspect what we expected.

This principle also applies to the success of most businesses.

Why?

Because even the best strategic planning simply won’t matter without proper execution.

A great leader must push forward to make things happen. They cannot stand still; they must be in constant motion, pushing towards a goal to reach success.

They must be focused.

Every plan and strategy associated with a goal must always be monitored and inspected to ensure proper execution and achievement.

Good project management comes from inspecting what you expect.

Have you heard of Six Sigma or DMAIC?

“Six Sigma”

Six Sigma is a specific set of tools and techniques used to to help businesses improve their processes.

Inspecting what you expect is an integral part of Six Sigma. It is also an integral part of overall good project management.

For process improvement, a concept known as DMAIC is applied.

DMAIC

DMAIC is an acronym for Define, Measure, Analyze, Improve, and Control

…or, simply inspecting what you expect.

With DMAIC, you analyze results as they occur, checking them against expected outcomes.

If you find yourself off the mark, adjust and do it all over again. In other words, you are staying alert—at all times—to the things happening around you that affect your process and your progress.

The devil is in the details.

There is so much more to being a great leader than stating your plans and giving directives.

Great leaders walk the floor.

If you’re not walking the floor, you’re not being a good leader. You’re doing it wrong.

Leaders who don’t walk the floor find that things are not happening as they expect. Always remember: the devil is in the details.

You have to constantly be checking in, seeing what’s going on—walking the floor. You have to constantly ensure the appropriate measures are being put in place to achieve the right outcome.

You have to constantly test and review events and circumstances.

For example: if your business enforces things like safety or regulatory compliance, your role as a leader is to inspect and review events and circumstances. You have to check work every single day to ensure proper compliance.

If you don’t, people could get hurt.

Three easy steps to inspect:

1. Expect

Set expectations; specific expectations.

When issuing a directive, always be clear about your expectations. Be as specific as possible.

Volumes, dollars, incidence rates, hours, cost saves, the list goes on. The expectation you give will determine the outcome.

2. Be Consistent

Constantly inspect, and keep your inspections consistent. Keep communication open and be consistent in everything you do. Be open and don’t beat around the bush. Share your results.

3. Stay Visible

People need to know you are engaged and involved in the review process. Don’t get stuck behind your office door. Show your team you are active in the process. Be around them. Answer their questions. Motivate them.

Remember: you are the leader guiding the vision to the final outcome. Be available to talk it through with those who have questions. Walk the floor.

If your team is spread out geographically, remain visible with the right frequency of check-in calls and team meetings.

Let your team know that part of executing the mission is routine reviews.

So…do you inspect what you expect?

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Are You a FAST Leader?

The 5 C’s of a Trusted Leader

Leadership Effectiveness Can Work with Simple Triggers

Why Trust Matters to Leaders; Leaders Build Trust

team trust

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.

That factor is trust.

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.

The five key dynamics of effective teams that the Google researchers identified are rooted in the wider world of team performance research. Whether you’re coding at Google, riffing in a writers roompreparing for a trip to Mars, or skating in a hockey rink – teams are essential to the work experience and output.

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:

  1. Establish a common vocabulary – Define the team behaviors and norms you want to foster in your organization.
  2. 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.
  3. 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:

Psychological safety:

Dependability:

  • Clarify roles and responsibilities of team members.
  • Develop concrete project plans to provide transparency into every individual’s work.
  • Talk about some of the conscientiousness research.

Structure & Clarity:

  • Regularly communicate team goals and ensure team members understand the plan for achieving them.
  • Ensure your team meetings have a clear agenda and designated leader.
  • Consider adopting Objectives & Key Results (OKRs) to organize the team’s work.

Meaning:

  • Give team members positive feedback on something outstanding they are doing and offer to help them with something they struggle with.
  • Publicly express your gratitude for someone who helped you out.
  • Read the KPMG case study on purpose.

Impact:

  • 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.

Originally posted on DougThorpe.com

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Have You Turned Away from Networking Groups?

networking

We are T-minus 2 weeks into 2021. Are you having fun yet? Have the New Year’s resolutions taken root or been abandoned?

People are still trying to make sense of the new normal we call COVID. I’m no different.

But today I want to drill down on a topic that has been recurring more and more often in my circle of business owners and corporate execs I talk to. That topic is business ‘networking’.

