Building Trust When Operating from Home

April 2, 2020

In the current environment, many teams are forced to operate remotely. This article is based on one that I wrote with Nancy Settle Murphy in 2013 and recently modified to apply in today’s pandemic conditions.

I think Nancy is one of the most effective consultants to help build more cohesive remote groups. Her blog “Communique by Guided Insights” is normally centered on how to operate effectively with a virtual team.

Today’s astonishing economic and social distancing situation affects virtually every working individual around the globe. As organizations are forced to make drastic cuts and other difficult changes to remain viable, the need for competent, credible, trustworthy leaders has never been greater.

At the same time, the very nature of our global pandemic and economic collapse has bred deep distrust for many business leaders, money managers, politicians and others who contributed or are reacting to the current morass.

Leading an organization through turbulent times requires an uncommon ability to inspire trust. But when people are geographically dispersed, especially in scary times, they are far more likely to be fearful, suspicious and immobilized in the absence of trust.

Industry studies show that in the best of times high-trust teams are between 200-300% more productive than low-trust teams. In tough times, that delta is likely to be even greater. That’s why organizations that operate virtual teams need leaders who know how to earn and cultivate trust among teams that feel increasing pressure to perform.

Here are nine practical tips for leaders who struggle to maintain trust in these troubled times.

1. Verify a vision and goals eye-to-eye.

Without a shared vision and focus, conflict and distrust become frequent and harder to resolve. Virtual teams have few opportunities to test for shared meaning, validate assumptions, and spot disconnects before they become problems.

Arguably, this alignment might be achieved through a series of superbly-executed team calls and online conferences; but in reality, the surest and easiest way to galvanize a team is to bring people together face-to-face, if not in person, then virtually live.

Once coalesced, the team can then modify goals and verify buy-in from afar on a regular basis. All team members need a palpable connection with the root vision. Without it, the best intentions of team leaders are likely to fall short.

2. Agree on a shared set of team principles, behaviors and norms.

To build trust, all team members need to hold each other accountable to some standards of behavior. If these principles are nothing more than vague intentions or fuzzy “feel good” rules, they won’t provide the specificity members need to call each other out in case of a transgression.

When leaders permit some members to violate agreed-upon norms, they risk their credibility with team members who expect them to enforce the rules.

An example of team behavior that can help enforce desired behavior: “We will eliminate ‘silent no’s’ from our conference calls.” (A “silent no” is when a member of the call does not agree with the conclusions but does not voice objections and instead works to undermine the decision, destroying solidarity and trust in the process.)

3. Reinforce candor.

To foster a culture of trust, the leader needs to ensure people are not worried about being punished for voicing their reservations or concerns. The ability of a leader to encourage and reinforce candor lies at the heart of the trust-building process.

When people are naturally paranoid about their longevity in an organization, they will stifle any misgivings unless the leader is explicit about the safety of voicing concerns. Trust cannot grow in an environment where people are scared to speak their truth.

4. Anticipate and address stress points.

When people feel pressured to perform, unattractive behaviors such as finger-pointing and defensiveness can emerge. When team members can’t have face-to-face conversations to smooth ruffled feathers, such behavior can quickly derail even the most well-aligned team.

By creating a culture of mutual support and respect, team members can minimize the fall-out after a misstep. Establishing ground rules related to giving and taking responsibility, solving problems and escalating issues can help.

Creating norms around communications during times of conflict or dissension are essential. The leader’s behavior sets the stage for all members. If lapses should occur, the leader needs to acknowledge them as such, lest team members assume they can follow suit and violate other norms.

5. When in doubt, reveal more rather than less.

Team leaders are often privy to inside information to which others don’t have access. Err on the side of being more transparent rather than less, providing you don’t violate any policies.

Even in the best of times, remote team members may feel left out of the communication loop. But when futures seem uncertain, remote team members may feel even more discomfited and disconnected.

Team leaders might open each Zoom by asking members what rumors they’ve been hearing, and then address each point with the latest, most accurate information they have.

If team members seem reticent, open an anonymous virtual conference area where team members can pose questions or express concerns, to which team leaders can respond to the team as a whole.

6. Celebrate the small wins.

Especially in these difficult times, it’s important to highlight the good things that happen in small ways on a daily basis. In addition to recognizing achievements and milestones, team leaders might also acknowledge instances of collaboration or creative use of resources.

Leaders might establish a program where members can recommend other team members for a reward based on behaviors or actions that contribute to the success of the whole team.

