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Building Trust at Work – Improving Team Results

building team trust

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.

join our team graphic

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.

team trust model

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.

Position Yourself as a Leader in 20 Minutes or Less

Positioning yourself as a leader will make your work more meaningful and advance your career. You can gain influence based on your title, or on knowledge and skills you already possess.

While it could take years to climb the ladder up into senior management, tapping into your personal strengths is something you can start doing right now. Learn how to use your current assets to build up your clout in the workplace.

Using Your Knowledge to Position Yourself as a Leader

Read daily. Pick up books about business advice or any topic that interests you. The more you read, the better prepared you’ll be to contribute to any discussion. You’ll sound like a leader whether you’re engaging in small talk or critiquing a new logo.

Keep up with trends in your industry or around you. This is especially important in small business. Don’t let yourself get so small you miss opportunities that might be right at your door.

Sign up for training. Take advantage of programs your employer offers. Brush up on your high school Spanish or become proficient with a new software package. Don’t be afraid of new technologies. If you don’t know or understand something, there are thousands of opportunities to make the knowlledge gap shrink.

LinkedIn has begun archiving amazing videos and presentations in the Learning Center. It would be worth a few minutes to scan their offerings. And don’t miss the TEDTalk series of videos all over YouTube.

Browse during breaks. Those brief intervals you spend on hold or pausing between meetings can be put to good use. Break out your phone and search for industry news. You’ll stand out if you’re the first one to notice a major lawsuit or merger.

Take a course. Many adults juggle full time jobs while going back to school. Schedule an appointment at your local university to see what you need to complete your degree.

Consult an expert. Contact others in your network who would be willing to share their wisdom. Interview a colleague who has published a new book and promote her work on your personal blog. You’ll both benefit from increased information and publicity.

Don’t be afraid to ask someone you admire if they would provide you with some mentoring. You’ll be amazed at how willing those wise old souls may be.

Shadow a star employee. If imitation is the sincerest form of flattery, a high performer may be pleased to show you the ropes. Let them know that you admire their style. Offer to assist them with specific tasks so you can learn from their example.

Using Your Skills to Position Yourself as a Leader

Take responsibility. Prove that you can be trusted to live up to your obligations. Develop a reputation for completing assignments and meeting deadlines.

Document your accomplishments. Make it a habit to write down your ideas and achievements. Looking over your victories will boost your confidence. Even the missteps will suggest adjustments you can make to do better next time.

My personal favorite tool for tracking these accomplishments is the Big 5 Process. Read about it here.

Express enthusiasm. Attitude is an important part of leadership. Speak kindly to your coworkers and care about their welfare. Find gratification in your work and how it serves the community.

Take initiative. Be willing to go the extra mile. Volunteer for tasks that fall outside of your job description even if they’re less than glamorous. Pitch in when the sales team needs a hand entering quarterly data.

Share feedback. Thank people for commenting on your performance and recommending steps you can take to further your professional growth. Offer constructive and tactful criticism that enables others to do the same.

Give generously. Above all, let your colleagues know that they can count on you when they need your time and expertise. Strive to be a valuable team member. Keep an eye out for anyone who’s struggling so you can create mutually beneficial relationships.

You don’t have to be sitting in a manger’s role or hold some big title to be a leader.

Transform yourself into the kind of leader other employees will want to follow. Your knowledge and skills are valuable resources that can help you to develop your talents and inspire others.

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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

Can You Accept Perfect Imperfection?

Nobody is perfect, right? At least that is what you often hear.

Yet Madison Avenue and Hollywood would have us think otherwise. Perfect style, perfect skin, perfect smile, perfect hair. The list is endless.

Psychologists can make a career out of helping people who feel inadequate under such conditions and falsehoods. The truth is we all suffer some imperfection.

Standards at Work

Do you work in an environment where perfection is the measure of your performance? Maybe a score of 100% is the goal but seldom do any of us reach such perfection.

As a leader, how do you really view those around you; the people who work for and with you?

Enter Psychological Safety

The good folks at Google underwent a two-year study known as Project Oxygen to explore what made up high performing teams. The number 1 finding was something they called psychological security.

empathy at work

We’ve all been in meetings and, due to the fear of seeming incompetent, have held back questions or ideas. I get it. It’s unnerving to feel like you’re in an environment where everything you do or say is under a microscope.

