Leaders to Leader

Lessons from the Great American Leaders & How They Apply Now

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Five Strategies to Build Trust

with 3 comments

smallgroup9

The actions and behaviors of individual leaders impact trust within the organization. Many fail to understand the elements of a trusting work atmosphere and the strategies used to build and establish a firm foundation for trust and leadership.

There are five key elements a leader must focus their efforts on to develop a comprehensive atmosphere of trust in their workplace. While the concept of trust implies participation by both leader and the people they deal with, including their superiors, associates, peers and employees, it must start with the individual leader. It is counterproductive for leaders to withhold their trust until they are able to trust the other party. In most cases trust is mutually developed by both parties and balanced by the commitment each brings to the relationship. Typically, employees and other individuals will reciprocate the trust placed in them by leaders.

As leaders attempt to build trust, they will experience reluctance in the form of employees who have felt betrayed by the organization in the past. Consequently, leaders must signal a change by making the first steps to initiate and demonstrate trust in their employees. Once employees see that a true change has occurred, they will begin to slowly form the bonds of trust needed for leaders to be effective.

Leaders who wish to establish a complete environment of trust with their superiors, associates, peers and employees must consider employing the following strategies:

Establish Professional and Personal Credibility

If leaders are credible, they are trusted and believable to their employees. Employees consider a credible leader to be one who does not advance a personal agenda but has the best interests of the organization and his or her employees at heart.

Employees and other individuals view credibility from differing perspectives. Often credibility can be confused with personal competence. If the leader is knowledgeable and possesses both personal expertise and experience, they are considered credible. Conversely, leaders who maintain positions in which they demonstrate professional incompetence exhibit a lack of professional credibility, with employees viewing their direction, judgment and leadership as suspect.

The other aspect is the leader’s own personal credibility. This involves the employee’s ability to personally trust what a leader says or does. An individual may possess professional credibility and not possess the personal credibility to lead the organization. Strategies leaders must apply to develop and foster personal credibility include:

  • Making themselves available to their employees and easy to talk with. Good leaders do not wait for their employees to approach them, but seek them out on a regular basis. Many will walk around and talk with each employee several times a day to discuss everyday concerns and issues. This proactive approach allows them to monitor the pulse of their organization while facilitating open communication with their employees. They instantly answer questions with straight responses and openly make their expectations of the organization and their employees known.
  • Trusting their employees to handle their jobs and responsibilities without regularly looking over their shoulders and micro-managing their activities.
  • Being completely reliable and always delivering on their promises and commitments without fail, enabling employees to know without question that they can count on the leader.

Fairness

Trust is built when employees know their leader is fair and consistent in his or her actions, decisions and judgments—no matter who is involved and what the circumstances.

Fairness is comprised of both equity and consistency. Leaders can use the following strategies to develop a strong sense of equity including:

  • Ensuring all employees are treated in the same manner.
  • Making sure all actions, judgments and decisions are fair to all parties concerned.
  • Avoiding any favoritism among employees, especially where rewards, recognition and promotions are concerned.

Effective leaders make certain their actions, judgments and decisions are consistent and not based upon specific circumstances. Only when leaders demonstrate consistency over time can they build trust with employees, who then know they will always be treated fairly.

Respect

Trust is built upon a foundation of mutual respect for one another. If respect is absent, trust can never be achieved. Leaders can develop and foster respect by:

  • Demonstrating a personal regard for individual employees’ experience, expertise, knowledge, insight and perspectives concerning their jobs.
  • Actively seeking feedback and employees’ insight, perspective and opinions regarding important decisions.
  • Actively involving employees in the decision making process.
  • Demonstrating appreciation for employees’ personal contributions to the success of the organization.
  • Providing the training, resources and support employees need to competently perform their jobs.
  • Demonstrating care and concern for employees’ lives outside of the workplace.

