Archive for trust
Build your relationships on the solid ground of TRUST
Posted by: | Comments“To be trusted is a greater compliment than to be loved.”
~George MacDonald
In the Law of Solid Ground in my 21 Irrefutable Laws of Leadership, I asserted that trust is the foundation of leadership. But that’s not all. In reality, trust is necessary in ALL good relationships. Good marriages, business relationships, and friendships all require trust. Without it, there can be no open and honest interaction, and the relationship will be only temporary.
How do you gain the trust of others?
Manchester, Inc, a consulting firm in Philadelphia, used a survey of more than 200 companies to discover the best ways for leaders to build trust with employees. They found that people who engender trust…
- Maintain integrity.
- Openly communicate vision and values.
- Show respect for employees as equal partners.
- Focus on shared goals rather than personal agendas.
- Do the right thing regardless of personal risk.
- Listen with an open mind.
- Demonstrate compassion.
- Maintain confidences.
In addition to this helpful list, I would add that a critical way to GAIN trust is to be willing to GIVE trust.
Former US Secretary of State Henry L. Stimson remarked, “The chief lesson I have learned in a long life is that the only way you can make a man trustworthy is by trusting him; and the surest way to make him untrustworthy is to distrust him and show your distrust.”
Haven’t you found that to be true of yourself? We all want to be trusted. And by taking the leap of faith to trust in someone, you give them a gift that they usually want to repay.
As you strive to invest confidence in others in the same way you would like it invested in you, take comfort in the words of Camillo Benso di Cavour, who said, “The man who trusts men will make fewer mistakes than he who distrusts them.”
Adapted from Ethics 101
How do you get your ideas heard?
Posted by: | CommentsRecently, I was asked a question that I hear pretty often.
Usually the questioner is young, perhaps newly-graduated from school. They’re almost always new to their current job. And I can often hear their frustration when they ask:
Please tell me, how can someone just entering the workforce create change?
Maybe you’re familiar with this question. Do you see a need for change in your organization? Are you frustrated because you can’t get anyone else to see it – much less do something about it? Maybe you’ve just graduated from university and gotten your first job. Or perhaps you’re a veteran worker, but newly-hired. Either way, it seems like a cruel joke.
As a new member of the team,
You see things with fresh eyes; you see problems that others might have just gotten used to. And if you’re young, you’re probably willing to take on any challenge.
BUT
You’ve also just joined an established group. No one knows you, so you have no credibility, no trust, no goodwill. You may have wonderful ideas, but how do you impress them on others?
What can you do to be heard?
You need to CONNECT.
Based on the definition I used when I wrote Everyone Communicates, Few Connect,
Connecting is the ability to identify with people
and relate to them in a way that increases
your influence with them.
Think about it: Where does change begin in an organization? With the people! So your ability to communicate and connect with others is a major determining factor in increasing your influence. And increasing your influence with them is your way of making change happen.
Here are some next steps to take:
- Keep in mind that connecting requires energy. You must be intentional – not casual – in your interactions. Devote the time and energy necessary, but DON’T steal it from the work you were hired for. The energy you put toward connection needs to be above and beyond what you’re already doing for your job.
- Focus on others. True connection is all about others. If you’re still working on making your agenda happen (i.e. creating change), that’s not connection; it’s manipulation.
- Work on finding common ground. When two people come together to communicate, each has a reason for doing so. To connect on common ground, you must know your reason and the other person’s reason, then find a way to connect the two.
All of this may sound complicated and roundabout when all you want to do get your goals accomplished. But you need to remember: Making a difference in your work is not about productivity; it’s about people. When you focus on others and connect with them, you can work together to accomplish great things.
Leaders: Relate before you equip
Posted by: | CommentsAll good mentoring relationships begin with a personal relationship. As your people get to know and like you, their desire to follow your direction and learn from you will increase. If they don’t like you, they will not want to learn from you, and the equipping process can slow down or even stop.
To build relationships, begin by listening to people’s life stories — their journeys so far. Your genuine interest will mean a lot to them, and it will also help you to know their personal strengths and weaknesses. Ask them about their goals and what motivates them. Find out what kind of temperament they have. You may not want to equip a “numbers person” for a job that deals primarily with disgruntled customers.
And one of the best ways to get to know people is to see them outside of the world where you lead them (i.e. work, whether paid or volunteer). People are usually on their guard at work. They try to be what others want them to be. By getting to know them in other settings, you can get a glimpse of who they really are.
