Addition by Subtraction

October 16, 2011

The title of this article came from a student in one of my online classes on Team Dynamics. He got the phrase from an “extraordinary” Chief Master Sergeant named Jim, currently serving at the Pentagon. I really love the phrase because it is so simple, yet so profound.

We are all familiar with some of the problems that occur when working in teams. In this article, I want to focus on the impact that can be made by a single person who is a misfit in the group and slows down all team progress.

I need to be careful to describe the phenomenon correctly. Normally, I am an advocate of having diversity of opinion and styles within a team. Reason: respectful differences in outlook or opinion are healthy because they usually lead to more creative and robust solutions. If you have a team of clones who all think alike on most issues, you have a mono-culture that may seem to work well, but it will probably lead to myopic solutions. In general, having “different” people on a team is a good thing.

Unfortunately, we have all had the experience of being on a team where one individual simply stops forward progress on a regular basis. The root cause may be a personality deficiency or some kind of chemistry problem between members. The person may become moody or bellicose and derail group processes at every opportunity. In rare cases there is an intent to stop the efforts of a team, sort of like a sport.

I am not writing about a person on the team who fills a Devil’s advocate role from time to time in order to prevent the group from slipping into a dangerous group think. Nor am I referring to the person with a concern or observation who voices it in a polite way. The person I am describing is one who habitually takes a contrarian view and refuses to accept the fact that he or she is derailing conversation rather than fostering a balanced discussion.

I advocate that any team should have a written and agreed-upon set of expected behaviors. These statements indicate our agreement on how we will treat each other along with specific consequences for members who do not comply. If peer pressure and body language fail to convince the person to stop the disruptive behavior, then it is time for the person’s manager to do some private coaching. Sometimes that can make at least a temporary improvement However, some individuals just cannot or will not change. Stronger measures are required. The solution is rather obvious. The person needs to find some other way to get entertainment, and should be excused from the team.

This surgery is really “addition by subtraction.” Reason: once the problem person is removed, the entire team will breathe a sigh of relief, because now decisions and progress can occur more easily. I have had grateful team members come to me with tears of gratitude in their eyes saying, “Oh thank you! Removing Frank from the team took some courage, but we are so grateful to have the ability to navigate without him. Life will be so much better for all of us because of your action.”

Removing a problem person from a team is often a painful process. Egos can get bruised or there may be an ugly scene. My advice is to take the action, but only after you have exhausted all remedial efforts.


Don’t be Opaque

July 24, 2011

I was giving my talk on Trust and Transparency for a group recently, and the host had an interesting twist on transparency. He said that he knew certain members of management who were expert at being “opaque.” I really liked the use of the word opaque, which is the opposite of transparent. For this article, I wanted to explore the different forces operating on a manager which may lead to higher opacity and how being opaque destroys trust.

Fear that people will become enraged

If there is bad news in the offing, the managers might be concerned about letting the information out early because of fear of retribution or sabotage. If it becomes known that people will be losing jobs, then some people might (wrongly) feel there is not much to lose. Of course, there is a lot to lose any time we burn bridges with people: especially former employers.

My experience is that if people are treated with respect and dignity, even if the news is draconian, the vast majority of them will act like adults and actually be appreciative of the transparent information far in advance so preparations for a logical transition can be made. I have witnessed workers keeping a good attitude and being productive during a layoff process right up to the final hour at work and leaving with sadness coupled with dignity.

What really infuriates workers is to find out about a discontinuity on the day of the announcement, when they realize it has been in the planning stages for months. In that case, you might expect someone to throw a monkey wrench in the gears on his way out the door.

Using lack of perfect plans as an excuse

Managers often do not want to divulge information because the plans are not 100% set in stone. They reason that some information will lead to questions that cannot be answered, so they wait until all the details are known? One could always make that excuse, and yet people tolerate lack of specific details better than being kept in the dark wondering about the big picture.

Plans are always subject to revision, so it is far better to involve employees when the plans are not yet firm, because they would have the opportunity to help shape the future, even if only slightly. That involvement in the process normally leads to a higher level of acceptance in the end than if employees are kept in the dark then mouse-trapped with the bad news at the final moment.