Pride

Trust is fostered and nurtured by a sense of mutual pride in the work, quality and accomplishments of the organization. This builds organizational cohesiveness that bonds all employees together and strengthens trust in all involved. As workplace cohesiveness increases, so does a sense of trust in the organization and its people. Everyone feels they are working together, and each can be trusted to fulfill his or her role and responsibilities.

Leaders can encourage the development of pride by using the following strategies:

  • Helping employees understand their individual role in the organization and how their efforts contribute to its success.
  • Helping them understand that they personally make a difference within the organization.
  • Exhorting employees to take satisfaction both in their organization’s accomplishments and its contributions to their community.

Comradery

Comradery is not normally associated with the concept of trust, yet it does contribute to the organizational cohesiveness established by trust. As cited above, the stronger the organizational cohesiveness, the stronger the bond between leaders and employees. All involved feel linked by common goals, experiences and successes. They have a sense that everyone is “in it together” and work as a unit rather than as individuals.

Leaders can use the following strategies to build comradery with their employees:

  • Creating a workplace where a common concern is demonstrated and employees feel they can “be themselves.”
  • Openly and regularly celebrating special events and mutual successes.
  • Consistently and openly recognizing, rewarding and celebrating individual successes in a warm and genuine manner.

Excerpt: Building and Nurturing Trust in the Workplace: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI  2011) $16.95 USD

Related:

You Are Judged by the Actions You Take

Emotional Bonds are a Reflection of a Leader’s Effectiveness

Six Ways to Enhance Your Personal Credibility

 Can You Be Trusted? The Answer May Surprise You

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

Communication Starts With Respecting What Others Have To Say

with 2 comments

smallgroup7

As teams are composed of different personalities with different communication styles, communication problems will occur even when team structures are properly constructed and implemented.

Leaders must learn to deal with the practical elements of communication and overcome problems associated with group or team dynamics before moving ahead with more advanced communication issues.

It is important for leaders to understand that before teams can learn to communicate effectively, team members must first learn to communicate by each respecting what the other has to say. Leaders will find that this is the initial challenge that must be overcome after team formation.

Leaders should understand the common problems experienced by groups that can hinder the effectiveness and productivity of the team.

Floundering

Teams commonly have trouble intiating and ending discussions. Members flounder, wondering what actions to take next. Resistance is experienced as the team moves from one phase of the discussion to the next.

Problems from the onset suggest the team lacks clarity or is overwhelmed by the assignment. These startup problems suggest that team members are not comfortable enough with one another to engage in meaningful discussions.

Floundering during discussions suggests that the team has not arrived at a consensus. Team members can be reluctant to expose their work to review and criticism.

Overbearing Participants

Overbearing participants wield a disproportionate amount of influence over the team. They often have a senior rank within the company or possess in-depth technical knowledge. While most teams benefit from their participation, they can cause problems when they forbid any discussion that encroaches on their area of expertise or authority. Overbearing participants will tend to see such group solutions as unworkable, or they will use technical jargon signaling that the subject is off-limits to the group.

Leaders can minimize these problems by reinforcing to the team that, as long as it pertains to the current subject, no area is off-limits. Privately, leaders can talk with overbearing individuals to let them know that it is important for the group to explore the particular subject and for individuals to understand the process.

Dominating Participants

Some team members can consume a disproportionate amount of time by talking too much. Their excessive input inhibits other members of the team from participating. Leaders should structure discussions to encourage equal participation, and openly solicit input and contributions from all team members.

Reluctant Participants

Reluctant participants may feel shy or unsure of themselves in the team, and must be encouraged to contribute their ideas and perspectives. Problems can develop when there are no activities built-in to persuade these individuals to participate.

Leaders must act as gatekeepers to the discussion by openly and actively soliciting input and contributions from these individuals. These measures ensure balanced participation from the entire team.

Self-Assured Statements

Some individuals express personal beliefs and assumptions in a self-assured manner. These statements are so forceful that other team members assume they are hearing a presentation of facts. Consequently, members are reluctant to question these statements without facts and data to defend their position. They may also fear being wrong and thus losing face with the team.