For example, members might earn rewards doing more than their share to keep the project on track or finding “free” resources. Rewards can include a gift certificate for an online store or a personal note sent to the person’s home.

When setting formal team goals, make sure that the team has many opportunities to celebrate milestones and that the goals always have the appropriate amount of reach.

7. Encourage creativity and reasonable risk taking.

Surviving in today’s tough climate requires courage, creativity and a certain amount of fearlessness. This is particularly true for health workers or other vital service providers.

Team leaders need to be clear about the type of risks that are allowed, versus those the organization cannot afford to take. Once ground rules are in place, team leaders can find ways to move creative ideas into action.

For example, brainstorming sessions can be set up via phone or virtual conference area where all team members can easily contribute a volley of ideas, which can then be vetted and acted upon.

Even when new ideas don’t pan out as planned, team leaders should congratulate team members for their creativity, helping to cultivate an innovative, energized, and supportive environment that is so important in difficult times.

8. Keep an eye out for the small problems.

In some remote teams, members may have never even met each other or may have only a superficial relationship. As a result, it can take a long time to cultivate trust, especially when in-person interactions are limited.

When team members don’t feel entirely comfortable having candid conversations, little annoyances can lead to big problems. Since people may be feeling near their endurance limit with personal issues, they may be more short-tempered than normal.

Team leaders need to be vigilant about addressing small rifts and immediately bring team members back to the sense of purpose. In some cases, this requires an open conversation with the whole team, and in others, a private phone conversation may be more appropriate.

If turf battles become too much of a distraction, it may be time to bring all or some team members together on one Zoom to settle differences and repair relationships. The way leaders can prevent silos from forming is to continually remind the groups that they share a common goal at the next higher level.

9. When draconian actions are required, let people grieve.

Nearly all businesses will need to make increasingly difficult decisions to remain viable. Layoffs, salary freezes, pay cuts, forced furloughs, divestitures, and mergers all take a huge emotional toll on the workers who remain.

Leaders should encourage team members to discuss their sense of loss and talk about their grief rather than giving members a cheerful pep talk or ignoring the pervasive sense of loss.

In the wake of each such change, leaders can start team calls by asking people how they are feeling. Remember that individuals need to go through the stages of the grieving process (anticipation, ending, transition, and beginning) in their own way and time.

Having time to grieve allows people to become fully functioning players in the new order rather than continually mourning for what was lost. When individuals are part of the rebuilding process, they’ll be more emotionally committed to the success of the team.

Keeping a team motivated, energized and productive during times like these will test the mettle of even the most accomplished leader. But when team members work remotely, team leaders must take extraordinary measures to cultivate mutual trust and a truly level playing field among everyone on the team.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations



Leadership Barometer 43 Toxic Leaders

March 22, 2020

We are all familiar with the word “toxic” and recognize that toxic substances are known to cause human beings serious injury or death. We are also aware that some individuals have mastered the skill of being toxic to other people.

When a toxic person is the leader of an organization, the performance of that unit will typically be less than half what it would be under a leader who builds trust. There is documented evidence (see Trust Across America statistics) that high trust groups outperform low trust groups by a factor of two to five times.

Thankfully, the majority of leaders are not toxic. One estimate given by LTG Walter F. Ulmer in an article entitled “Toxic Leadership” (Army, June 2012) is that 30-50% of leaders are essentially transformational, while only 8-10% are essentially toxic. The unfortunate reality is that one toxic leader in an organization does such incredible damage, he or she can bring down an entire culture without even realizing it.

Why would a leader speak and behave in a toxic way if he or she recognizes the harm being done to the organization?

Is it because leaders are just not aware of the link between their behaviors and performance of the group?

Is it because they are totally unaware of the fact that their actions are toxic to others?

Is it because they are lazy and just prefer to bark out orders rather than work to encourage people?

While there are instances where any of these modes might be in play, I think other mechanisms are responsible for most of the lamentable behaviors of toxic leaders.

Toxic leaders do understand that employees are generally unhappy working under them. What they fail to see is the incredible leverage they are leaving off the table. They just do not believe there is a better way to manage, otherwise they would do that.

If you are in an organization, there is a possibility you are in daily contact with one or more toxic leaders. There are three possibilities here: 1) you have a leader working for you who is toxic, 2) you are a toxic leader yourself, but do not know it or want to admit it, or 3) you are working for a toxic leader or have one higher in the chain of command. I will give some tips you can use for each of these cases.