Financial Embarrassment

Often in a transition, it becomes obvious that the people making the plans are the “haves” and the people impacted in the organization are the “have-nots.” Total transparency would mean that workers become painfully aware that they are being abused financially while the bosses are taking down huge stock options or other seemingly lavish benefits. Managers would rather not have everyone in the organization know their incentive packages or the size of their golden parachutes. It is just too embarrassing. While this reason to be opaque is actually reasonable, it does raise a huge caution flag. If management is hiding things they would be embarrassed about, isn’t there an ethical breach that needs to be addressed?

Another form of embarrassment that leads to opacity is that people may find out that the managers they work for are actually clueless. They do not know what they are doing, and are “winging it” on a daily basis. If everyone was aware of the stupidity of some corporate decisions, the managers might be subject to a lynch mob mentality among the troops. Since it is pretty difficult to “cure stupidity,” the only recourse is to figuratively hang the bastards out to dry once their lack of IQ or EQ becomes known.

Wanting to retain the best people

When there is bad news to share, it impacts everyone in the organization. The best people will have the greatest opportunity to pick up a job elsewhere for similar or even better pay and benefits. The dregs of the organization have less opportunity to go elsewhere, so if management lets out too much information too early, they are likely to end up keeping the people they want to lose and losing the people they wish to keep. Opacity seems like a strategy to forestall the exodus of needed top talent. Of course, this logic ignores the fact that the best people will be even more likely to leave once it is revealed they have been duped all along. Trust is built when information is shared freely and openly.

Needing time for cross training

Some managers will keep mum on an upcoming reorganization to allow a kind of preparation phase where people are cross trained on other jobs ostensibly for the purpose of building bench strength. Workers see through this ploy rather quickly, so the opacity cover is blown, and it becomes a kind of game environment for several months. The antidote here is to be transparent about cross training and have a continual process to keep skills broad and well sharpened. With that strategy, the need to be opaque about why training is being done vanishes, and people appreciate the variety as well as the opportunity to learn additional skill sets.

The other side of the coin

I do not claim that it is always bad strategy to be opaque in the face of changes. Usually there are legal restrictions on what information can be shared. Managers can go to jail if they divulge information about an impending move that will have a material impact on stock valuation. Also, it may be a disaster to have suppliers or the competition find out about a future move. Managers need to use good judgment as to when and how to divulge information. They also need to be aware that the rumor mill picks up on minute radar signals throughout the organization. It is not possible to truly hide the fact that “something is going on.”

When people are intentionally kept in the dark, they tend to make up stories of what is going on to fill the vacuum. The rumors are normally far worse than the action contemplated, so the beleaguered managers must do damage control on things that are not going to happen while trying to tiptoe around the truth. Trust is lost in such times because people feel managers are “playing games” with them.

My point is that it is far too easy to fall victim to some of the excuses or subterfuges mentioned above. It is usually wise to put a skeptical stance on any gag rule. Reason: Eventually the truth will come out, so any perceived advantage of not telling people is eventually lost along with the long-term damage to trust that comes with being opaque.


But I Sent an E-mail on that Last Week

July 16, 2011

My work on leadership development often focuses on communication. Reason: Poor communication is the #1 complaint in most employee satisfaction surveys. As far back as World War II communication has been a major bone of contention in organizations. Even though communication tools have morphed into all kinds of wonderful technologies, the problem is still there and even is worse today because many managers tend to rely too much on e-mail to communicate information.

In the 2011 Trust Barometer, Richard Edelman measured that about 60% of workers say they need to hear information about a company 3-5 times before they are likely to believe it. The implication is that the bar has been raised on the number of times managers need to communicate a consistent message before people are likely to internalize it.

The sad truth is that many managers put information in an e-mail and honestly believe they have communicated to people. Let’s examine some of the reasons this opinion is incorrect.

People rarely read long and complex e-mails

Managers who put out technically well-worded messages have a vision that the employees will hang onto every word and absorb all the careful “spin” that has been crafted into the verbiage. Hogwash! If it takes more than about 30 seconds to read a note, most people will only skim it for the general topic and assume they understand the message. If a manager puts out a note that is 3 pages long and takes 15 minutes to read, I suspect not 1 in 10 people are going to internalize the meaning. In fact, when most people open a note and see that the text goes “over the horizon” beyond the first page, they either delete the note without reading it or close the note and leave it in the inbox for a more convenient time. Naturally, a more convenient time does not surface, so the note is allowed to mold in the inbox like last week’s opened cheese in the refrigerator. Eventually it is thrown out in some kind of purge when the stench becomes too much to bear.