But imagine a different setting. A situation in which everyone is safe to take risks, voice their opinions, and ask judgment-free questions. A culture where managers provide air cover and create safe zones so employees can let down their guard. That’s psychological safety.

Google found that teams with psychologically safe environments had employees who were less likely to leave, more likely to harness the power of diversity, and ultimately, who were more successful.

The Leader’s Role

First, lofty goals and great expectations aside, I see leaders dealing with grace when employees come up short.

Trust among employees begins when the Leader makes the effort to “have their back”. The way you do this may vary depending upon the environment you manage.

Here are five other ways to consider.

Demonstrate engagement by being present at meetings and during one-on-one sessions. (Hint: close the laptop)

Show understanding by recapping what you’ve heard. This accrues to becoming an empathetic listener.

Be inclusive in an interpersonal setting by sharing or revealing your own thoughts and values. Step up when one team member turns negative on another team member.

Expand your decision making by including your team. Invite the input, exchange the input and acknowledge the input.

Lastly, you can show confidence and conviction in decisions without becoming arrogant. Speak in your team’s ‘one voice’. Show the team that their contributions matter once the decision has been made. Explain the differences, but encourage the further effort to keep building team consensus.

Perfect Imperfection again

All of these thoughts bring us back to the idea of dealing with perfect imperfection at work, at home or with others around us. Becoming a leader who recognizes the need for dealing with this common situation will set you apart from others.

Question: What do you do to embrace perfect imperfection?

Feel Like an Entrepreneur?

Two business owners were talking. One was having a pretty good run with his new, and growing business. The other had suffered a series of bad turns and hard luck.

Entrepreneurship

The one with the better business asked, “So now do you feel like an entrepreneur?” 

The other answered “Heck no. I feel like a pile of manure.”

Running your own business is not for the faint of heart 

It takes a whole lot more than a smart new idea to make a business tick. If yours is a wild and disruptive idea (think Uber and AirBnB) you may truly have some potential, but you will quickly find that the details of finding money to make money and managing everything can really be a bigger challenge than you ever expected.

Several times a year I speak to audiences on college campuses. After my talks, I get the usual line of attendees who want to ask questions, make comments, and otherwise share things. 

It never fails that I get a student or two who is convinced they will conquer the business world as we know it with their new idea. I ask them to explain. So far I have never heard anything earth shattering. 

I am not  sure if that is because we don’t teach enough creative thinking or whether we are truly failing to impart the full truth about what it takes to make a business go.

Sidebar: As I write this, it occurs to me that many of the more famous entrepreneurs of our modern era never went to college or never finished (think Gates and Zuckerberg). I digress.

Getting the Entrepreneurial Bug

There are those among us who are natural entrepreneurs. Others get the idea after spending too many years working for others. For me I caught the bug early in life. I watched my single Mom quite a stable, secure job to live her dream. 

Mom was a gifted interior designer. She did that work for other companies before setting out on her own. Slowly but steadily she built a well-respected and thriving business. Solopreneur she was long before that was  a thing. 

I wrote about the 10 things she taught me. See that article here.

I’ve had the opportunity to start three businesses and three non-profits. Each one was a labor of love. Believe me when I say I didn’t do it alone.

Somewhere along the way mentors had taught me one key principle. Ideas are great, but before you commit big resources (and energy) test it with several faithful advisors.

If you can get them interested, then you might have something. Otherwise, it’s just a dream.

To All the Aspiring Entrepreneurs

Here are my simple rules of entrepreneurship.

  1. DO – live your dreams, but be smart about it. Test your ideas with a few trusted advisers. Be open to their honest feedback. Tweak your plan if it looks like you must.
  2. BUT – don’t get totally discouraged. Dogged determination does create some very exciting possibilities. (I still don’t understand how Jeff Bezos survived the first 10 years of Amazon).
  3. EGO – Your ego is good when used the right way. Watch who you alienate as you grow your idea. You will need friends sooner than you think. NEVER take yourself too seriously.
  4. FUN – have fun doing what you decide to do.

Leaders: Do You Have a YES Face?

Yes face picture

There is a story about Thomas Jefferson when he was President. He and a group of close advisors rode horseback across the countryside. They came upon a river swollen by recent rains.

