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Ways to Explore the Power of Your Mind’s Attention and Your Heart’s Affection

Nothing can be more powerful than the exact moment you harness the power of your mind’s attention and your heart’s affection.

Projects, life changes, new directions, and many other parts of our life can become monumental successes when these two dynamics come into perfect alignment.

affection

“Have you realized that today is the tomorrow you talked about yesterday? It is your responsibility to change your life for the better.”
Jaachynma N.E. Agu, The Prince and the Pauper

Let’s break it down.

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Leadership Principles: My Elite 8

Principle based leadership is like setting a deep and strong foundation. The principles you choose to guide you will shape the character and substance of what you decide to do.

Whether you are leading a team at work, your family, or an organization in your community, I like these 8 principles. I call them my “Elite 8”.

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Leadership, It’s in the Bag

When trying to coach leadership, there is one word picture that does so much more than all the others. That picture is golf. Those of you might ‘hate golf’ or don’t know much about it, please stay with me.

The game of golf is a collection of challenges intentionally designed to test your skills. In a standard round of golf, there are 18 holes, each with their own unique set of characteristics. Some of the holes are longer than others. Some have water obstacles, others have sand. Some have both. Elevations change, grass changes, shapes and cuts give every hole a special personality.

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You tee off on each hole, hoping to reach the green in as few strokes as possible. Once you have reached the green, all that remains are a few shorter touches to sink the ball into the cup, but oh how hard those last strokes can be. The turns and twists of the surface of the green make some hard uphill runs while others are slippery downhill slopes. Here, even the length and density of the grass can influence your effectiveness at putting.

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Beating Procrastination at Its Own Game – and Ways to Thrive

People often ask me about ways to beat procrastination. I usually say “I’ll get back to you.” Just kidding.

Everyone procrastinates sometimes, but 20 percent of people chronically avoid difficult tasks and deliberately look for distractions—which, unfortunately, are increasingly available. Procrastination in large part reflects our perennial struggle with self-control as well as our inability to accurately predict how we’ll feel tomorrow, or the next day.

procrastinate1

If you do a Google search, there are over 380,000 references to “overcoming procrastination”.

Procrastinators may say they perform better under pressure, but more often than not that’s their way of justifying putting things off. The bright side? It’s possible to overcome procrastination—with effort.

Procrastination is not a problem of time management or of planning. Procrastinators are not different in their ability to estimate time, although they are more optimistic than others. “Telling someone who procrastinates to buy a weekly planner is like telling someone with chronic depression to just cheer up,” insists Dr. Ferrari (1).

I too struggle with procrastination. From my own observations with decades of clients behind me, plus my own ever-present struggle with it, here are the key reasons for procrastination.

  1. Desire to achieve perfection –  When a normally high energy, high achiever procrastinates, it’s usually due to the desire to achieve perfection. Perfection though is unachievable, especially in most business settings.
  2. Lack of direction –  You can’t leave for a trip if you don’t know where you’re going. Without a good sense of where you want to go with a project or a task, you likely wont want to start.
  3. Self-talk – Procrastinators tell lies to themselves. Such as, “I’ll feel more like doing this tomorrow.” Or “I work best under pressure.” But in fact they do not get the urge the next day or work best under pressure. In addition, they protect their sense of self by saying “this isn’t important.” Another big lie procrastinators indulge is that time pressure makes them more creative. Unfortunately they do not turn out to be more creative; they only feel that way. They squander their resources.
  4. It’s unpleasant –  Not everything we need to do each day is fun and exciting. Things can be downright unappealing, so we put them off.

Here are the most popular ways to overcome procrastination (2).

STEP 1: Recognize you ARE A PROCRASTINATOR.

Here’s a fun little test for you to take. CLICK HERE

Here are some useful indicators that will help you know when you’re procrastinating:

  • Filling your day with low priority tasks from your To Do List.
  • Reading e-mails several times without starting work on them or deciding what you’re going to do with them.
  • Sitting down to start a high-priority task, and almost immediately going off to make a cup of coffee.
  • Leaving an item on your To Do list for a long time, even though you know it’s important.
  • Regularly saying “Yes” to unimportant tasks that others ask you to do, and filling your time with these instead of getting on with the important tasks already on your list.
  • Waiting for the “right mood” or the “right time” to tackle the important task at hand.

