In this edition, I have no new material to share. In honor of the Thanksgiving Holiday, I simply want to say THANK YOU to the many who have chosen to follow my blog, podcasts, and videos.
It is you, the reader/listener/viewer who bless me with your interest and comments.
The date we call Thanksgiving is a United States thing, I get that. Yet the concept is global and should be important to think about.
What if we all said “thank you” a little more? Say it to the ones we love. Say it to those who perform acts of kindness or service along our journey each day. Maybe it’s the barista at Starbucks or the clerk at the dry cleaners. Maybe it’s your child’s teacher or coach.
There are dozens of people each one of us will contact each day. If we offered a simple thank you to so many more, think how much friendlier our world might be.
It doesn’t take heroic acts to bless others. Sometimes a simple gesture like “Thanks” is enough.
Across the wide spectrum of mindsets you might have when you walk through the door each day, how often does gratitude make it to the front of your list? If you’re like many of the executive leaders out there, you probably aren’t thinking about being thankful on a daily basis.
Not everyone thinks gratitude is an easy or desirable thing. Joseph Stalin said, “Gratitude is a sickness suffered by dogs.” Actually, dogs are great at saying thanks. They practically make themselves ill expressing their enthusiastic gratitude for even the smallest gift.
Acknowledging life’s every little miracle (like a dog might do) is a habit that humans would benefit to learn. What a wonderful change it would be to view the world through grateful eyes.
Too often your mindset is impacted by the burdens of yesterday or deadlines you face tomorrow. Perhaps you get distracted by the lousy commute you just endured or the fight you had with your spouse or kids on the way out the door.
There are so many things that can shape our outlook at work before we even step into the building. Today, though, we’re going to talk about gratitude.
Gratitude is a word we usually don’t hear about enough. Maybe your minister, priest or rabbi says something occasionally. Yet when we stop and think about it, being grateful can have a big impact on the rest of our thinking.
If you live in modern culture, you should be more grateful than two-thirds of the rest of the world. You should recall that some two-thirds of the world still lives within the immediate need for good soil to farm and live animals to sustain their lives.
Yet if you’re reading this article from a laptop or other mobile device, you likely rely upon some deli or grocery store to buy your food; far removed from the earth producing it.
How does it apply to work?
While we can be thankful for material possessions around us, how can we be grateful for work and the things about your job?
First, are you grateful you have a job? When was the last time you wondered when or from where the next paycheck would come? If yours is a steady situation, be thankful for that.
Next, what about the team around you? Unless you truly work absolutely alone (and there are few of us who really do that), are you grateful for the team?
Or is your attitude about your team less flattering as in, “these guys are trouble.” Or, “It is such a hassle to work with them.”
Shift that thinking to be grateful for the talents, skills, and resources the team can offer. They were hired for a reason, right? Unless you had full control of the hiring process and blew the call, the team assigned to you are precious resources. Be thankful.
There’s an old saying in the sales world. “The confused mind says NO.” Clearly that has big implications when trying to sell a product or service.
A prospect who gets confused by your sales pitch will revert to a NO answer all the time. On the other hand, a clear, concise explanation of the thing you are trying to sell will help close the deal.
The same is true of leadership responsibility. A confused mind says NO. If you confuse the people around you, the overall performance will be greatly reduced or even eliminated.
An employee’s willingness to perform is centered on their ability to clearly understand expectations and directions.
Clarity may be your best secret weapon to achieve better team performance.
It’s a Complicated World
There’s no denying the increased complexity in business these days. Whether you blame the exponential growth of technology or just the deeper understanding of things around us, it’s much harder to operate a business today than it once was.
However, operating a highly specialized or technical business should not distract you from trying to make things simple for your team to comprehend.
Military people learned the KISS principle; Keep It Simple Stupid. When giving orders, it is the leader’s duty to make the instructions as simple to comprehend as possible. In combat, confused minds get people killed.
In business, the smartest guy in the room shouldn’t be rubbing that in, especially if they are the boss. Rather, if you think you truly are the smartest guy at the table, then you should be able to figure out ways to make directions and instructions easier to understand.
What To Do
Sometimes in figuring out what to do to make things more clear for your team, it is valuable to talk about what NOT to do. Here are a few big ideas to follow.
First, don’t be vague about directives. Masking your meaning immediately leads to confusion. The odds of your people going off in the wrong direction are far greater when you are unclear about your own expectations.
Think of 360 degrees on a compass (in a circle). The direction you need people to take is likely on one of a few degrees on that compass. If you are vague, your team has a minimum of 350+ other directions to go.