Leaders cannot allow unquestioned acceptance of opinions as facts. They must use techniques and questions that compel members to support their statement with facts and to hold it up to the scrutiny of the entire team.

Rush to Accomplishment

Many teams will have individual members who are impatient and wish to rush through the training activity. These members will come to a decision before the team has had the time to discuss and consider alternative solutions. They will then urge the group to decide matters quickly, and will discourage any further efforts to analyze or discuss the matter. These members can communicate their impatience using nonverbal behavior or direct statements.

Leaders must remind the group of their focus and make sure that specific members do not exert pressure on the team to finish prematurely. If all else fails, leaders may need to directly confront the offender.

Attribution

As a way of bringing meaning to apparent disorder and confusion, people tend to attribute motives to individuals they disagree with or don’t understand. This behavior can lead to hostility in the team environment. Leaders must reaffirm the purpose, boundaries and framework of the training exercise and intervene when such behaviors are exhibited by team members.

Discounting

Discounting occurs when team members fail to assign other members’ ideas and options any validity, credence or credit. If discounting happens frequently, teams can experience hostility.

Every team member deserves respect and attention from the entire team. Leaders must ensure that the team is trained from the onset in active listening and other constructive behaviors. When possible, the leader should provide support to the discounted individual. Leaders will also need to privately discuss the matter with the team member who is responsible for discounting.

Digression and Tangents

Wide-ranging and unfocused team discussions are a natural tendency as teams stray from the topic. While some digressions may be entertaining, they divert the team from the purpose of the activity. Team facilitators are responsible for bringing these discussions back to the team’s agenda.

Feuding Team Members

Feuding team members can disrupt the entire team with their personal disagreements. Usually these feuds predate the team and are best dealt with outside of the team environment. Leaders can offer to facilitate a discussion to end the personal feud or at least arrive at an agreement concerning their behavior in the team setting.

Excerpt: Boosting Team Communication: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 17.95 USD

Related:

Are Your Teams Really Working Groups?

Seven Negative Roles & Behaviors Which Undermine Team Performance

When Performance Lags, Look to the Team Culture

Strategies and Solutions for Solving Team Problems

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

Five Strategies to Build Trust

with 6 comments

The actions and behaviors of individual leaders impact trust within the organization. Many fail to understand the elements of a trusting work atmosphere and the strategies used to build and establish a firm foundation for trust and leadership.

There are five key elements a leader must focus their efforts on to develop a comprehensive atmosphere of trust in their workplace. While the concept of trust implies participation by both leader and the people they deal with, including their superiors, associates, peers and employees, it must start with the individual leader. It is counterproductive for leaders to withhold their trust until they are able to trust the other party. In most cases trust is mutually developed by both parties and balanced by the commitment each brings to the relationship. Typically, employees and other individuals will reciprocate the trust placed in them by leaders.

As leaders attempt to build trust, they will experience reluctance in the form of employees who have felt betrayed by the organization in the past. Consequently, leaders must signal a change by making the first steps to initiate and demonstrate trust in their employees. Once employees see that a true change has occurred, they will begin to slowly form the bonds of trust needed for leaders to be effective.

Leaders who wish to establish a complete environment of trust with their superiors, associates, peers and employees must consider employing the following strategies:

Establish Professional and Personal Credibility

If leaders are credible, they are trusted and believable to their employees. Employees consider a credible leader to be one who does not advance a personal agenda but has the best interests of the organization and his or her employees at heart.

Employees and other individuals view credibility from differing perspectives. Often credibility can be confused with personal competence. If the leader is knowledgeable and possesses both personal expertise and experience, they are considered credible. Conversely, leaders who maintain positions in which they demonstrate professional incompetence exhibit a lack of professional credibility, with employees viewing their direction, judgment and leadership as suspect.