Written information needs to be augmented with verbal enhancements

The written e-mail should contain simply an outline of the salient points. True meaning should be obtained by reinforcing the key points face to face. This would also include the opportunity for personal involvement or at least dialog, so people can ponder the meaning and impact. Questions for clarification will enhance understanding.

Important conceptual topics need a third exposure (and maybe a fourth)

Some form of summary hand out, YouTube video, voicemail, text, Skype, conference call, newsletter, or podcast should be used to solidify the information. If action is required, this is a critical step that is often neglected. The boss assumes everyone got the message by an initial e-mail and is astounded that not one of his direct reports took the action he requested.

Formatting is really important

E-mail notes should be as short and easy to digest as possible. Aim to have the message internalized at a glance and with only 15-30 seconds of attention. Contrast the two notes below to see which one would be more likely to be followed by the sales force.

Example of a poorly formatted and wordy note:

I wanted to inform you all that the financial trend for this quarter is not looking good. In order to meet our goals, I believe we must enhance our sales push, especially in the South East Region and in the West. Those two regions are lagging behind at the moment, but I am sure we can catch up before the end of the quarter. Let’s increase the advertising in the local paper so that we get more buzz about the new product. The increased exposure will help now and also in the next quarter. Advertising has a way of building up sales equity. Also, I am cancelling our monthly meeting at headquarters in order to keep the sales force in the field as much as possible. This means you can give your full attention to making customer calls. I am available to travel to the regions next week if you would like to have me meet face to face with your customers. I look forward to celebrating a great success when we have our Fall Sales Meeting. Thank you very much for your extra effort at this critical time for our company… Jake Alsop

Improved format:

Let’s look forward to celebrating success at the Fall Sales Meeting. Since we are currently behind the pace (particularly in the South East and Western regions) I am asking for the following:
• Increase newspaper advertising to improve exposure
• Stay in the field this month; we will skip the meeting
• Request my help with customer presentations if you want it
Thanks…Jake

The second note would be far more likely to be read and internalized. When the sales force opens up the first note, they would see an unformatted block of text that is a burden to wade through. There are no paragraph breaks to give the eyes a rest between concepts. It contains several instructions amid redundant platitudes and drivel. The second note can be internalized at a glance, and it would be far more likely to produce results. Note the use of bullets eliminates wordy construction. Use the “Golden Rule” for writing e-mails; “Write notes that you would enjoy receiving,” and utilize many different forms of communication rather than relying on just e-mail.


Renewal

December 29, 2010

Every New Year’s Eve, I go through a kind of renewal ritual. It is my gift to myself for having done my best for the past year, and it allows me to look forward to an even better year to come. I have recommended some form of this for all people who take my leadership classes. It does not need to be done on the New Year; some people like to do this on their birthday or some other specific day of the year. The point is to designate one day to reflect on what you have done, where you are, and what you intend to do in the coming year and beyond.

I will step you through my specific ritual, but recognize I am not advocating anyone adopt this exact formula. I do believe it is critical for you to check in on yourself in a substantial way at least once a year. Doing this allows you to feel good about your past efforts and create a rational plan for the next phase of your life. I find it sad that many adults go through the motions every year and never stop to think seriously about what is happening. It is as if they expect the world to do right by them without putting any energy into it themselves. We all know the universe does not work that way. If you wish to live a productive life, it is necessary to do some serious planning.

My process starts early in the day on New Year’s Eve. I begin by going back over the calendar for the entire year and documenting all my key accomplishments. This is an uplifting start to the process, because I am reminded of the incredible forward momentum that has been built as a result of prior planning sessions. That encourages me to put more effort into the rest of the day.

I revisit the “Strategic Framework” for my business and my personal life, a document that I have been building for roughly 20 years. It exists as a PowerPoint slide deck because I am right brained and tend to think in PowerPoint. The actual slides should never be presented because they contain way too much information for anyone but myself to view. Besides, there are a number of personal issues involved in several sections.