Step 2: Work Out WHY You’re Procrastinating

Even if you’re organized, you can feel overwhelmed by the task. You may doubt that you have the skills or resources you think you need, so you seek comfort in doing tasks you know you’re capable of completing. Unfortunately, the big task isn’t going to go away – truly important tasks rarely do. You may also fear success as much as failure. For example, you may think that success will lead to you being swamped with more requests to do this type of task, or that you’ll be pushed to take on things that you feel are beyond you.

Step 3: Adopt Anti-Procrastination Strategies

Procrastination is a habit – a deeply ingrained pattern of behavior. That means that you won’t just break it overnight. Habits only stop being habits when you have persistently stopped practicing them, so use as many approaches as possible to maximize your chances of beating them. Some tips will work better for some people than for others, and for some tasks than others. And, sometimes, you may simply need to try a fresh approach to beat the “procrastination peril”!

These general tips will help motivate you to get moving:

  • Make up your own rewards. For example, promise yourself a piece of tasty flapjack at lunchtime if you’ve completed a certain task. And make sure you notice how good it feels to finish things!
  • Ask someone else to check up on you. Peer pressure works! This is the principle behind slimming and other self-help groups, and it is widely recognized as a highly effective approach.
  • Identify the unpleasant consequences of NOT doing the task.
  • Work out the cost of your time  to your employer. As your employers are paying you to do the things that they think are important, you’re not delivering value for money if you’re not doing those things. Shame yourself into getting going!

If you’re procrastinating because you’re disorganized, here’s how to get organized!

Use Eisenhower’s Urgent/Important Principle to help prioritize your To-Do List so that you cannot try to kid yourself that it would be acceptable to put off doing something on the grounds that it is unimportant, or that you have many urgent things which ought to be done first when, in reality, you’re procrastinating.

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If you’re putting off starting a project because you find it overwhelming, you need to take a different approach. Here are some tips:

  • Break the project into a set of smaller, more manageable tasks. You may find it helpful to create an action plan.
  • Start with some quick, small tasks if you can, even if these aren’t the logical first actions. You’ll feel that you’re achieving things, and so perhaps the whole project won’t be so overwhelming after all.

If you’re doing it because you find the task unpleasant:

  • Many procrastinators overestimate the unpleasantness of a task. So give it a try! You may find that it’s not as bad as you thought!
  • Hold the unpleasant consequences of not doing the work at the front of your mind.
  • Reward yourself for doing the task.

Here’s a bonus. Have you seen the story about rocks, pebbles and sand? Watch this video

(1) Quotes courtesy of Psychology Today and Joseph Ferrari, Ph.D., associate professor of psychology at De Paul University in Chicago, and Timothy Pychyl, Ph.D., associate professor of psychology at Carleton University in Ottawa, Canada.

(2) Other references courtesy of Mindtools.com

Lessons in Leadership: Soaring with the Winds of Life

windsock

 

In learning how to fly an airplane, one of the first lessons has to do with understanding winds. Winds come in basically three types;

  • Head winds – those hit you right in the face
  • Tail winds – those from behind
  • Cross winds – those at angles from the side

I believe the challenges we face in life and in business model these three types of wind as well. If we consider all the forms of challenge we face, we can boil it down into these three categories. However, it might be interesting to compare the pilot’s concern with each of these winds as we think about our daily responses to life’s winds…..

Head Wind

First, the head winds. Too often we might be prone to think of these negatively. As wind hits us in the face, it slows us down, forces us to press harder against the wind. Bob Seger wrote a great ballad titled “Against the Wind…stronger now still just running…against the wind”.

When a pilot encounters head wind during flight it can be a challenge. Fuel consumption is increased as air speed decreases. The time it takes to reach a destination increases. Stress and fatigue can set in. But did you know it is preferable to take off and land “against the wind”? Why? Because the increased force of that head wind causes “lift” on the wings which is the force that makes planes fly.

A good steady head wind actually makes take-offs and landings easier, more comfortable and effective. So the next time you sense a head wind in life, ask yourself whether it has been provided to allow more lift for a better take off to a new place in life or whether it is there to afford a safer, smoother landing from where you have just come.

Tail Wind

Next let’s talk about tail wind. This is just the opposite from a head wind. We tend to think of tail wind as favorable. During flight that might be true. It can serve to push us forward, reduce effort and speed the time towards the destination.

But did you know it is the most difficult force with which to reckon during take off and landing? At those times, it actually impairs control, reduces efficiency and creates danger.

