Trust is a key element in all human interactions. Nowhere is it more important than in a work environment. Yet, often leaders pay little attention to how actions affect trust.
If leaders aren’t mindful of these actions, they can soon lose the trust of their employees. When that happens, teamwork, communications and performance suffer. Employee dissatisfaction, lower productivity and higher turnovers increase company costs.
When leaders consciously strive to improve trust, they’ll see an increase in communication. People will reveal more to you and you’ll have greater insight into what’s really happening in your organization. This will help your employees succeed.
You’ll find an increase in teamwork and cooperation. When you establish trust, your employees know you’ll have their back and protect them. Thus, they support you and give more effort and production. You save the company money.
Is your trust factor where it should be? Use these five tips to evaluate your performance and increase employee trust in you and your organization.
- Be aware and involved.
Growing leaders grow organizations! This is something I’ve talked about and written about for many years, but my emphasis has been almost exclusively on the “growing leaders” part of the phrase. In recent years, my passion for helping leaders has not waned, but I have new energy for helping leaders “grow organizations.”
If your focus, like mine, has been on helping individual leaders grow, congratulations! You may be perfectly positioned to take your organization to the next level. Personal leadership capacity is a prerequisite for growing organizations, but the strongest leaders alone cannot do what a strong organization can do. The collective force of scores, hundreds, even thousands of people working together can accomplish and sustain remarkable results.
Several years ago, I had the privilege to lead a team to explore what growing, vibrant, healthy organizations look like, and more importantly, what makes them so powerful. After a multi-year exploration and scores of conversations with leaders of amazing organizations, our team reached four primary conclusions. (read more…)
“The oldest and strongest emotion of mankind is fear, and the oldest and strongest kind of fear is fear of the unknown.” — H. P. Lovecraft
A handful of community leaders approached me about halfway through my first year as school leader. Some teachers — particularly the tenured vets — were concerned with certain aspects of my leadership style and were starting to vent to board members and other people of influence. After hearing these people out, I asked them what most people in a similar situation would want to know. “Why aren’t they coming to me with this?” I was told that they were afraid of losing their jobs.
To be honest, I found their response hard to accept. I knew that not everything had gone smoothly over the first few months on the job (there was SO much to learn and understand!) and I also wasn’t the one to whom they offered their allegiances (I had not hired and then rehired them year over year). (read more…)
“Now, remember, Ben likes to shake things up; don’t be afraid to stand up to him.”
This was my boss, Eric, coaching me on an upcoming first-time meeting with a powerful VP in our organization. I was an ambitious young professional, recently hired from the outside and ready to make my mark at the new company. Eric realized my potential and arranged a meeting with Ben so that I could demo some new training materials that were being set up for Ben’s area of responsibility.
The meeting started well enough but then devolved into a train wreck as I struggled to maintain my composure with Ben’s “shaking things up.” He poked holes in my assertions, challenged my ideas and didn’t let up for almost 45 minutes. I left that meeting thinking, “I will never work for that man. He’s a tyrant.”
I received no sympathy from Eric. “I told you he was going to be tough,” my typically easy-going boss said in stern reproach. (read more…)