If you’re not exactly sure about the direction you want to take, invest the time and energy in getting your own clarity first.
Next, watch your communication style. In times of high stress and urgent deadlines, lookout for accelerating your own reactions to things going on around you. Create more measured responses.
Don’t react,respond instead. There is a big difference.
Lastly, remember the acronym FAST to increase your leadership effectiveness.
International leadership guru Gordon Tredgold coined the term FAST for his book by the same name and his teaching on effective leadership.
FAST is an acronym that encompasses all the best attributes for finding success. Whether your dreams are personal or professional, FAST can help.
FOCUS. You must be able to focus your vision and view of the goal you are trying to achieve. Too many business leaders are fuzzy on the exact expectation they have.
If you’re not clear on where you’re going most any road will get you there.
ACCOUNTABILITY. You must be accountable to the team, the cause and the process to get you to your goal.
Look at the organizational setup. Does everyone know what they are supposed to be doing, do they know what is expected of them, and do they have the right skills, tools, and training to be successful.
SIMPLICITY. You must find the simplest ways to make things happen.
It has been said complexity is the enemy of execution. Trying to reach the desired destination with too many complex and conflicting pieces of information or procedure can only interrupt the desired results.
TRANSPARENCY. Transparency allows the leader to be genuine and clear for the benefit of everyone around them.
Look at the progress tracking. How easy is it to check that progress is being made and was outcome-based rather than just recording effort spent? Is the information accurate and fact-based, or just based on gut feel? How often is it shared with the teams? Do they know how they are doing, or are they just running blind?
Eliminating confusion can bring greater results. Remember, the confused mind says “NO” every time.
Question: When was the last time you experienced being confused by what the boss said? Were YOU the boss creating confusion?
Visit the best business schools on the planet and you are likely to hear a robust debate about the virtues of leadership. The central question is whether great leaders are born or bred; nature versus nurture.
One theory argues that true leadership is an inborn trait that few possess. The other popular and prevailing thought is that leaders can be developed.
While certain natural talents afford some leaders with an innate sense of leadership, you certainly can train people to become better leaders.
The military does it on a regular and reliable basis. Whether you look at the non-commissioned officers (NCOs) or commissioned officer corps, the development of leadership talent is a business for the military.
People who exhibit good leadership talent are promoted to progressively more significant leadership roles until their capabilities are maximized.
As an example, few officers make it to the rank of general. Typically, officers are promoted several times in their career before their maximum efficiency as a leader is determined and the promotion train stops. The same holds true in corporate circles.
Some call this phenomenon the law of maximum incompetence. John Maxwell calls it simply “The Law of the Lid”.
Everyone who aspires to become a leader has a lid on their ability to lead. You can start a career with some natural talent (i.e. born with it) and you can work toward increasing your leadership capacity by training and coaching.
Yet according to Maxwell, you still hit a personal lid that limits the level of influence you achieve as a leader.
It is not hard to see this concept in real life. Not everyone who tries their hand at business leadership becomes the CEO of a Fortune 100 company. In fact very few do it.
What to Do
So what is the mainstream business executive or company owner supposed to do with his or her current leadership capacity? Have you ever thought of yourself as a Leader?
Seek valid and reliable feedback about your blind spots. This immediate and valuable insight that can vault your effort above what it is today. Knowing what you don’t know or can see is vital information with which you can make changes and grow.
Here’s a diagram that outlines the ways we see (or don’t see) our blind spots.
Hire a coach.Coaching for executives is growing in acceptance and popularity. People have used coaches at the gym and for special hobbies and interests for quite some time.
Why not use the same approach when seeking to increase your leadership influence?
An effective executive coach will help you design a growth plan; personal growth. There should be measurable and tangible outcomes expected.
Improve your circle of peers. Be open to networking with mastermind groups and coaching groups where you can work with peers to gain insight for best practices and have a personal board of directors to whom you report.
Read – it seems so simple, but the power of reading has been proven time and time again. Take recommendations from leaders you admire. Read their selections of books. Consume what they consume and you will begin to grow.
Every leader I have ever admired has his/her own list. As soon as I asked about their favorites, they would gladly share. Of course, some titles get repeated, but that just serves as proof of the impact of that book.
Leadership growth is possible.
The best and greatest leaders claim a rigorous routine of seeking knowledge and information about ways to grow as leaders.
Stephen R. Covey called it “sharpening the saw”. As you move through the phases of your career and life, things change. You can get worn down. There must be an ever-present desire to stay sharp and grow.