Maybe in life we need to be cautious of the perceived tail winds. Rather than gliding along with them, we need to watching for hindrances to gaining new achievement or resolving old challenges.

Cross Wind

The final force is cross wind. All things considered, crosswind is the most challenging of all flying situations. That is true in life and business too.

Crosswind means what it implies… a force crossing you at an angle to the direction you intend to fly. During flight, a cross wind will blow you “off course”. A constant watch must be given to direction and compass heading while flying in crosswinds. There is no cruising during crosswind conditions. It is a constant battle.

doug flying
Me piloting a cross country to Shreveport LA

Take off and landing is even more severe. Very special techniques are required to manage a crosswind situation. This is why you see planes doing a crab landing, angling sideways right before touchdown. In some situations the crosswind can be so severe that its force exceeds the designed strength of the air frame on the airplane, which makes the good pilot seek an alternative landing site, one where the winds are more favorable.

Life has crosswind too. It is the skill and grace with which we handle life’s crosswinds that determines our ultimate success. Failure to recognize and manage a crosswind can cause certain disaster. Either we ignore the presence of that crosswind or we acknowledge it but underestimate the consequences. Forging ahead means grave results.

So next time you feel a certain extraordinary force influencing your life, consider the pilot. Is the wind you feel one of these? If so, which one and how will you choose to handle it?

If you need help discerning the winds in your path right now or want to find better ways to navigate those winds, schedule a time for a free consultation.

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.

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Daniel Mueller on Leadership

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From time to time, anyone working as a manager needs to decide whether they really are a leader. Several years ago, I began an association with a long-time executive coach, Daniel Mueller. He’s a pioneer in the field of executive coaching having served senior executives across most of the Fortune 500 companies. Daniel has graciously shared some of his information with me. Here is a discussion about leadership.

Change Agents

A leader, by definition, is a change agent. Leaders have the ability to look beyond the status quo, determine the change needed, and introduce it in such a way that the organization successfully grows to the next level of effectiveness.

“Leadership . . . is the ability to step outside the culture to start evolutionary change processes that are more adaptive” (Schein, 1992).

Effective leaders are competent in gaining and maintaining followers. They communicate at an expert level, inspiring others to go in a certain direction while setting clear expectations of high-level roles and responsibilities. Leaders ensure that all employees understand the mission, vision, values, strategy, and overall direction of the company, along with their own area of responsibility.

They over-communicate, gain buy-in to key initiatives, and obtain strong commitment to achieving the organization’s mission. Developing and communicating the organization’s vision, philosophy, and values is an essential competency of effective leaders, who also model the right values by example, thereby gaining credibility and respect from others.

“Leadership is about articulating visions, embodying values, and creating the environment within which things can be accomplished” (Richards & Engle, 1986).

Developing Leadership Competentcy

Both nature and nurture play a role in developing excellent leadership competencies. It’s helpful, but not essential, to be born with the genetic predisposition toward leadership.

Nevertheless, leadership competencies can be cultivated and developed. Factors positively associated with the development of leaders include having at least one parent who is a leader; being the eldest child; taking opportunities to lead peers or siblings; having influential childhood role models (e.g., family members, coaches, mentors); holding leadership roles in high school, college, graduate school, or early in a career; taking leadership training programs; and undergoing leadership coaching.

It is useful for leaders to take regular behavioral assessments and to review their self-assessment reports with others who know them well. A spouse or significant other is a good place to start. This review may serve to further validate the report, as well as to remove blind spots that the leader may have.

Deciding on a Style

People tend to prefer their own styles, with a strong propensity to view the world through the filter of their behavioral styles, thus projecting those preferences onto others.

This tendency limits the ability to understand co-workers and others to the fullest extent possible. It is easy to see how this can lead to frustration with others’ behavior, which leads in turn to difficulty in developing high-performance teams.

Through the process of understanding their own leadership styles and being able to identify and understand those of others, effective leaders become more accepting of others’ styles, and others become more accepting of theirs. Each leadership style is valuable in the workplace.

People with the same narrow behavioral style will approach a problem in the same way, usually with sub-optimal results. A leadership team that encompasses a diversity of styles provides a diversity of thought, which leads to peak team performance. Leaders who understand their own behavioral styles are much better able to identify others’ styles.

As leaders grow in their understanding of, and their ability to control, their own styles, they may become more willing and able to adapt their styles to meet the needs of others and of the organization.