On the bank was a man without a horse. He gazed at the river not knowing how he would get across. One by one the men on horseback started across. Each making it to the other side.

Finally, it was Jefferson’s turn. The man asked if he could jump on with Jefferson and ride across. Jefferson obliged.

Once everyone was across, one of the other riders asked the man why he chose Jefferson; asking if he knew Jefferson was the President.

The man said, “President? I didn’t know that. I just knew his face said YES while all you other guys’ face said NO.”

If you’re in a leadership position, do you have a YES face?

Think About It

Think about the times a senior executive presented a new plan or a new vision but had a stern, perhaps sour face; a NO face. How hard was it to believe in the plan?

Look at the picture below. Which people could you relate to the best?

Photo courtesy Unsplash.com

Executive leaders need to think about their face when they make announcements, hold discussions, and conduct meetings. The look you have says much more than the words you speak.

Tell Your Face

I had a coaching client who was sharing with me the great excitement of the new job he just got promoted into. He was gushing about the team and the opportunity. He was assuring me he had great admiration for the people and the purpose. Yet he shared this whole story with a stoic face; no grin, no emotion, just power words about the positive aspects of the opportunity.

When he was finished talking, I asked if he really believed all the things he just told me. He assured me YES!

I said, “Then tell your face.” He was stunned. He wasn’t sure what I meant. I explained.

His content was positive, but his context was wrong. The look on his face lied about the message.

Think about this the next time you need to talk with your team or your crew. Get your face in line with the message.

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If this makes sense, leave a comment. Tell us about a time when you had to get your “Yes face” on.

It’s Hard to Write About Christmas

hope

Merry Christmas! This year, Christmas Day falls on my usual blog post publishing day.

I have to tell you as a writer, I always struggle to craft a Christmas message.

First, I think I know my audience. I am keenly aware that many of you do not acknowledge Christmas nor celebrate it because of its “Christian” basis.

I respect that. Yet, as someone who was raised in a so-called Christian household, the wonder and blessing of Christmas are deeply entwined in my DNA.

What I think may be valuable during this holiday season is a reflection on the mystery and wonder that a young person finds in Christmas. More importantly, I am reflecting on the impact such an experience has many years later in life. At least it does in my life.

A Magical Time

At my house, Christmas was magical. The promise of surprises from Santa, mixed with the amazing foods, and special celebrations that might just pop up with no notice mad being a kid at Christmas a joy that was worth thinking about the other 364 days.

As I look back on those moments I’ve tried to analyze and dissect the makings of the wonder. The best I can conclude is that there was a special hope that flowed as the undercurrent of the whole experience.

Hope was seldom denied. Oh sure, some of the packages didn’t contain the toy I was certain was wrapped there, but what was found in the wrapping was often much more than even my imagination could muster.

It is that childlike hope I have held on to. Even at my age, Christmas can still bring that out again.

Business Leaders Take Notice

If you are a business leader, don’t take away anyone’s hope. Sometime you might not be able to fulfill every wish of every employee, but you don’t have to crush their spirits in announcing changes or turning down requests.

Remember, your best people still have their own dreams. Use the excitement and energy that might come with those dreams to harness greater commitment and help improve productivity.

Heck, you might even make a New Year’s resolution to celebrate small wins more often with your folks. You’ll be amazed at the goodwill just that act of empathy can create.

Merry Christmas!

So there I said it again. However, please hear my plea. Be a leader who supports hope and encourages those who work  for you to celebrate their victories.

Find ways to make working with you something to be excited about. Sure you can’t produce surprises every day of every week, but you can promote the individual joy that comes with knowing when you’ve worked hard and made something happen. Let your people have that and know that. They will celebrate with you.

Created by Katemangostar – Freepik.com

Tips for Living Through Change

managing change

It just seems we can never get away from change. It’s an ever-present topic that leaders and business owners struggle to manage and survive. What is so darn hard about managing change?

managing change

Lately, I have been surrounded by various types of change. It seems every one of my clients, my volunteer efforts, and even portions of my personal life are facing major change events. Situations range from major organizational change being implemented by a Fortune 100 company to executive moves/retirement, staff shakeup at a nonprofit, and the upcoming birthday of a five-year-old grandson. Change is everywhere.

