Do you Lead with Transparency or Power?

June 30, 2010

I am starting to ask some trusted fellow consultants to provide guest articles on my BLOG. Here is an excellent entry from Jonena Relth of TBD Consulting. Jonena is the President and Leadership Evangelist of this firm that specializes in Organization Development and Training. I hope you enjoy this entry as it provides an interesting perspective on conventional wisdom about leadership.    – – –   Bob Whipple

I’ve been watching over the past few years as the topic of leadership continues to be top priority of “healthy” companies.  They are pulling out all the stops to provide every opportunity available to help their leaders improve their skills in this area – and this when so many high-profile leaders have fallen from grace in the recent years.  Instead of shrinking from the topic, these smart companies are pushing it to the forefront.  They know that to succeed, their organizations have to be led by individuals who inherently are worthy of their employees’, customers’ and peers’ trust, and it’s these leaders who will be followed in the days and years to come.

Have you noticed that as a country, we start paying closer attention to what our corporate and political leaders say and do following the failure and/or fall of otherwise respected leaders?  And given the leadership issues today, one would have to ask, “Why would anyone want to be a famous leader?” My vote is for the rush of power!

Power gives us a head trip that makes us “feel” as though we are important and respected by others.  The flip-side however, is that the more power we have, the more responsibility we have, the more headaches and illness that plague us, the more scrutiny we endure, and of course, ultimately less time to spend for ourselves and loved ones.

If one thoroughly understood what would happen should we scrape our way to the top in politics, for instance, only a sadist would want what I call “Power-Leadership” – – but yet it’s the way of our culture to want to gain credibility, fame, fortune.  Unfortunately, getting to the top this way leads to loneliness.  Why do I say loneliness?  Well, how many famous leaders do you know that remain on friendly terms with all their employees, direct reports, bosses, etc.?  Not many I’d guess.

There is another way and it’s a path that leads to a rewarding career leading others.  With leadership comes the responsibility to accept the daunting job that says, “The buck stops here.”  But, it’s the wise leaders that surround themselves with talented people who know more than they do in their particular areas of expertise.  These leaders use transparent leadership to build a self-sustaining, well-run, profitable, nice place to work kind of business.  And, these leaders don’t suffer the pain of “Power-Leadership.”

Women, by nature, tend to flourish in organizations that encourage true transparency and team decision-making.  We are more interested in getting the job done than making the decisions in a vacuum.  Yes, we get a “high” once in a while from being recognized for our leadership, but it’s most rewarding to have our leadership style recognized as the reason our teams are working cohesively and the company is profitable and stable – – meeting the needs of our customers, employees and community.

As I’m sure I’ve mentioned in earlier blogs, I’m no Pollyanna, and I know that the role of leaders is not an easy one.  Transparent leadership takes the courage to openly admit mistakes, the self-esteem to allow others more capable to lead, and the fortitude to pursue your goals while enhancing the goals of others. Transparent leadership sounds like a worthwhile goal to me.  What about you?

If you would like more information on Coaching, Leadership, Training and Organizational Development, please call our office at 602-263-1961.  And while you’re at it, peruse our new website. http://www.tbdconsulting.com  We’ve uploaded lots of information so you can take a “test drive” and find out what makes TBD Consulting tick!  We’ve been around for 20 years and my bet is that we just might have the solution(s) to your most pressing employee performance issues!

Jonena

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When Trust is Lost

June 27, 2010

There is a whole sector of the trust technology that deals with betrayal of trust. The bottom line is that hard-earned trust is easy to lose and very hard to rebuild when the basis for it has been destroyed. If you would like to read a good book on the technology, you can read Trust and Betrayal by Dennis and Michelle Reina.

In my work, I use the concept of a trust withdrawal as a trigger point for building trust to a higher level. It takes a lot of work, but it is critical to do because trusting relationships are what drive good performance on every level. Great leaders use withdrawals in the trust account to redefine the relationship quickly if possible. Rather like a marriage, if a leader can take the right steps after an inevitable withdrawal, the relationship can emerge stronger rather than wrecked. Sometimes the stakes are too high and the personal interface time does not allow a rebuilding process to happen.