Being Adaptable

Demonstrated adaptability is a powerful approach, resulting in increased influence over others. In order to reach full effectiveness, leaders need maximum adaptability. An inaccurate understanding of their own behavioral tendencies will weaken the ability of leaders to effectively adapt their styles to the needs of others.

Effective leaders are able to develop or improve positive relationships in much less time than would normally be needed. Most effective leaders are unconsciously or consciously adept at identifying and adapting their leadership styles to the behavioral styles of the people with whom they work. The leadership quadrant comprises anything related to influencing people.

A Mentor’s Greatest Lament

It’s easy to find a lot of talk about mentoring; being a mentor, using a mentor, and growing from mentorship. One of my most popular posts was about being a stepping stone. But what will you do about that?

Mentors come in many varieties. Anyone who’s been through some form of higher learning has probably been influenced by a teacher or professor. You may remember a magical mentor who inspired you to think differently or be different. To this day, I owe much of my passion for writing to my senior English teacher from high school, Mrs. Geneva Curry.

A Story

Dr. William Hendricks, a well-respected professor at Southwestern Baptist Theological Seminary, was once asked what his greatest fear may be. His response shocked the audience. Again, keep in mind, he was one of the most highly regarded faculty members there.

His answer was “To present and teach my best material, but no one learns.” Let that sink in a minute.

Here’s a well-respected professor who had people clamoring to attend his lectures. His fear was teaching and no one learns.

What did he mean by that? He meant having an audience that was somehow closed to learning.

When I first heard this, I was struck by the significance of being a student or mentee and not being receptive to the teaching that is being offered.

Why would anyone do that? Well, it’s simple. There are those among us who go into a learning situation believing they already have all the answers. They are convinced there is nothing new to learn.

Whether it comes from pride or futility, the idea that you might sit with a mentor and ignore the teaching is insanity!

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The Smartest Guy in the Room

Have you ever known anyone like that? You know, someone who insists they know it all. They act like and truly believe they are the smartest guy in the room.

These folks just want to sit in the class or in the program because the completion certificate somehow elevates them to the next level. The mindset that you can pass a course without being impacted by it is just plain crazy. What a waste of everyone’s time and talent.

The best leaders I have ever known knew what it was to be a follower first. Once you master the following, then you are qualified to become a leader. This is a key concept that fails many would-be managers.

My freshman year in the Texas A&M University  Corps of Cadets taught me that. The entire purpose of the freshman or ‘fish’ experience in the Corps was to engrain the idea that to be a leader, you must first know how to be a follower.

During that year I was introduced to many examples of ‘leadership’ handed out by the upperclassmen. As you can imagine, some were great. Others not so much. But even from the bad examples, I learned what not to do.

Power of Position

There are those in management who get wrapped up in the power of the position. By definition, every management box on an org chart has a delegated authority about it. Guys who think they know it all can be fooled by this.

The lure of the power of the position trips them up. Rather than seeking more knowledge and better practices to follow, they immerse themselves in the role without ever learning what it may mean to be a leader.

Following the Call

I encourage you to find mentorship. Once the opportunity is open, dive in wholeheartedly. Absorb everything you can from the one who offers to mentor and coach you.

Don’t expect old habits to get you to higher achievement.

In the early days of NASA, the standard for astronaut selections usually involved some high level of pilot experience; fighter pilot, test pilot, etc. While that was a good baseline from which to start, there were new things that had to be taught.

Even astronauts at NASA must learn new and creative new technologies, practices, and principles to survive.

The same is true for leaders of today. The world is moving quickly. Some call it “VUCA” which stands for volatility, uncertainty, complexity, and ambiguity. Leaders trying to master such a blend of challenges simply must keep learning.

Through mentoring, you can find the resources you need to grow as a leader. Then and only then can you earn the title of manager and leader.

If you’d like to talk about ways you can be coached and mentored, click the button below. I’m offering a complimentary breakthrough session by zoom.

Here’s a recent comment by one of my clients.

I’m in the thick of leadership coaching with Doug and his insight and guidance are invaluable. Every time we talk, I leave with a new understanding, learning, or strategy to implement. Do this for yourself! ~Heather Plank

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?

If you enjoyed reading this article, please recommend and share it to help others find it!

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Are You a FAST Leader?

The 5 C’s of a Trusted Leader

Leadership Effectiveness Can Work with Simple Triggers

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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