What Is Networking?

There are a lot of different meanings when you say networking. Most often in the business sense, it has to do with sales and lead generation; go to some event, meet people, and get new prospecting contacts.

However, the one I want to talk about is the mastermind, the roundtable, or peer-to-peer advisory type. Call it what you will. It’s the situation where a few people sharing the same general profile gather. There is a common thread reaching across the group. The meeting is usually facilitated by someone. The events can be paid for or free.

On one hand, the concept here is a good one. “Iron sharpens iron” is a Biblical principle taught for 2000 years. Napolean Hill in “Think and Grow Rich” preaches the idea of the power in a Mastermind Group. That was 1920. It’s been around ever since.

So gathering with peers to share experiences and offer solutions makes sense, right?

Over my career I’ve participated in dozens of these group formats, logging hundreds of hours of participation. And yes, I’ve gotten great value. Hopefully, I’ve shared some value too.

Even today, I belong to or facilitate several.

The Rub

The concern I’m hearing from clients and prospects though is that in today’s business VUCA world (volatile, uncertain, complex, and ambiguous), the measurable value in these meetings is in doubt.

mastermind

I can honestly say, I have more clients exiting their groups than I do joining groups. Why is that?

Here are five BIG reasons I see today.

First, with the pivot to everything being virtual, you get a mixed reaction. While you’re saving time commuting to the breakfast, lunch or dinner meeting, you’re just tired of Zoom/Teams calls.

Having one more virtual gathering is painful. Plus the connection with the group may suffer by doing it virtually. Yes, we’re all getting better at communicating this way, but the deeper, more meaningful connection (like these should be) gets compromised.

Next, the group dynamic may be skewed. In almost every group, there will be one or two ‘know-it-alls’; people who have something to say about everything. You know in your gut they don’t really know it all, but these geniuses will convince you it’s true.

Having to spend a portion of your time with the group either debating or ignoring the know-it-all personality is unproductive.

Thirdly, the focus is unclear. If the organizer/facilitator is not skilled at bringing value to the group, then there may not be any sense of purpose. Who needs to spend an hour or more each month without focus? It just becomes a social event.

Likely you have other circles of friends and colleagues you’d rather spend your social time with, not a peer business group. And certainly not one you may be paying to attend.

Next, a sense of trust is missing. In any small group, especially one committed to sharing thoughts and ideas, there has to be a ‘cone of silence’ or TRUST. The group needs to be expressly committed to protecting trust with each other.

If you do not feel the trust in the group, the depth of the issues you open up will suffer. You’ll be more likely to skim along, never reaching deep into concerns and questions.

Lastly, do you struggle to fit in? Not all groups are created equally. Depending on the sponsor organization building the groups there may be little to no filter on the way groups are set. You can waste several months exploring the fit, only to find it’s not going to be good.

Issues like conflicts of interest, competing business markets, and company size can be alignment factors that impact the effectiveness of the mastermind.

These five reasons are the main objections I hear now. I am sure there are others.

But id this to say STOP all your group attendance? No, of course not. If you are finding value, then by all means stay with it. Just be certain you are receiving a meaningful return on invested time or money.

The Alternative

If you are still hungry for advice and counsel, what can you do?

The other choice apart from those networking groups is to engage a single advisor. This is someone who can be your personal, trusted guide. Just like a personal trainer at the gym or a yoga or golf instructor, having a business advisor makes sense.

With a single advisor or a small group of advisors, you get the exact attention your business needs. There are no distractions from others creeping in and consuming the time. It is YOUR time.

Selection of your advisor takes a little work though.

The market has been flooded with new, young professionals offering to be business coaches and consultants. Beware. The canned programs that many of these agents subscribe to are ‘business in a box’ solutions. One size does NOT fit all.

You need someone who has been there before, accomplished the greater things you want to achieve, and someone who knows the realities of running bigger businesses.

call a coach

Why not align with someone who has proven success at the higher level you want to go to? What could anyone possibly tell you about growing from $1,000,000 annual revenue to $5,000,000 or from $10MM to $25MM, if they haven’t already done it themselves?

If these thoughts resonate with you, perhaps we should talk. Click the button below to arrange a call. I look forward to hearing from you.

5 Ways Managers Can Get More from Their Teams

You and I both control one big thing in our daily lives. That ‘thing’ is the effort we choose to spend. As managers and leaders, we want to get more effort from our team.