The other aspect is the leader’s own personal credibility. This involves the employee’s ability to personally trust what a leader says or does. An individual may possess professional credibility and not possess the personal credibility to lead the organization. Strategies leaders must apply to develop and foster personal credibility include:

  • Making themselves available to their employees and easy to talk with. Good leaders do not wait for their employees to approach them, but seek them out on a regular basis. Many will walk around and talk with each employee several times a day to discuss everyday concerns and issues. This proactive approach allows them to monitor the pulse of their organization while facilitating open communication with their employees. They instantly answer questions with straight responses and openly make their expectations of the organization and their employees known.
  • Trusting their employees to handle their jobs and responsibilities without regularly looking over their shoulders and micro-managing their activities.
  • Being completely reliable and always delivering on their promises and commitments without fail, enabling employees to know without question that they can count on the leader.

Fairness

Trust is built when employees know their leader is fair and consistent in his or her actions, decisions and judgments—no matter who is involved and what the circumstances.

Fairness is comprised of both equity and consistency. Leaders can use the following strategies to develop a strong sense of equity including:

  • Ensuring all employees are treated in the same manner.
  • Making sure all actions, judgments and decisions are fair to all parties concerned.
  • Avoiding any favoritism among employees, especially where rewards, recognition and promotions are concerned.

Effective leaders make certain their actions, judgments and decisions are consistent and not based upon specific circumstances. Only when leaders demonstrate consistency over time can they build trust with employees, who then know they will always be treated fairly.

Respect

Trust is built upon a foundation of mutual respect for one another. If respect is absent, trust can never be achieved. Leaders can develop and foster respect by:

  • Demonstrating a personal regard for individual employees’ experience, expertise, knowledge, insight and perspectives concerning their jobs.
  • Actively seeking feedback and employees’ insight, perspective and opinions regarding important decisions.
  • Actively involving employees in the decision making process.
  • Demonstrating appreciation for employees’ personal contributions to the success of the organization.
  • Providing the training, resources and support employees need to competently perform their jobs.
  • Demonstrating care and concern for employees’ lives outside of the workplace.

Pride

Trust is fostered and nurtured by a sense of mutual pride in the work, quality and accomplishments of the organization. This builds organizational cohesiveness that bonds all employees together and strengthens trust in all involved. As workplace cohesiveness increases, so does a sense of trust in the organization and its people. Everyone feels they are working together, and each can be trusted to fulfill his or her role and responsibilities.

Leaders can encourage the development of pride by using the following strategies:

  • Helping employees understand their individual role in the organization and how their efforts contribute to its success.
  • Helping them understand that they personally make a difference within the organization.
  • Exhorting employees to take satisfaction both in their organization’s accomplishments and its contributions to their community.

Comradery

Comradery is not normally associated with the concept of trust, yet it does contribute to the organizational cohesiveness established by trust. As cited above, the stronger the organizational cohesiveness, the stronger the bond between leaders and employees. All involved feel linked by common goals, experiences and successes. They have a sense that everyone is “in it together” and work as a unit rather than as individuals.

Leaders can use the following strategies to build comradery with their employees:

  • Creating a workplace where a common concern is demonstrated and employees feel they can “be themselves.”
  • Openly and regularly celebrating special events and mutual successes.
  • Consistently and openly recognizing, rewarding and celebrating individual successes in a warm and genuine manner.

Excerpt: Building and Nurturing Trust in the Workplace: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, 2011) $16.95 USD

If you would like to learn more about techniques that build trust, refer to Building and Nurturing Trust in the Workplace: Pinpoint Leadership Skill Development Training Series. This training skill-pack features eight key interrelated concepts, each with their own discussion points and training activity. It is ideal as an informal training tool for coaching or personal development. It can also be used as a handbook and guide for group training discussions. Click here to learn more.

________________________________________________________________________
Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It
and What You Can Learn From It
Linkedin | Facebook | Twitter | Web | Blog | Catalog| 800.654.4935 | 715.342.1018

Copyright © 2011 Timothy F. Bednarz, All Rights Reserved

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