My current Framework has sections on the following topics:

Objectives - what I am trying to get out of life and work
Values – my fundamental beliefs about the nature of people and how the world works
Vision – where I expect to be in several years
Mission – what I am trying to do right now
Behaviors – things I promise myself I will do (and hold myself accountable for doing)
Value Proposition – the contribution my business makes to society and my clients
Goals - for next year, and for 5 years out – (I do two sets of goals because the actions required to achieve my close-in goals are different from what is required to accomplish long term objectives.)
Major Accomplishments Last Year - what I have actually done, in detail
Revenue Projections – a specific financial goal for next year, and also a projection for the next 5 years.
SWOT Analysis - my strengths, weaknesses, opportunities, and threats
Strategic Plan - the handful of strategic drivers I intend to pursue to accomplish my goals based on the SWOT analysis
Tactical Plan - a list of specific activities needed to accomplish my strategy
Marketing Strategy - the promotion strategy for several categories – media, advertising, logic for reaching target groups, etc.
Sales Plan - the sales dimensions strategy document (by segment)
Publishing and Writing Plan - how many articles, where, and any books etc.
Online Presence Plan - my search engine optimization (SEO), including use of upgraded website and BLOG capabilities
Plan for Local and National Associations – including what can I afford to
keep doing (both financial and from a time perspective) & what I should stop doing
Corporate Policies & Procedures – the rules and assumptions I use to run my business
Master Strategy Team - my “Mastermind Group” as advocated by Napoleon Hill
Strategy for Teaching and Academics - how many courses, or which universities, etc.
Strategy for Optimal Speaking - patterns and associations, fee levels and pro bono strategy
Possible Partnerships – groups or individuals I want to work with in the coming year
What Makes Leadergrow Unique - statement I can use in advertising, and speaking introductions
Directional Options for Next Year - listing at least 3-5 options for course changing in my business or personal life
Mind Map of Future Options - because I think best in pictures
Detail Pages - for each option identified along with advantages and
disadvantages of each

This exercise may seem like a lot of work, but it does not need to be done all at once. You can build it up over several years. Once the initial framework is constructed, it requires only about 6-8 hours to recast the material for the coming year.

The benefit of doing this work is that, after it is done, it frees up your mind to spend maximum energy on execution rather than debating with yourself over every decision. You can confidently turn down opportunities if they do not fit your strategic plan, which creates more energy for your key drivers. Most of all, you will have the feeling that you are really charting your own course through life rather than just reacting to things that constantly come up.

I advocate some form of individual plan for every person. It does not need to be as extensive as my process, but if you will carve out a few hours every year to think about your own trajectory, your chances of living the kind of life you want will be greatly enhanced.

The process will not stop you from having setbacks or periods of angst. Life has a few “curve balls” for each of us every year. As Lou Holtz stated in Do Right, “I’m going to have at least three crises in the next 12 months, and so are you. But let me say this, and I believe it from the bottom of my heart. I have never seen a crisis that did not make us stronger if we reacted positively to it. We can all benefit from crises in our lives because they are going to happen, and a crisis is just another way to test the greatness of an individual.”

The benefit of having a concrete plan is that the vicissitudes of life will be more like ripples than tidal waves. You will be able to accomplish more in a year or two than you would otherwise do in 10 to 20 years. That is well worth one day a year to focus on your goals and strategy. Besides, it is kind of fun to invest in yourself in this way.


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.


Become Your Problem

May 31, 2010

The following story illustrates that by personifying an inanimate object, we can gain some interesting new perspectives and insights. This not only helps us understand the system at work, but it also helps us resolve complex problems. The following story is really about the nature of teams.

Looking above, I can see a very bright light that seems to be focusing directly on me. What a pain! I have to squint to see what is going on. I can see a huge face with rimless bifocals and a large moustache scanning over me like it is looking for a cavity. Yikes – to be on the safe side, I keep my mouth shut. Every so often I can see a hand come over me with fingers lightly brushing over my face. I don’t mind; I like giving pleasure to people, but this is getting tiring. Enough of this inspection, I want out of here. OOPs, I have no legs. I’m stuck here on this flat surface looking into the light. Although I have “arms” of a sort, they remain as flat and immovable as the rest of my body. I think , “this is going to be a long afternoon.”