We all choose what level of effort is used, whether it is effort at work, at home, in the gym, on the golf course, fishing, playing sports, or building relationships,

The various levels of effort we spend depend usually on what we think is required. How many of us get behind the wheel of our cars and miraculously arrive at our destinations with little if any thought or conscious effort to do so? As scary as that thought may be, it is true.

There are certain things we do every day that receive the minimum effort required. Other things we feel more effort is needed so we ‘work a little harder.’

The same is true with everything we do at work. Whatever the job requires, you make intentional or unintentional choices about applying the best level of effort.

Learning about Discretionary Effort

Going the extra mile is called discretionary effort. You voluntarily choose how much extra you give.

For those of you who are gym rats, you know about discretionary effort. As an example, it’s the extra rep at the end of a long set. It’s the extra plate on the weight stack. You choose to try more, applying all your remaining strength to get it achieved.

fitness and effort

The Leaders and Managers Opportunity

As managers and leaders of business, how can you inspire your people to give that little bit extra? Just like a good sports coach gets a little more out of his athletes, you too can become the coach your people need so they are willing to give that discretionary effort too.

Here are five ways you can up your game as a leader.

First, answer their questions. Every employee arrives at work with basic questions. They need these questions resolved in order to fully apply themselves to the work. Giving the ‘extra’ effort requires all the questions are answered completely.

I’m not talking about obvious questions, but sometimes intangible ones. For instance, here’s the list of core questions employees ask:

  • Do I even want to be here? The people question.
  • Do I believe in the purpose for this team? The why question.
  • Do I believe in the plan we have to execute our roles?
  • What is the practice or process? Do the tools, systems, and procedures work?
  • Will my performance be recognized?
  • What is the payoff? Not just monetary, but the sense of accomplishment.

If you can work with your team to have critical questions like these answered affirmatively, then you will see the increase in discretionary effort employees use.

manager answering questions

Next, you need to be trustworthy. Leaders must work to create an environment of trust. It starts at the manager’s desk. You cannot dictate nor demand trust from your team if you are not trustworthy yourself.

The way you build trust for yourself involves these key things:

  • Be real, don’t fake it
  • Stand by your word
  • Be relatable, work to connect with your team, not as friends, but as co-workers

More Ways to Get More for Managers and Leaders

The next opportunity involves creating a vision. Because your people wonder about the purpose of the team (see above), you have to be the one creating the vision. Too many managers rely on the bigger picture statement from above about purpose and vision.

NO! If you got put in a manager’s seat, YOU need to create your own vision for what the team can and should be doing. YOU need to define what it means to win. It is YOUR job to paint that picture for your team.

After you can share the proper vision for your team, your employees will find ways to help make it happen. Everyone wants a purpose. Great Leaders inspire that.

Next, provide an accountability framework. As small children, we all want to know where the boundaries are. An absence of boundaries actually creates insecurity.

It happens at work too. That is to say, if your hiring process is reasonably effective (not perfect but good enough), the people you hired will want to do the right thing. However, if you fail to show them that, they get unsettled, confused. Just like small children they may act out. If you have that happening, it’s your fault.

Build the right structure for monitoring, evaluating, recognizing good performance, and helping those who are falling behind.

Inspect what you expect.

Anonymous

I use and teach a process known as the Big 5. It’s a beautifully simple way to have employees get on the same page. It provides you with coaching moments to help guide your people. For more on the Big 5 method click here.

Lastly, have some fun. Yes, that may sound weird. But people respond better if the effort they choose to spend gets recognized. There is no better way to recognize good performance than celebrating your wins.

Above all, use the milestones in a project to have small celebrations of victory for achieving that. In addition, if you pulled a series of all-nighters getting a project out the door, celebrate!

Don’t lose an opportunity to have fun with the good work people are delivering.

There you have it

Five ways to inspire your team to choose to spend discretionary effort at work. By following these ideas, you too can get more from your team while improving team trust and developing an environment of rewarding experience for your people.

How great would it be to have employees that honestly say “I love working here?” This is how you can do it.

If you’re still not clear on exactly how you too can get more from your team, give me a call. We’ll explore your exact situation in more detail.

What is Trust Anyway?