Dan was recognized as a strong and effective leader. He had earned the respect from the CEO and other senior leaders at his company.
In his newest assignment, he had been working hard to establish the framework of trust that he knew would be vital to the team’s success.
From the very first day as the new division head, he was speaking with his direct reports one-on-one and in small groups, using his best practices to tear down walls and create the right harmony he knew he needed.
Yet he could sense total pushback from two of his longest-tenured technical people. Sandy and Ted were not buying it.
Dan decided to take his concerns directly to both Ted and Sandy. One by one he called them in for a private chat.
He opened with acknowledging how important he thought their roles were to the team’s success. They each agreed with that. Then he asked a fairly pointed question.
Ted Went First
Dan started “I’ve been watching the development of this leadership team. We’ve been working to understand the clarity of our purpose and align our resources for the best outcomes toward our goals. Yet I sense a reluctance from you. I’d really like to understand what it is that is blocking things for you.”
Ted was pretty quick to respond. He said “Dan, I haven’t been honest with you. I’ve been at this company for a long time. This latest change is too much for me. I’m eligible to retire and I think now is the right time to do that.”
Dan was not surprised, that made perfect sense. He responded “Ted, I’d sure hate to lose you, but I respect everything you’ve done here. Is there anything that might help you change your mind?”
Ted smiled a wry grin. “Thanks, but no. It’s time. This has nothing to do with you or the company. I just need to get serious with my own situation and quit holding you guys back. It’s been a good run. I want to leave a good legacy.”
Dan said “Thank you for that honesty. If there’s anything I can do while you get situated, let me know.”
On the Other Hand
Sandy’s talk didn’t go so well. Dan opened the same way but got a totally different reaction.
Sandy shook her head and replied “I just don’t trust these people. I’ve worked with a few of them before and know what they do behind people’s backs.”
Dan thought about how contrary this sounded based on his own history with the team from prior assignments. He knew about their performance elsewhere and the accolades they had gotten from others, both above and below them in the organization.
He simply said to Sandy, “Tell me more.”
“Well…..” and her list began. Interesting to Dan was the level of petty complaints he heard. He was shocked at just how petty many of these grievances sounded when compared to the duties Sandy had on her plate.
He had not known Sandy that well from before, but had always relied on her technical delivery of work product and was pleased. Yet hearing her voiced concerns about others made him realize one big thing about Sandy.
She really didn’t trust anyone.
The Leader’s Boundaries
In the effort to be an effective leader, there are many things you must do but there are some you cannot do.
Becoming a therapist for an employee who exhibits behaviors that are not conducive to good teamwork is just not something you should delve into.
We’ve all been there before, realizing you have an employee who has some psycho-emotional baggage that will not allow open and reliable cooperation on the team.
So what do you do?
First, don’t let it get personal. Stick to team outcomes when describing expectations. Make those expectations very clear.
Shifting the Spotlight
Watch for tell-tale signs of behavioral problems. An untrusting soul may often try to shift the spotlight away from themselves onto others.
Examples include placing blame for minor matters and accusing others of “failing” to deliver properly. They somehow think that constantly churning the team around them will keep the focus away from their own issues.
Someone who is more trusting will accept responsibility and become vulnerable to things needing more attention.
I’ve seen situations where the highest performer on the team was actually the least trusting individual. Despite adding significant value to the team, they cause so much confusion and disruption, their actual worth starts to be questionable.
This latter situation may be the leader’s biggest challenge. If you’ve ever been frustrated by someone’s behavior yet asked yourself something like this “Can I afford to lose them?”, you should start the process to do just that.
Keeping a team member who will never trust the rest of the team will derail everything you may try to accomplish. It happens every time.
Question: When was a time that you had someone on your team who couldn’t trust others? Leave a comment.
In his classic dramedy “Groundhog’s Day”, actor and funnyman Bill Murray plays a hapless TV anchor/weatherman named Phil Connors who gets stuck covering the annual appearance of Punxsutawney Phil, the legendary weather predicting groundhog.
If you aren’t familiar with the legend of the groundhog day tradition, the critter predicts whether there will more Winter or a warming Spring.
As the story unfolds, we discover it is Murray’s character who must relive each and every day. He starts out being a very self-absorbed, full of himself person.
As the one 24 hour period starts replaying event by event, he begins to see the possibilities of becoming a better person. The inspiration is the “girl” played by Andie MacDowell aka “Rita”.
Phil realizes he must be a much better person in order to win Rita’s affection.