Toxic Leader Working for you

This person needs to become more aware that he or she is operating at cross purposes to the goals of the organization. Do this through education and coaching. Once awareness is there, then you can begin to shape the behavior through leadership development and reinforcement. It may be that this person is just not a good fit for a leadership role. If the behaviors are not improved, then this leader should be removed.

You are a toxic leader

It is probably not obvious to you how much damage is being done by your treatment of other people. They are afraid to tell you what is actually going on, so you are getting grudging compliance and leaving their maximum discretionary effort unavailable to the organization. Trust will not grow in an environment of fear.

The antidote here is to genuinely assess your own level of toxicity and change it if you are not happy with the answer. This can be accomplished through getting a leadership coach or getting some excellent training. Try to read at least one good leadership book every month.

You are working for a toxic leader

In my experience, this is the most common situation. It is difficult and dangerous to retrofit your boss to be less toxic. My favorite saying for this situation is, “Never wrestle a pig. You get all muddy and the pig loves it.”

So what can you do that will have a positive impact on the situation without risking loss of employment? Here are some ideas that may help, depending on how severe the problem is and how open minded your boss is:

1. Create a leadership growth activity in your area and invite the boss to participate. Use a “lunch and learn” format where various leaders review some great books on leadership. I would start with some of the Warren Bennis books or perhaps Jim Collins’ Good to Great.

2. Suggest that part of the performance gap is a lack of trust in higher management and get some dialog on how this could be improved. By getting the boss to verbalize a dissatisfaction with the status quo, you can gently shape the issue back to the leader’s behaviors. The idea is to build a recognition of the causal relationship between culture and performance.

3. Show some of the statistical data that is available that links higher trust to greater productivity. The Trust Across America Website is a great source of this information.

4. Bring in a speaker who specializes in improving culture for a quarterly meeting. Try to get the speaker to interface with the problem leader personally offline. If the leader can see some glimmer of hope that a different way of operating would provide the improvements he or she is seeking, then some progress can be made.

5. Suggest some leadership development training for all levels in the organization. Here it is not necessary to identify the specific leader as “the problem,” rather, discuss how improved leadership behaviors at all levels would greatly benefit the organization.

6. Reinforce any small directional baby steps in the right direction the leader inadvertently shows. Reinforcement from below can be highly effective if it is sincere. You can actually shape the behavior of your boss by frequent reminders of the things he or she is doing right.

It is a rare leader who will admit, “Our performance is far off the mark, and since I am in charge, it must be that my behaviors are preventing people from giving the organization their maximum discretionary effort.”

Those senior leaders who would seriously consider this statement are the ones who can find ways to change through training and coaching. They are the ones who have the better future.

Most toxic leaders will remain with their habits that sap the vital energy from people and take their organizations in exactly the opposite direction from where they want to go.

Another key reason why toxic leaders fail to see the opportunity staring them in the face is a misconception about Leadership Development. The typical comment is, “We are not into the touchy-feely stuff here. We do not dance around the maypole and sing Kum-ba-yah while toasting marshmallows by the campfire.”

The problem here is that several leadership training methods in the past have used outdoor experiential training to teach the impact of good teamwork and togetherness. Senior leaders often feel too serious and dignified for that kind of frivolity, so they sit in their offices and honestly believe any remedial training needs to be directed toward the junior leaders.

To reduce the impact of a toxic leader, follow the steps outlined above, and you may be able to make a large shift in performance over time while preserving your job. You can even use this article as food for thought and pass it around the office to generate dialog on how to chart a better future for the organization.




Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.




Leadership Barometer 40 Turnover

March 2, 2020

Is employee turnover killing your company? Turnover is one of the most significant, and avoidable inhibitors of profit. The US national average for turnover usually runs between 2-3% per month, whereas the top 100 companies often have a turnover rate of only 2-3% in an entire year.

In this article, I put a spotlight on the turnover problem and offer some antidotes that are common sense but sometimes not common practice.

For professionals, the cost of replacing an employee is roughly the annual salary of the individual. That means a company with 1000 people, each with an average annual salary of $48K, will lose more than $17 million per year due to turnover. These costs go directly to the bottom line in good times and bad.

Even in periods of high unemployment, turnover is still a problem for most groups. When jobs are scarce, workers may not leave immediately, but they are quietly planning on exiting once the job market improves.