You and I share many different things. As leaders, we share common needs, goals, and attributes. Depending on who you talk to, you and I score at different levels depending on the topic we choose to ask about. However, there is one key area frequently cited as a critical factor in determining whether a leader is effective or not. That factor is TRUST.

Business leaders don’t consciously go about their day specifically trying to build trust. This would be like having ‘building trust’ on your to-do list. Let’s see, go to the bank, check; wash the car, check; build trust, wait, what? No, that’s silly.

They will let their decisions and their actions impact the level of trust bestowed on them by others. Age-old wisdom says trust is earned. Children are taught at an early age. Leaders know it too.

A Manager’s Challenge

Anyone who has ever assumed management duties understands how critical trust can be in persuading a team to perform. The collective efforts of the team can be hurt if individuals on that team have doubts about the boss.

There is usually some kind of default mindset at work between employees and the employer. Workers often start out not trusting the boss. Sadly, too many bosses start out not trusting their teams either. It truly is a two-way street.

Experts found that trust, social connectivity, and a general sense of well-being are all intertwined. There are scientific studies revealing that two sections of the brain involved in sensing trust.

Based on perceptions of trust, the participants (in the study) reported positive interactions with the “close friend” to be more rewarding than interactions with a stranger—and were more likely to interact with this player. This illustrates our innate human desire to connect with others and create close-knit bonds even if these ties are based on blind trust or lead to [other bad outcomes].

Brain imaging of the participants showed that two specific brain regions were actively engaged when someone thought they were trusting a close friend. Increased activity of the ventral striatum and medial prefrontal cortex were correlated with positive social value signals when participants made decisions based on a belief they were playing with a good friend.

But science aside, what makes trust so hard to build? Think about all of your own experiences with friends, co-workers, bosses, and leaders. You likely watched three levels of interaction that factored into how deeply you felt you could trust the other person.

Technical Ability

In a work setting, the team leader must demonstrate a certain level of technical ability to begin earning trust from the team. New, first-time managers struggle with this because they might have been promoted in recognition of their skills in one area, but they lack comprehensive knowledge of the whole team’s scope of responsibility.

Lacking that technical knowledge, they are deemed incapable of performing as team lead, so trust is denied.

New bosses moved in from outside the department suffer this same kind of gap. Until they can prove they know their stuff, the team will be reluctant to give the trust that might be needed for respecting the ‘new guy’.

I once was a department head of a large administrative group supporting a $5 billion asset portfolio at a large regional bank. I had several teams reporting to me, responsible for 5 different lines of business. One day, while walking through the department, one of the administrators stopped me and asked a fairly technical question. I paused and began coaching him on the topic, explaining the process and the calculations he needed for the problem he presented. He seemed shocked. I asked why? He said, “I didn’t think the Big Dog would know this stuff.” To which I grinned and replied, “How’d you think I got to be the Big Dog?”

Cultural

The next level is what I will call cultural trust. After technical trust is established there is still a void at the cultural or corporate level. The key question here is whether you demonstrate consistent, reliable actions and behaviors.

No one can trust someone or something that acts inconsistently. Roger Ferguson, founder of ISI HR Consulting and creator of “Big Five Performance” talks about this corporate trust as whether a leader is known to be trustworthy, delivers as promised, and is generally known to be a person of character.

Being consistent in the way you act and interact creates a level of trust that grows with each passing day. As soon as you make a serious deviation from the pattern you start, trust takes a step backward. This is why it is so critical for leaders to be mindful of the direction they want to go, centered on core principles, and committed to consistent behavior as a leader.

Personal

This is the most intimate of trust levels. This is the deep, one-on-one trust. This kind of trust with individual employees has people thinking “I don’t care what others say, I know what I believe about this boss, and I am very good with it.” Further “I will follow them wherever they want me to go.”

Why would someone be willing to say that? Because the other two levels have been satisfied and now opportunities to deal personally with the person have proven to be reliable and solid. The pattern is there, the details are there, and, even more importantly, the experience is there.

Complexity

This is why trust cannot be won overnight. It has to be earned. All three levels have to be engaged. You cannot make it to the gold ribbon level of personal trust without first achieving the other two levels.

Think about personal relationships. These same three levels are at work. Anyone who starts dating someone runs the same sequence of steps trying to test for trust. When you are the person wanting to earn someone’s trust, you have to be faithful to build these stages, carefully and thoughtfully.