It’s not a surprise that I carefully observe each of these situations with guarded optimism coupled with caution and anticipation. Why? Because I’ve been around the block enough times to see people’s reactions coming a mile away, yet it cannot be stopped.

We face change at work, at home, and in the community around us. Couples watching kids grow and leave the nest face daily change moments. That sweet cuddly toddler becomes a terrible two or thirteen. Then it’s off to college or work. Relationships get tested, sometimes broken.

As we begin to think about finding our special someone we face changes in meeting new people and trying to establish the right relationship. Too often people ignore big red flags in choosing their relationships. Why? Because change is too painful after a certain amount of time is invested. I love that thought. Invested in a bad relationship. Really? I digress.

Why don’t people handle change very well? It’s an age-old problem that scholars and technicians have tried to solve. I’ve read articles from brain surgeons who have theories about synapse firing in the brain and chemical changes brought on by change (fight or flight syndrome anyone?).

More important to me is the key question: what should a leader do in the winds of change?

The Job Description

Leaders by definition execute on things. That’s why we’re called executives. The CEO is the chief executive officer; the head guy for making change happen. Our role and job description churns change. Yet we have to be sensitive to the impact of change. There is a clear and present problem with effectuating change while controlling the chaos that ensues.

The dynamic doesn’t change. Regardless of how big the organization or the charter it may be formed under, the people on the team either thrive or dive with change. Leaders can and should make the difference.

Far too often I see the chief executive or at least the senior officer get sucked into the energy being spun up by the pushback from the team. Either they overreact or they become paralyzed. I’ve seen both of these scenarios in the situations I mentioned above.

It’s All About the Fear

From my experience, the biggest noise in the face of change is all about fear. Most people fear the unknown. The new guy or the new structure or the new policy or the new program sets fear in high gear. Very few of us get excited about change.

Moving away from the known to the unknown is the biggest problem I see.

For the new manager who is thrust into a role where change has been ordained from above, as in the case of corporate reorganization, people don’t blame the corporation, they blame the boss.

In mergers, the “winning” side usually takes the lead in making things settle in, but that comes at the angst of those who came over from the “acquired” firm. Yes sometimes the buyer is sensitive to these aspects and places leaders from the opposite side into key roles, but the shakeup is just that, a shakeup. Trust is crumbled and must be rebuilt.

Every person who takes on a new role faces the same thing. The team wants to know who you are, what you think, and how you operate. If the predecessor was highly regarded by the staff, the new guys get points off just for not being the old guy. The trust has to be rebuilt.

Better is Not Always Better

I’ve seen situations where an outgoing person gets replaced by someone who is supposed to upgrade the role. Those changes impact the way things were. Even when the former person was considered a marginal performer in a role, the new guy has to overcome an unfair bias. It doesn’t matter how talented or gifted the new person may be, the crew expects nothing to change.

If things do start to change, feelings get hurt. It’s that fear thing again.

When your status quo is not quo anymore (bad grammar, but solid thought), you start to imagine things that may never become problems. Change causes that kind of irrational logic.

What’s a Leader to Do?

There are several key things I recommend. I think they speak for themselves.

  • Face the music. Realize change does cause unrest. Deal with it.
  • Don’t give in, but let the people have their voice. Talk through the concerns.
  • Work hard on building trust. Lead don’t push.
  • Avoid taking sides early. Be objective. Get both sides of the story before making any declaration.
  • Manage up when you have to. The executive who mandated the change might not realize what they have launched.
  • Keep communication lines open. Demand free flow of discussion about the changes. Don’t let opinions fester and brew.
  • Shine the brightest light you can on what surfaces as the biggest problem.
  • Invest in a high-quality brandy for after work (OK I’m getting silly now, you get the picture)

Change is GOING TO HAPPEN

No one lives in a vacuum. There will be change. Leaders must do more to embrace the recognition of this absolutely guaranteed aspect of moving a business, a relationship, or a team forward. The way we deal with change becomes a big yardstick for how effective we might be as leaders.

PS – I’ve got more thoughts about living through change coming later this week. Stay around.

[reminder]What are some of the ways you manage change where you are?[/reminder]

Originally posted on DougThorpe.com

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