Suddenly, I can see a reflection off the focusing metal shield attached to the light bulb. Squinting through the glare, I can actually see myself lying on a very large, flat table. I can see that my color is mostly blue, but there is one corner that’s dark green, and one section that has a bright red spot. My shape is not at all pleasing to me. I am very stocky and my “arms” look like fat peninsulas or some kind of bulbous muscle mass like Popeye used to lure fair Olive-Oil away from Brutus. Meanwhile, where my legs should be were huge gaping holes that looked like they had been blown off by some ghastly mortar round, or perhaps the crash landing of a well-aimed meteor. So, looking at myself, I am not very proud. Oh the shame!

I start looking around me. I can see that there are others in the same condition. They are all flat, and can’t move either. They all have similar colors, but none of them are exactly the same. None of them have legs, and they all have the same gaping holes where the legs should be. Their arms are similar to mine, but not exactly the same.

I begin to notice a familiar smell. It is the peppermint the old geezer is eating to hide the tobacco smell from his suspecting wife. Who is he trying to kid? The peppermint will not hide the smell that has permeated his moustache. But there is another smell that’s familiar too. It takes me back to my childhood when I lived in the toy store inside a box. Yup, that’s a cardboard smell, no doubt about it. But why is there a cardboard smell? I begin to sniff discretely toward my neighbors on the table. Who is guilty of this odor? They all smell the same, kind of musty and, definitely very old. I suspect I smell pretty bad too. Oh the shame! I always figured that God was merciful when He arranged things so we didn’t have to smell our own breath. It was probably hard for Him to figure that out, so I give Him a lot of credit and gratitude.

As the old man stands directly overhead the glare is gone and I can see the reflection of my neighbors more clearly. They are just like me; flat pieces of cardboard with funny arms and no legs. Each one has a different shape and coloring. Some even have flat sides. I figure that comes from sitting on one edge for too long in the box.

Whoa – -be careful! All of a sudden I am picked up and held very close to the bifocals. The peppermint smell nearly makes me black out. The geezer puts me down in a new place and puts the arm of neighbor directly into one of my “leg holes.” Ahaa. I have it. I am a puzzle piece! I have just been mated up with the matching piece in my sector.
Now, I begin to realize that all the pieces on the table are unique, but linked together into a system – like a Team. Each of us has a role, but the total system is very complex and needs the proper contribution from everyone. It is interesting to note that the team could not function without the support of a card table. A missing table would make it difficult to assemble the puzzle just as a team could not function without the support of management.

Thinking about the similarities between a puzzle and a team made my head swim with ideas. For example, the Geezer started the project by getting the box out, which is just like when a team is forming with members. The first thing he did was look at the picture because he needed to have a Vision as he started the project. Lack of a vision would make the task nearly impossible, just as it is for any team. Then he opened the box, which is the equivalent of having the team convene with open minds.

It is interesting that after the geezer dumped all the pieces on the table and spread them out (like a first meeting) he turned all the pieces “face up” so he could see our true colors. When some of us were face up and others face down, he was unable to understand the diversity we all bring to the team. Without considering the unique talents of each piece, the system would not function as designed. It would struggle and falter, just as many organizations do. By seeing and appreciating the diversity of each team member, the old geezer can make our system all it was meant to be.

Some members take on a leadership role. They have a unique property: corners. They let the geezer know the extreme boundaries of the capability of our team. They also provide a kind of vision to work within. Without these leaders, the system would lack focus; there would be no real purpose.

Other pieces, the ones with one flat side, are not that way due to laziness, but because they are special too. They connect the corner pieces so the old man can visualize the overall scope of the puzzle and begin to sort out the colors. They identify the boundaries of our system and show the constraints we all must respect. Without these management pieces, our system would lack control and be all over the place. Instead, we have a sense of purpose and direction – like a team’s strategic plan.

All of the pieces have a role to play in the system. It cannot work properly unless each one assumes the correct role. I take a position of pride near the junction of the tree line and sky. But what’s this huge red dot? Could it be a mistake? Maybe I am part of another puzzle. Maybe I don’t belong here. Or it could be an errant dot from the marking pen of a careless child years ago. It could even be acne! Oh the shame! I’ll just have to wait to find out.