We were reminded of the conundrum when President Obama accepted the resignation of General Stanley McCrystal as the top commander in Afghanistan. I am not going into the politics of the situation and whether Obama was right or wrong to take the action. Any strong action by a president is going to draw a firestorm of rhetoric from supporters and detractors. The fundamental reason why McCrystal was asked to step down had to do more with trust than talent, capability, or even circumstances. Obama said that he had great admiration for the work of McCrystal over the years and the personal relationship they had, but the actions in giving that interview to Rolling Stone “eroded the trust that is necessary for our team to work together…” In a time when actions every hour of every day hold the fate of American lives and interests, there was just no room for anything less than a trusting relationship among the top leaders. That is why Obama instinctively went to General David Petraeus to fill the void. Trust with McCrystal will need to be rebuilt over time offline and will probably never be whole again.

Every day there are countless decisions made in corporations and families around the world where trust becomes the defining characteristic. It actually seals the fate of organizations and relationships every day. The majority of promotions and marriages are based on trust, while the majority of dismissals and divorces are rooted in lack of trust. In my three books on trust, I outline numerous aspects of trust and how to rebuild damaged relationships. Here are a few ideas that apply to your world and might have led to a different outcome in national drama we witnessed.

If a leader can extend trust when it seems irrational to do so, it is often a huge and lasting deposit in the trust account. The ability to forgive an errant subordinate who was clearly off base can strengthen rather than sever the relationship. The nature of trust is reciprocal. When we are extended trust, even if we do not at the moment deserve it, a chain reaction goes on within us to live up to that commitment far into the future.

The ability to forgive someone who has wronged you, especially in a very public and impactful way, flies in the face of conventional wisdom in most organizations. An egregious sin needs to be punished in proportion in order to maintain discipline and respect. An ancient Jew from Nazareth taught the world that forgiveness often leads to higher respect in the long run. Ultimately, greater power is derived from humility, empathy, and love than from command, discipline, and control.

The ability to reinforce candor is another significant way to build trusting relationships. When someone points to something about a situation that is happening that does not seem logical, it is easy for a leader to become defensive and clobber the messenger. Leaders who have a high batting average at reinforcing rather than punishing people who express their concerns take the higher road to building trusting relationships.

Please do not misread me here. I do not want to get into a political debate; I would lose in a heartbeat as I am not a political animal. My objective is to use the McCrystal case as illustrative of lesser decisions we all are called on to make on a daily basis. I do believe Obama made a very difficult call with consideration, maturity, and conviction. It was a defining moment in his presidency, and he passed the test of strength and courage. He also ended a long standing career of excellence and lost a friend, probably for life. History, not I, will determine the wisdom of his decision.

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E-Mail Announcements Are Not Enough

June 20, 2010

The number one complaint in most organizations is lack of good communication from management. Too many managers believe that putting out an announcement in an e-mail is adequate communication. Unfortunately it is not – not by a long margin.  Information needs to be communicated in numerous forums and in various ways to accommodate the learning styles of all people and reinforce the message. An e-mail announcement is  good thing to do because it is in writing and has a specific date for revision purposes. Beyond that, it is a mistake to think proper communication has happened by posting an e-mail. 

The hit rate of people actually understanding and absorbing the words in an e-mail is often below 50%.  Some estimates are as low as 10% in terms of getting people to absorb complex or detailed information. Reason: people tend to skim e-mail communication or not even open it due to the sheer volume of information flying by on the computer every hour (note, we used to say every day). So, when managers say, “I cannot understand why people are confused, I put out an e-mail explaining the process,” they reveal that their own clueless meter is running on empty.

In the Edelman 2010 Trust Barometer, Richard Edelman points out that the trend is for people to insist on multiple exposures to information before they start to believe it. This is a result of the low level of trust in business worldwide fueled by confusing signals coming from management in the past. Smart managers communicate important information in 3-5 different ways, yet numerous managers continue to believe one e-mail is good communication. 

My good friend and communications expert, Tim Hayes, calls this phenomenon the “single cannon shot mentality,” or the idea that you can win a war with a single shot. Tim says,  “Communications professionals know better.  We know human nature.  We know that people just aren’t that perceptive.  Or alert.  Or interested.  Or smart.  You don’t win a war with a single cannon blast.  It takes lots of cannon, air cover, artillery and infantry.  It takes repetition.  Establishing the most relevant and persuasive messaging based on careful research and insightful writing, then sending it out to the most appropriate audiences over and over.  Consistency and constancy win this race”  ( T. Hayes, BLOG entry dated 9/28/2009). 