One recent estimate is that 40% of workers are unhappy and plan to move within the next year if jobs become available (National Labor Statistics). That would mean a dramatic rise in turnover costs and a significant shift of the best talent from organizations with poor practices to those with stronger cultures.
How can we fight this needless drain? Here are seven key factors that can help you reduce turnover in your organization:

Supervision

When people decide to leave an organization, it is most often the result of dissatisfaction with their direct supervisor. The most important thing to improve is the quality of leadership at all levels. Teaching supervisors and managers how to create the right culture makes a huge difference in turnover.

Unfortunately, when money is tight, often the first thing that gets cut is training. Improving leadership at all levels needs to be a continual investment, not a one-time event when someone gets promoted to a supervisory role.

Supervisors who are well trained recognize their primary function is to create a culture where people are engaged in the work and want the organization to succeed. These people rarely leave because they are happy where they are.

Compensation

Pay is often cited as a reason for people leaving an organization. Pay may be a factor in some cases, but it is often just the excuse. What is really happening is that the work environment is intolerable, so the remuneration for the grief to be endured is not a good tradeoff. We need to teach managers to improve the trust level within the organization.

High trust organizations can pay workers non-inflated wages and still have excellent retention rates. There are numerous examples of this. One of them is Zappos, where they have such a great culture, that when employees are offered $2000 to leave, they do not take it.

In Drive: The Surprising Truth About What Motivates Us, Dan Pink points out that the relationship between pay and motivation is not what most people think. He cites several studies that show a pattern where higher pay can actually lead to poorer performance.

Pink advocates paying people enough so that the issue of money is off the table. Then three other conditions, Autonomy, Mastery, and Purpose, will take over as the key drivers to satisfaction and motivation, and therefore, retention.

A better future

Another key factor that causes people to leave is lack of a path forward. Employees who can visualize some pathway to a better future will generally stick around to experience it. Training and development are a key enablers for people to know there is a brighter future. Cross training is a particularly helpful way to have employees feel they are being developed to be more important to their organization. Cross training also helps make the work environment more interesting.

A family atmosphere

If you read about the culture of the top companies worldwide, there are many common themes. One of these is that employees describe their work associates as their extended family. They cherish the relationships with their co-workers. Sure, there will be some squabbles and an occasional lecherous uncle, but the overarching atmosphere is one of a nurturing and caring group of people similar to a family. Who would want to leave that environment?

Freedom

Enabling people to do their own work without being micromanaged is a characteristic of organizations that are good at retaining people. Nothing is more irritating than being ordered to do things in a certain way by a condescending boss who does not really understand the process as well as you do.

The ability to use one’s own initiative and creativity to get the job done right helps build self esteem, which is a key ingredient in the retention of people.

Recognition

Knowing that someone cares about you and recognizes your efforts and accomplishments goes a long way toward building employee loyalty. A loyal employee is not out there looking for another position. Instead, he or she is thinking about how the organization’s success can be enhanced through even more effort. The collective muscle of thousands of employees who each feel that way is amazing to behold.

Safety

Many organizations live on the edge of impending disaster. The competitive world has forced legions of companies to downsize on a regular basis simply to survive. When employees witness the revolving door that occurs as a result of things they cannot control, you can’t blame them for wanting to find a safer mode of transport through their career.

If the other suggestions above are followed religiously, then the organization will have a lower risk of having to lay off people, so they will enjoy a lower turnover rate.

These seven factors are not an exhaustive list, but I contend that groups who focus on these seven conditions and understand the dynamics will have consistently lower turnover rates, saving millions of dollars each year. That advantage is sustainable and scalable. It just requires leaders at the top who are skillful and relentless at applying these principles.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind.


Body Language 67 Afraid

February 14, 2020

A person who is experiencing fear may show it in several different ways with his or her body language.

In this article I will highlight the most common ways people express fear without speaking. First, we need to understand that there are an infinite number of different sources and magnitudes of fear.

You might be afraid that the rumor you heard about a layoff this month could be true. Depending on your seniority and several other factors, you could be afraid of losing your job.

On the other extreme, I may be convinced there is a thief with a gun in my apartment about to enter the room where I am trying to sleep.

The type and intensity of the body language signals will depend not only on the reason I am afraid but also my current ability to tolerate uncertainty and not show it. This spectrum of signals makes the interpretation of one’s body language signals a chancy endeavor.

As with all body language, when trying to interpret what you see, you need to take into account several factors:

1. Is there a cluster of signals that all point in the same direction? If so, that will greatly enhance a correct diagnosis

2. Is this person from a culture different from the one I am most familiar with? Although fear is a primal feeling, how it is expressed in body language can be unique to a specific culture. The likelihood of misinterpretation goes up dramatically if you are observing a person from a different culture than your own.