Try to learn as much as you can about your people and do your best to win their hearts. If you first find someone’s heart, they’ll be glad to offer you their hand.
Adapted from The Maxwell Daily Reader
Greetings from Asia!
Posted by: | CommentsIt’s Monday evening here in Manila, Philippines. I arrived on Sunday, and since then I’ve been adjusting to the time difference and revisiting the wonderful culture and cuisine here. Although I wasn’t too disappointed to be greeted at the airport with…
Krispy Kreme Donuts!
Yes, my hosts met me with a box of Krispy Kremes. One more reason why this is going to be a fantastic visit to Asia.
At the last minute, Margaret and I decided that she would stay behind. We’re doing some renovations on our home, and we both thought it wise for her to be available to the contractors. Of course, this means that my hosts here have to put up with me alone – without her gracious presence. But as usual, they are taking great care of me.
Tomorrow (Tuesday) I speak here. Then I’m off to Shanghai, Bangkok, Ho Chi Minh City, Singapore, and Kuala Lumpur to talk more about leadership and dreams. I’ll be back on American soil the first week of July.
This isn’t my first visit to this continent, and I truly love teaching in Asia. Even when I experience a language barrier, I can sense the hunger and desire to grow in everyone I meet.
In a few venues, I’ll get a chance to teach on the message of my book, Put Your Dream to the Test. The idea of examining your dreams has connected in every culture I’ve shared it with so far. And I look forward to seeing people’s reactions here.
If you want to know more about Put Your Dream to the Test, you can use the “look inside” feature on Amazon.com.
I’m trying to share some of my day-to-day experiences via Twitter. So be sure to follow me if you want to stay up-to-date.
Magandang gabi!
(“Good evening” in Tagalog)
(Yes, I had help with that.)
Don’t Bankrupt Your Leadership!
Posted by: | Comments“We need to keep some confidence in the system.What the Fed is doing … is taking every step possible to keep confidence in the financial system” (CNN)
AIG chairman and CEO Edward Liddy said this Monday, after the insurance giant had received a pledge of $30 billion in bailout money. This was in addition to the $150 billion it had already received.
And in spite of those large sums pouring into it, that very same day, AIG posted a 4th-quarter loss of $62 billion.
I’m sure with his words Liddy was trying to persuade the public that AIG would make good on the investment.
He even went on to say, “In the United States of America when you owe people money, you pay them back” (CNN Money)
So how reassured did Americans feel?
Well, the Dow plunged to record lows, closing below 7,000 points.
Why? Why weren’t Liddy’s words of reassurance enough? Because in past months, the financial industry had lost credibility and thus people’s trust.
***
It’s hard for a financial institution to perform without credibility. It’s equally difficult for a leader to do so. Why? Because credibility is a leader’s currency. With it, leaders are solvent. Without it, they’re bankrupt.
I think leaders in Liddy’s situation – trying to establish or re-establish credibility – need to remember:
1. Establishing credibility takes time.
When leaders are just starting out, this might not be obvious at first. That’s because for about the first six months of a leader’s tenure, followers put more stock in communication than in credibility. After all, they haven’t had time to judge leaders’ actions, so they listen to their words.
But after six months, followers have seen enough of the leaders’ actions to start deciding whether they’re trustworthy or not. At this point, words begin to matter less and less. And the effectiveness of the communication will depend more on the character of the messenger than on the content of the message.
For credible leaders, the longer they lead beyond this point, the better it gets. But if leaders are not credible, then the longer they lead, the worse it gets.
2. Established credibility equals trust.
And trust carries huge rewards. It means confidence. It erases worry and frees you to get on with other matters.
Stephen R. Covey, in his book, The Speed of Trust, said,
Low trust is an unseen cost in life and business because it creates hidden agendas and guarded communication, thereby slowing decision-making. A lack of trust stymies innovation and productivity. Trust, on the other hand, produces speed because it feeds collaboration, loyalty and ultimately, results.
Good leaders know that if their followers don’t trust them, they’ll stop following them. Credibility is truly your currency as a leader. People believe that you’ll do what you say when you do what you say.
Consistently live what you communicate, and over time you’ll establish solid credibility. With that, your followers will feel free to trust you. And they’ll be willing to partner with you in achieving great things for your organization.
And that’s especially important in times like these when people are wondering what – and who – they can trust.