Below I identify some of the communications options available in addition to a standard e-mail announcement. Note, these are only a dozen of the possibilities. Creative leaders will think of unique ways of communicating that fit the individual situation. 

1. Short Informational Videos – These quick-hit communication bullets are super for amplifying a written announcement. For example: http://www.youtube.com/watch?v=-8ycThI1Gcg   

2. Podcasts – These audio files allow the manager to give information in a more user friendly format that people actually pay attention to. For example:  www.leadergrow.com/Podcast-Upgraded-for-Article.mp3

3. Website references – Augmenting an e-mail with a website entry explaining the key points in another format gives the ability to highlight information in a corporate context. For example: http://www.leadergrow.com/TRUST9e.png  

4. Use graphics rather than words or use Attached files – A simple diagram can be an effective augment to an e-mail describing complex issues. If a diagram is not in the e-mail itself, an attachment is often an effective way to amplify the message in ways people can print out and remember better than a lot of text. For example:

5. Webinars – Interactive online conferences are becoming more prevalent for sharing information in a virtual world. They work well because they are real-time and can have a very broad participation.

 6. Voice Mail Meaasges – these can be quick and simple, but they allow another chance to amplify a message if done with care and infrequently. 

7. Conference Calls and video conferencing – Conference calls have been used for decades and are effective at getting dialog on the issues from a diverse and geographically decentralized population.  Adding video to conference calls is now available to the masses with services such as SKYPE. 

8. Hard copy memos – You might use a kind of post-card memo that contains the important considerations in an announcement. It is something that can be put on a person’s bulletin board for future reference. For Example:

9. Town Hall Meetings or other Physical Presentation Modes – These face-to face meetings allow for interaction on questions for clarification. 

10. Cascade communication in small groups. This format requires a kind of “press kit” to be prepared so all levels of management are giving the same information. Often these small group meetings allow for feedback up the chain on potential concerns. 

11. One-on-one discussions – In extremely complex or sensitive areas it may be best to meet personally with each individual in the group and explain the significance of an announcement. 

12. Feedback Surveys – This method gets tangible data on how well people have absorbed the message. Surveys should be quick, user friendly, and anonymous for the most accurate information. 

Good communication involves not only sharing information; it is about obtaining understanding and buyin. Using multiple forms of communication can help managers reach more people with a more complete package of information that will create a lasting and positive impression.

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Leadergrow Trust Model

June 13, 2010

 

Here is a short description of the Leadergrow Trust Model followed by a graphic showing how the elements work together.

The Leadergrow model of building trust focuses on three dimensions: 

Table Stakes – These items are intuitive and must be fully in play if a leader is to have a chance of building an environment of trust.  They are called “table stakes” after the phenomenon in poker where a player must have a level of investment to even be in the game.  Leaders who cannot meet the minimum standards of honesty and integrity should get out of the leadership game and hit the showers. 

Enabling Actions – These items are important ingredients to building an environment of trust.  The Leadergrow model lists 10 examples. In the real world there are numerous additional items that constitute enabling actions. Having these items in play helps foster the right kind of culture where trust can grow and endure. The more these elements are present, the greater the ability for the leader to withstand trust withdrawals that happen as a result of ill advised decisions or unfortunate circumstances. 

The Heart of Trust – Reinforcing Candor is what makes the Leadergrow model unique.  Other models on trust discuss this element as a part of “honesty,” one of the table stakes.  In the Leadergrow model reinforcing candor takes center stage because the concept goes far beyond honesty. It is the magic that most leaders find difficult to accomplish, but if done well, it makes a huge difference in trust.  Reinforcing Candor is the ability to make people glad they brought up an observation of a leader’s inconsistency. In most organizations, people are punished in some way for bringing forward a problem with the leader’s actions. Where the highest levels of trust are present, the leader has the ability to set aside his or her ego and reinforce the person who challenges an action. Doing so creates a large trust deposit and allows for future trust building exchanges.  Without this critical element, the table stakes and enabling actions are not sufficient because candor is extinguished. People hide their true feelings and do not feel empowered to challenge the leader, hence real trust is hard to maintain regardless of the effort to do so. Leaders who consistently reinforce candor build an environment were trust continually grows and deepens.

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