3. Is the observed body language as a result of a specific stimulus or is it a habitual pattern for this person?

4. If there is a specific stimulus, is the reaction immediately following the stimulus, or is there a delayed reaction?

5. Is the person picking up and mimicking another person who is making an overt signal of fear? If so, the gesture may not be genuine; it could be an imitation.

6. Is the person making an attempt to hide the emotion, or is the reaction obvious to everyone?

7. Is the person consciously attempting to look a certain way or is the reaction an unconscious and authentic gesture, at least at first?

These are the main factors that will influence the specific gesture in reaction to fear. Here are some of the common facial and body reactions to fear that we have all seen at some point.

Contorted Facial Muscles

The narrowing of the eyebrows and wrinkling of the forehead is a pretty good give away that the person is experiencing fear. You need to be careful though, because the same facial contortions are common with anger. Look for more corroborating signals.

Hands to the mouth

Usually both hands will go to the mouth when a person is experiencing high fear. It may take the form of symbolically biting the nails, or it may be to actually cover the mouth and eyes. The person is trying to disappear from sight.

Arms outstretched

Another gesture of fear is a kind of blocking motion made by outstretching the arms in front of the person with palms facing the thing being blocked. Here, the idea is to put up a figurative wall between yourself and the offending person, animal, or thing. In this gesture, the head may be lowered and shoulders raised as we cower in fear. The posture is to make yourself a smaller target.

Behind an object or blanket

Children will often express fear by hiding behind something, like a couch cushion or a blanket, then the gesture is to peek out ever-so-slightly from behind the safety of the screen. Adults often hide behind other items or excuses. If one is afraid of the outcome of an effort, the fear may be manifest in procrastination.

Open mouth

The mouth is usually open when a person is experiencing high fear. The idea is to give a symbolic primal scream, even if the sound is inaudible. People in fear do not look tight lipped, instead they normally will be showing their teeth.

In a business environment, be alert to less obvious, but symbolically equivalent signs of fear in a person. Reach out to determine the nature of the fear and attempt to engage the person in some dialog about it.

The verbalization of fear and the brainstorming of ways to mitigate the angst are both ways to calm the person down. Helping another person who is in mild fear regain his equilibrium is an excellent way to build rapport and trust.

Adults develop patterns to help them deal with fear in ways that may not show in overt body language. They use compensating actions, and if you can recognize these signs, you can address the underlying cause to help the person, even though no specific physical signals are evident.

This is a part in a series of articles on “Body Language” by Bob Whipple “The Trust Ambassador.”


Body Language 56 Thumbs Up

November 29, 2019

The thumbs up gesture is very common and generally has a positive meaning, at least in Western cultures. There are many different interpretations of a thumbs up, so you need to pay attention to the context around the gesture.

Here are some possible meanings of a thumbs up and some contrasts with a thumbs down posture.

Way to go

A thumbs up signals approval of something said or done by another person. It is an affirming gesture that does not require words. The gesture conveys pride in what the other person has done.

I agree

When someone wants to signal agreement, the thumbs up movement will convey that message clearly. Of course, the opposite is true when the thumb is pointing down.

This meaning was evident in the famous “thumbs down” nay vote by John McCain in the Senate in July 2017, when he cast the pivotal declining vote on the Repeal of Obamacare. He said no words while casting his vote, but his thumb did the talking for him. Mitch McConnell was wincing in the background.

Go get ‘em

The thumbs up gesture is a way of encouraging an athlete or any person who is going into competition. The connotation is “I’m rooting for you.”

I’ve got your back

The gesture is often used to signal support for another person who is feeling unsure about doing an upcoming task correctly. The meaning here is “don’t worry, you will do great.”

Gratitude

The thumbs up sign can mean “thank you” when someone has done something special. It can also be a way of acknowledging a thank you from another person. Here the meaning is “you’re welcome.”

Comfort

When a person is hurting or grieving, a thumbs up gesture might be used as a show of support and empathy for the person. Obviously you need to consider the personal preferences of the individual and your relationship with that person before using the gesture in this way.

Cultural differences

Like most body language, the thumbs up gesture is culturally specific, so do not use the gesture in Australia, Greece, Russia, or the Middle East, because it may be interpreted as “up yours.” This is particularly true if the thumb is jerked upward, as in a hitch-hiking motion.

Be alert when you see a thumbs up gesture that it may mean many different things depending on the situation involved or the culture in which it is used. The interpretation is also highly dependent on the relationship between the two people. Use the gesture when it will be helpful and well received.