The wife has called old geezer to dinner, so my new friends and I had a chance to chat as all puzzle pieces do when the owner isn’t around. I found out that they all enjoy being part of this system, but also rejoice in their unique contribution to the end result. We are organized into sections or quadrants in that some pieces are sky and others are trees or water, etc. We all need to know our role or contribution to the group. There are also some special pieces, like me, that are links between sections. Like the edge and corner pieces, I fulfill a role of direction for the tree and sky sections. I also provide some comic relief and confusion with my red spot. Others around me are sensitive to my difference and try not to embarrass me. I am thankful for that. Even though I am different, I have a role to play that is very important to the system.
Our system is starting to take shape and we realize that each piece has a place and that it must fit perfectly with all adjacent pieces for things to work out. You cannot force one piece to mate with another (even with a hammer or shoe heel) without damaging the system.

Finally, dinner is over and Mr. Geezer returns, this time with the wife in tow. Now, with two of them working, things are pretty hectic. For one thing, if you get picked up, it isn’t entirely clear which person has you airborne. You have to guess by the body language or smell. Mrs. Geezer’s hands smell like lemons; a remnant from her dishwashing soap. I keep looking into the reflection to see if I can get a better picture of our total system.

Suddenly, I see her. She is beautiful. Her shape is fantastic, and her colors are bright and clear, just like mine. But wait . . can it be true . . yes it is . . she has a red spot too. Oh joy – I am not alone. Hers isn’t as big and bright as mine, but for sure it’s red. The minute she sees me, her eyes light up. “What a wonderful red spot you have”, she said. “I was beginning to think there were only a few of us here.” “You mean there are others,” I asked? She reassured, “Oh yes, the old man put all the spotted ones over by the sign.” “What sign is that?” I asked. She said, “We don’t know yet, but it starts with CONG.” “Maybe they will put us back in that part of the system before they finish the puzzle.”

But things didn’t work out that way. Mr. & Mrs. Geezer worked late into the night. The peppermint supply was reduced to sticky wrappers in the wastebasket. One by one all the pieces with spots were brought over to my area between the trees and sky. That left the area of the sign open to be filled in more with, “CONGRA, “YO,” and “GSAW”. On and on it went until shortly before midnight they had the puzzle completed. I was locked in with my new girlfriend, which felt pretty special. Also, my red spot was just one of many around me in a circular pattern. I could clearly see the outline of a fireworks shell bursting just above the tree line. I looked over at the sign, it said, “CONGRATULATIONS, YOU NOW KNOW WHY A JIGSAW PUZZLE IS LIKE A TEAM”.

Finally, I was impressed to find out that puzzle pieces have a sex life. Mrs. Geezer noted each piece had four partners, and was so embarrassed she had to avert her eyes. Oh the shame!


Model for Building Trust

July 10, 2009

THE OBLITERATION OF trust in recent years has been alarming. Once lost, trust is difficult to rebuild. Leaders need to learn how to build trust consistently and prevent major trust withdrawals. My model for building trust has three elements:

1. Table stakes. These basic building blocks of integrity must be present to kindle trust. In poker, you must ante up table stakes to play. Things like being honest, being open, communicating, being consistent, and being ethical simply must be in play as table stakes or the leader has no chance.

2. Enabling actions. These actions build trust further once the table stakes are present. Here are some examples: following up, advocating well, being fair, and admitting mistakes. These actions enable the leader to withstand trust withdrawals that happen as a result of ill-advised decisions or unfortunate circumstances.

Table stakes and enabling actions are necessary but insufficient conditions for trust to kindle and endure. Without “reinforcing candor”, the table stakes and enabling actions may build trust alittle, but their potency is blunted.

3. Reinforcing candor. This is the ability to make people glad they expressed a concern with a leader’s inconsistency. Usually, people are punished for expressing a concern with the leader’s actions. When high trust and transparency are present, the leader can 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. When candor is not reinforced, people hide their true feelings and do not challenge the leader, so trust is hard to maintain. Leaders who consistently reinforce candor build a culture where trust grows and deepens.

View graphic of model  http://www.leadergrow.com/TRUST9e.png


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