Face it, we all find ourselves occasionally reliving events and circumstances from our work and home lives. The same negative events repeat themselves without positive change.
Our occasional efforts to attempt change work sometimes, but not all the time. That is if your heart is not in the intentional change.
Yet when you commit to making permanent changes, you start making progress toward a better outcome. You might have to let cycles repeat a few more times, but the intentional change can take hold and turn things around.
Experience Drives Future Behavior
It is human nature to let prior experience become a heavy influence on future behavior. This is why behavior-based interviewing is so effective.
When I’m interviewing someone for a new job, I ask them to “tell me about a time when ‘blank’” and then I fill in the blank with an experience that is a key factor in my team’s success.
Examples might be:
Tell me about a time when you had to meet a large deadline.
Tell me about a time when your payroll system crashed 24 hours before your payroll.
Tell me about a time when you had to recover from a data breach.
Prior behavior is a big indicator of future performance. It is not the onlyindicator but can be a reliable one. For managers and leaders, your own record of achievement can work for you but can work against you too.
However, old solutions might not be suitable for new problems. If you approach things with a groundhog mentality, you might be surprised at how far off you can be.
That is, using the same old approach for a new problem may never make a difference.
Bad Habits Become Big Hurdles
In the case of Bill Murray’s character, his poor interpersonal skills became huge obstacles for winning Rita. She watched him belittle people and is very put off by his horrible demeanor.
It took several repetitions of the same circumstances for Phil (the character) to get it right.
As leaders, your own habits may be big obstacles too. Remember, people don’t really care what you say.
They focus on what you do. Take time to reconsider your approach. If the same old situations keep popping up, maybe it is your approach hindering the change.
Don’t Get Too Comfortable
Living in a comfort zone, whether good or bad, makes for boring results. Repeating the same routine day after day, week after week, and year after year will seldom realize any growth or change.
Making progress toward new goals often involves some element of risk. A little risk might help move the needle.
Plus, we naturally hate change. So keep that in mind. As the leader, you are the catalyst for change. Being an ‘executive’ anything means you execute on the work. Making things happen is change, so learn to embrace it.
The Big ‘So What’
We’ve explored reasons we get stuck on groundhog’s day. What may be your next move?
Do you even know you’re there, stuck in some spin cycle? Why not make an intentional change for new outcomes?
You can make a difference right where you are. The difference can help you, your team, and your home or community. Let Punxsutawney Phil and Phil Connors have their Groundhog Day.
Busy-ness is all around us. You hear complaints about how tired and frustrated people can be because of all the work they have going on.
Once upon a time, having work was a blessing, not a curse. Yet many workers in all walks and in all roles complain of just how busy they are.
If you lead a work team, there is a great pressure to kick the can down the road and tick a box. Box checking is our way of feeling a sense of accomplishment.
Ah Ha, the task is done!
Not so fast!
There’s no doubt we need to see progress toward a goal; projects need completing, deadlines must be met, and so on.
However, if the way you measure success has anything to do with the number of boxes checked, you might need to stop.
The more important question is whether the activity that is being checked off has a meaningful contribution towards desired performance.
As a leader, you need a system for tracking progress toward your desired goals.
The vision you see before you must be broken down into chunks that can be clearly communicated to the team.
Each person on the team must have clarity for the work they are supposed to be doing.
So what can a Leader do?
Keeping your focus about tracking meaningful contribution toward goal achievement can be realized by implementing a very simple method. The method/system is called “Big 5 Performance Management.”
With the Big 5 system, managers ask their direct reports to prepare a simple monthly report.
The report has only two parts. The first part is the top five individual accomplishments for the month. The other part is the top five priorities for the next month.
Accomplishments and priorities are tied to the individual responsibilities assigned.
Logically, what you entered as priorities last month should be accomplishments this month. If not, then address the matters that got in the way of achieving your stated objectives for the month.
This report is prepared within the first five days of the new month (keeping the Big 5 theme). Managers can review the reports with all the directs.
Going over the Big 5 report gives the manager and the employee the opportunity for a coaching moment.
Proper recognition for achievement can be shared as well as alignment on priorities. Any variances can be explored, evaluated, aligned and set in motion.
With a rigorous and faithful implementation of this Big 5 discipline, the bigger goals can be cumulatively achieved by the Leader’s group.
The listing of each of the top five things is a simple bulleted list, not a long narrative. Save the lengthy discussion for the one on one coaching time.
In fact, this Big 5 Report can be accomplished in a single email from each party. (However, there is a cloud-based app for this if you are interested).