This is a part in a series of articles on “Body Language” by Bob Whipple “The Trust Ambassador.”


Leadership Barometer 25 Drive Out Fear

November 18, 2019

Number eight of Deming’s Famous 14 Points was “Drive Out Fear.” In just three words, the long-deceased quality genius put his finger on the most important concept in building and maintaining trust.

I have a favorite quote that I use on my website: “The absence of fear is the incubator of trust.” It seems a little backward to describe the lack of something to be the cause of something else, but I really do believe that is the case. When there is low fear in a culture, trust will grow spontaneously, like the mold on last week’s bread, only in this case the mold is good.

If we turn the logic around, there are a number of positive leader behaviors that do cause trust to grow.  If you think about it, these behaviors are easy to name.  Consider the following (incomplete) list:

  1. Do what you say (walk your talk)
  2. Act in a consistent manner
  3. Treat people with respect
  4. Honor your commitments
  5. Be honest
  6. Be transparent
  7. Admit mistakes

We know all these things, and we could list hundreds of behaviors that contribute to building trust on a daily basis. They all work, and yet the power of each one is significantly blunted if the general environment is one of fear.

If you are a leader, of course you need to model the seven behaviors above, along with the others I did not name, but doing that alone will not get you to the promised land.

You need to create a culture of low fear, and you will see the impact of the other behaviors is like they are all on steroids. So the question becomes, how does a leader create a culture of low fear?  The answer is simple, but most leaders have a difficult time doing it, which is the reason trust is so low in most organizations.

You lower fear when you make people glad when they bring up a contrary opinion to what you thought was right. Of course, people need to bring up the disconnect in a respectful manner as opposed to an obnoxious way.  When you make people glad they brought up their concern and reward them for doing that rather than punishing them, it lowers fear within your group.

You make it safe for people to tell you things that you perhaps did not want to hear. I call the behavior “reinforcing candor,” and I believe leaders who have the ability to exhibit this behavior consistently will build the highest trust organizations.

Since high trust is linked to outstanding performance, morale, and low turnover, the benefits of learning how to reinforce candor are immense. This set of behaviors become the super sauce of excellent leadership.  Learn how to reinforce candor; for sure you will become an elite leader.

Bob Whipple is CEO of Leadergrow Inc., a company dedicated to growing leaders. He speaks and conducts seminars on building trust in organizations.


Leadership Barometer 23 Creates Winners

November 5, 2019

Here is a good barometer to test the quality of your leadership.

Leaders Create Winners

On this dimension it is easy to see the difference between a good leader and a poor one. Just look at the faces of people in the organization as they go about their daily tasks. Do they look like winners or losers? This is the easiest and quickest way to measure the caliber of a leader.

Great leaders find a way to create a whole society of winners in their organization. Oh sure, not 100% of the people are going to feel great 100% of the time.

That would be impossible, but the overarching mood is one of turned on people who are really in control of their fate as much as society will allow them to be.

They feel good, and people who feel good work well. Also winners tend to have high trust in their leaders and their peers. That is a significant advantage in any culture.

They are what Ken Blanchard refers to as “gung ho.” Coming to work is exciting and rewarding because they are making a better world for themselves.

That is the true definition of success as coined by Earl Nightingale. He said, “Success is the progressive realization of a worthy ideal.” People under a great leader are successful according to this definition because they are realizing their worthy ideal on a daily basis.

The contrast here is pretty stark, because people who work for poor leaders feel trapped.

They need a job in order to eat and support their family, but they are far more turned on by organizing a Cub Scout picnic than by making cars or airplanes at work.

They live for the things they get outside work and tolerate the abuse on a daily basis to fund the next mortgage payment and buy the meat.

If you want to measure how good a leader is, just talk to the people and find out where on this spectrum most people live.

If it is toward the empowered side and people feel like winners, their leader is a good one. If they feel like victims and work simply to get by, chances are their leader is not a very good one.

We do have to be careful in these comparisons to take into account the time a leader has been around.

You cannot expect a sick culture to be turned around in a couple weeks. But my contention is that it does not take years for a really good leader to turn around a tough situation.

In my experience a great leader can make a huge impact in even the most challenging organization within a year, often within 6 months.

Bob Whipple is CEO of Leadergrow Inc., a company dedicated to growing leaders. He speaks and conducts seminars on building trust in organizations. He can be reached at bwhipple@leadergrow.com or 585-392-7763.