More relationships crater over breakdowns in trust at one of these three levels. Repeated disappointment is the reason for the eventual failure of any relationship.

We just don’t want to be around people we cannot trust. Certainly not for any meaningful reason.

Leadership Lessons

For team leaders and executives at all levels, I teach a program called Team Trust. In it, we explore ways that teams and their leaders can use a proven, reliable, and repeatable process to build trust, eliminate unneeded distractions, and improve performance.

There are core disciplines that can be deployed to improve team performance by building trust at all levels of the organization.

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Start Your Own Blog Today

business man using internet on smart phone and laptop

Recently I’ve had clients mention that they may want to start blogging. I wrote this article several years ago and have shared it twice before. But for those just now thinking about blogging, but I am updating it and sharing it again.

There are plenty of reasons seasoned professionals should write their own blogs. I’ve been blogging since 2009 when I founded Jobs Ministry Southwest. Back then, it was a great way to share information with the people using our career transition services.

That modest effort got me excited about the power of blogging. From its humble start, my blog has grown into the site you see now with over 200,000 followers and growing.

Blog Writing

Now, as my coaching and consulting businesses have grown, I use the blog to share articles on key topics for managers and business leaders, sharing thoughts about leadership and entrepreneurship (my two favorite topics). Blogging helps cast a wider net, spreading your message across the globe.

I am going to share some of the quick and easy steps I use to build the blog.

Domain names – Get yourself a custom domain name. Most registrations may cost you $12 a year (or close to that). Reasonably cheap for the significance of pointing to a brand name you build.

SiteGround Hosting services – Unless you have a brother-in-law with insane computer networking skills, subscribe to a hosting service. I’ve tried several, but have landed on SiteGround. I love their responsiveness (the site loads quickly despite a lot of overhead/functionality going on). I’ve also found their support to be world-class good. To check them out click this link.
Web Hosting

WordPress – I’ve become a huge fan of the WordPress framework. The themes and templates give you so many options. Some custom themes you buy, but many are free. The free ones can give you a great looking site to get you started. WordPress was created for blogging and has grown into a whole discipline of its own.

Plugins – These are add-on tools you can add to your WordPress framework. With plugins, you can add awesome features like social media sharing, guest list management, shopping carts, etc. There are three critical plugins I have chosen to use.

  • Jetpack – a collection of tools that maximize the operation of WordPress, keep statistics, and provide hacker protection
  • Yoast SEO – helps optimize the valuable search engine optimization aspects of your site and all its content
  • Vaultpress – file backup; you never want to lose your blog

RSS Feeds – Build an RSS feed to allow your content to get distributed to other social media channels automatically as each post gets released. I use Google’s Feedburner.com tools for this task. Opening an account is free. You can customize the tool to grab your posts and push them to channels like Facebook, Twitter, Pinterest, and Instagram all automatically and spontaneously with each post.

LeadPages.net – I use LeadPages to help me promote and manage product offerings, events, seminars, webinars, and my other client attraction efforts. Build your own landing pages with LeadPages. As an example, my promo for Big 5 Performance Management is done with LeadPages.

MailChimp – Email management tools. Using an effective email management service is vital. I’ve tried several and have landed on MailChimp. I like the ease of use and the straightforward tools they offer. I know there are other services that are equally effective, but after several disappointments (and higher costs) I landed with MailChimp.

Update – As with all technology, there are leapfrog effects. One solution comes out with cool features that seem superior, then pretty soon, the competition jumps over them with better features. Aweber is doing that right now IMHO.  MailChimp is still unbeatable for its free version, but as soon as your list gets bigger, you may need to switch.

Fiverr – Occasionally you need some freelance skill sets to augment what you are doing. Fiverr.com is tremendous for this. Fiverr is a collection of freelancers from all around the world. They call their projects “gigs”. As the name might imply, you can get help for as little as $5 per “gig”. I’ve used Fiverr resources for things like graphic design (videos, book covers, and logos) or getting a press release written. I’ve also used them for social media promotions to reach a broader audience for book releases or other promotions I am doing. Yes, occasionally I get a less than acceptable outcome, but I only invested a few dollars versus hundreds through other sources or contractors. It’s a winner for simple outsourcing.