If this sounds too simple to make a difference, think again. I’ve had personal experience using Big 5 in several leadership roles from my past.
Each time it was used, my teams achieved more with less, hit higher performance marks, and achieved greater results. Why?
We did these things because the whole team literally ‘stayed on the same page.’ Forces from outside that may have otherwise robbed us of time and attention were identified early and dealt with properly.
We even found ourselves with extra time to look at creative opportunities that came up along the way, thus improving margin and total revenue.
When you feel overwhelmed by the Busy-ness of your work, think Big 5. Don’t just kick the can and check the box.
For a team to operate at its best, each member of the team must answer six key questions about the team before they feel a sense of trust and have a willingness to commit their “discretionary effort” toward goal completion.
(For more on these critical six questions, visit my Team Trust Model here.)
Spend any time at a particular company and you will find yourself part of an informal network. This network is above and beyond the boxes on the org chart.
Your ability to build and effectively manage the networks around you might just be the single biggest advantage you might have as a leader.
Build the right networks and you will have a much easier time executing on your activity.
These networks form for many reasons
These networks spring up for many reasons; some intentional, others not so much.
You might build relationships with certain people based on the responsibilities you have. Because a particular project or work team has a unique set of objectives, you meet and deal with new people across the organization; people who can help you achieve those objectives.
Once your assignment is over, you retain those contacts in one degree or another. Sadly, many very successful relationships wither over time because the common goal has been accomplished and is no longer relevant. Rather than maintaining the working relationship, we merely “move on” to other things.
In popular terminology, we think of this relationship building as “networking”.
Networking is not so new
For many years, whole industries have relied upon networking to grow and expand businesses. Trade associations number in the thousands. Annual conventions are held to allow industry participants to gather and exchange ideas or meet new people. Networking on steroids.
Professionals rely upon networking outside the company to find new job opportunities.
But knowing when and how to grow a network inside your company can be a challenge.
The inner workings of a high-value network can be explained by some mind science.
Let’s take a minute to talk about neural networks. Neural networks were first proposed in 1944 by Warren McCullough and Walter Pitts, two University of Chicago researchers who moved to MIT in 1952 as founding members of what’s sometimes called the first cognitive science department.
The principles of neural networking have formed the basis of artificial intelligence and machine learning. See the video link below to hear a basic explanation of neural networking.
The key takeaways here involve two important values. First, there is the value of the “node” or in the case of people, the person with whom you connect.
And there is the value of the connection itself. Think of the significance someone might add to your network if you are connected with them.
In simpler terms, a person might have great knowledge and experience to share, which is helpful. But it will be significantly more important to have them as a connection if their role is also of great value.
Applying the meaning of neural networks.
As you work to build and maintain your networks, think in terms of these two values.
Is the person of value to the effort? Ask yourself can I learn from them?
Is the role of important value? Can I gain from the influence this person might have at work?
Having said this, it all sounds a bit self-serving. But you too must provide value, both with you know and the role you play, in order to be a contributing member of a network.
Leaders learn how to deliver value for others first before asking for something in return. It’s similar to the old schoolyard adage about “If you want a friend, be a friend.”
If you want a powerful network at work, become a powerful contributor to others.
A cautionary tale
There is one big caveat here. In addition to building strong, effective networks, you may need to rely on mentoring from those above you in the chain.
I’m not sure you specifically “network” with those who have seniority in the organization. You build connections for sure. But you may need some guidance and development from those above you.
While you may have plenty to offer others above you in terms of technical experience and knowledge, there may be more to learn than what you have to offer.
In that case, you need to find the right opportunity to explore the willingness of those more senior to mentor you. No need to fall on a sword about lack of something. Instead, present the idea as something of respect and admiration for their expertise.
Ask if they might be willing to become a mentor. A vast majority of senior grade employees I know love the idea of giving back by mentoring those elsewhere in the organization.
Seldom does an individual sense the call of leadership at an early age; as in “I’m going to be a fireman” or “I’m going to be an astronaut”.
“I’m going to be a leader” is not usually the designated path. People with innate skills and passions to make good leaders start out with a desire to make a difference. As the graphic says, “it’s not about the role, but always about the goal.”
I spent my early years pursuing a military career. It wasn’t because I liked war; quite the contrary. I wanted to make a difference by serving my country.
Without exception, the other military personnel I met and worked with had the same sense of purpose. They never wanted to GO to war, but they not afraid of the potential outcome should a war develop.
The Servant Leader
Since its inception, the servant leadership movement has been growing. Being a Servant Leader flips the script on traditional organization theory.
Instead of being a CEO at the top of the company pyramid with all the implications of power and authority, the true Servant Leader chooses to sit in that spot, but approach the job with a whole different mindset.
“The servant-leader is a servant first… It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead.
Servant leaders worry about the growth of the people who report to them. They expect growth of the enterprise through the well-being of the people on the team.
This is radically different from autocratic and benevolent dictator led organizations.
Servant leaders manage by asking questions like:
How are you doing (and mean it)?
What are the hurdles in your way?
What can I do to help?
Great leaders emerge from the dedicated effort to make a difference. As they go about their work, the sense of commitment, direction, and drive are recognized by those around them.
Opportunities open up. Others begin to say “I want that person on my team”.
Why do you think it is that CEO’s with good records move across whole industries to take on new challenges? The proven skills that come from the commitment to make the difference become hot commodities.
As a young, first-time manager, your primary focus should be to define the difference you can make. You may have been selected to be a unit manager without ever first wanting the job.
Now that the role is yours, stop thinking about how to be a better manager and start thinking about the difference you can make for your team.
Leadership will emerge.
As you set about making the decisions needed to make the difference, your natural leadership tendencies will begin to take shape. Day by day, your leadership skills will evolve. Experience will become your best teacher.
When challenges arise (and they will), you can seek advice from those more senior, get a mentor or coach, and grow into the role.
Stay centered on the purpose for your role; the difference you can make.
I’ll show simple, common sense ways to build your management and leadership skill sets and grow your ability to make a difference.
Find a Coach or Mentor
For every new level in your career progression, you will need to grow into the role. I firmly believe rising executives have abit of fear in knowing they need something more to fit a new role they’ve been given.
Few are the leaders who find an easy fit in a new role.
If you are wondering how best to achieve the growth you need, consider enlisting a mentor or engaging with a leadership coach.
Find someone who has been there before. Consult with them to plot your personal growth into the next role.
As you find leadership responsibilities being heeped upon you, take pride in being given that opportunity.
Likely you said you wanted to make a difference. Now the chance is yours.
“My employer” was named by 75% of those surveyed worldwide as the most trusted institution in the recently released 2019 Edelman Trust Barometer. These findings from the annual report, now in its 19th year, reflect the significance of building and maintaining trust in the workplace.
As a manager, your role in leading your teams toward higher levels of trust is at a premium.
One of the most direct approaches to building trust in an organization is for the leader(s) to model the desired behaviors.
You need to be the one embracing and encouraging the shift in behavior if you want trust to grow.
All too often the simple “walk the talk” metaphor is ignored. If you stand up in a team meeting and deliver a beautiful speech about new goals and values, it means nothing if you turn right around and violate those principles.
I’ve seen companies who attempt to implement sweeping culture change yet allow individual executives to stay with old behaviors. The impact is significant.
When employees in lower levels of the organization see or hear about an executive violating the principles, the trust factor goes right out the window.
Setting and Managing Expectations
It’s really about defining and measuring expectations. If you say you want to build a high-trust workplace, then you need to paint the picture for what that might look like at your business.
Not all definitions apply to all companies equally. Yours needs to be tailored to your business.
There are, however, some common themes that can be used to improve your employees level of trust. I provide you with 6 key areas to explore.
Each of the six topics is really a set of questions that each employee will ask. In order for them to feel a sense of trust, each set of questions must have a satisfactory answer.
For the highest level of team trust to emerge, the answer cannot be lukewarm. The employee must get wowed by the answers they receive to their questions.
More importantly, the leader must be able to clearly and reliably speak to each of the areas as they pertain to the team.
This model is an ever-present and on-going continuum of activity as the team evolves. Yet having the process in place to understand the effort toward greater trust, gives everyone a common language from which they can express doubts, fears, and concerns.
Back to Walking the Talk
Once the answers to the team trust questions have been shared, leaders must model their behavior accordingly.
If you say you want collaboration across teams, then be the one to start that process. As issues arise, suggest or direct collaborative effort with other teams.
As you describe team purpose, be proactive in enforcing that purpose with the decisions you make. When something comes up that is not aligned with your team’s purpose, either reject it outright or open the discussion about why it might not be a fit. Let others persuade you to change if a change is needed.
If you are the manager who needs to lead a team to higher levels of trust, look in the mirror. See if you are properly prepared to guide that effort.
If not, seek help in making the changes you need to make. A coach can always help.
Question: Are you modeling the behaviors that might increase trust in your employees?