MeetEdgar – This is a new addition to my list of great tools. MeetEdgar.com provides social media scheduling tools. You can set it and forget it. A coaching colleague introduced me to these guys and I was hooked at hello.

About Content

There are numerous opinions about content creation; write it yourself, borrow others, merely re-post, etc. I’ve taken the basic approach that is at the core of blogging, “my message, my voice”. Yes, I study many different sources and try to compile credible resources to cobble my articles together. Anything I use gets proper attribution for its source.

The content I write is intended solely for your use. If I can’t help you, a busy professional, do more right where you are, then I’ve missed the mark. If you decide to start a blog, you need to decide what your purpose and message will be about.

There are also great debates about when to publish and how often. The golden rule I learned early on is simply “be consistent”.

To that end, I choose to write at least 1x per week. By using the great scheduling features of WordPress I can accumulate a volume of articles and stage them for automatic release on whatever schedule I choose. By using this queueing method, I never have to worry about publication deadlines and getting writer’s block over the deadline pressure. Typically, I have content scheduled at least three weeks ahead, sometimes more.

I’ve juggled the release days of the week, experimenting with response rates and open rates. There are other blog writers I know who limit publication to once a week. If it works, great! Just be consistent. Allow your following to become reliant on your consistency.

One Last Thought About Scaling

If you have grand ideas for scaling your online business, there are tools to think about. Software like Infusionsoft (now called “Keap” because the market nicknamed them ‘confusion soft’), ConvertKit, Kajabi, and SamCart is great. However, be advised… these require a whole extra layer of sophistication in your effort to grow a business. There is a learning curve. The tools are great (I’m using some of them), but that is another level you can wait to explore once you have real customers coming in.

Disclosure: By clicking some of the links above, I may receive a small affiliate commission from the service provider. Rest assured I would not promote anything I don’t use myself. But even if I didn’t get any commissions, I really like these tools, and I think you will too.

If you want to let me help you with organizing your online presence, send an email to my assistant Karla 

 

coaching with dooug thorpe

The 5 C’s of a Trusted Leader

Trusted leader image

Successful leaders build trust. Building trust is something you must do. Trust underpins every relationship in the workplace – between boss and employee, between colleagues, and between businesses.

Trust isn’t something that is inherent; it must be forged through consistent action. While there are many ways to become a trusted leader, here are some recurring themes. I’ll call them the “Five Cs.”

Commitment, connection, compassion, consistency, and competency

Commitment

A committed leader is someone who is loyal to the cause, the vision, and the team. They persevere despite setbacks.

When a leader is committed, they build the trust of those around them by staying present, engaged, and positive. Commitment is the number one thing a leader can demonstrate to build trust.

Connection

A trustworthy leader is connected to those who look up to him. They resist the temptation to get bogged down in the day-to-day grind. Nor will they become neglectful of those who depend upon him.

They never come off as distant or detached in their leadership role. There is a willingness to take some time away from their daily commitments to get to know their team members in a meaningful way.

Therefore, this helps the team see the Leader as a trusted person who cares about them and values their involvement.

Compassion

A great leader gets to know their employees, listens to their concerns, and responds in a meaningful way – each and every time.

This doesn’t mean coddling them. A trustworthy leader expects their team members to perform their jobs professionally. But a trusted leader knows that no one is perfect. People make mistakes, suffer hardships, and sometimes just need to know that someone cares.

A great leader “has the back” of each member of her team.

Consistency

Consistency for a leader is key. A trusted leader maintains a calm and collected demeanor, even under fire. Their staff are therefore more likely to approach the Leader with their great ideas, as well as with their legitimate concerns.

By maintaining consistent expectations, and reacting in a consistent manner, he/she builds trust with his team.

Competency

An impactful leader invests time in getting to know the issues, expands skills, and participates in continuous learning. He/she doesn’t pretend to be an expert in all things.

They surround themselves with skilled, knowledgeable people and relies on their expertise. Employees trust the leader for being straightforward and honest.

The Sixth “C”

There is actually one more “C”. That is communication. A great leader communicates clearly, concisely, and coherently.

TEAM TRUST

If you want to know even more about diving into the Black Box of building trust within your team, I have a dedicated model that explains a proven process. This model has been used by Fortune 100 companies as well as small businesses of many types. To learn more, visit the story of Building High Trust HERE.

Team Trust
Team Trust