Leadership Barometer 20 Lower Credibility Gap

October 16, 2019

There are hundreds of assessments for leaders. The content and quality of these assessments vary greatly. You can spend a lot of time and money taking surveys to tell you the quality of your leadership.

There are a few leading indicators that can be used to give a pretty good picture of the overall quality of your leadership. Here is one of my favorite measures.

Lowers Credibility Gap

In any organization there exist credibility gaps between layers. These gaps lower the trust within the organization and make good communication more difficult. Great leaders have a knack for lowering these gaps by filling in believable information in both directions: up and down.

When there is tension between one layer and another, great leaders work to find out the root cause of the disconnect.

It could be a nasty rumor, it could be based on a prior breach of trust, it might be an impending reorganization or merger, it could be due to an outside force like a new government restriction. Whatever the root cause will determine the key to elimination of the gap.

Use your nose

Excellent leaders have a nose for these problems and head them off while the gap is a small crack and before it becomes like the Grand Canyon. They help people breach the divide by getting the two levels to communicate and really negotiate a better position.

Weak leaders are more like victims who wait till the battle is raging and the chasm is too broad to cross without a major investment in a bridge.

Silo thinking vs. Team mates

The insight that usually helps is to remind the differing camps that they are really on the same team.  Silo thinking leads to animosity between groups.  Great leaders remind people that they share common goals at a higher level. There is no need for warfare.

A leader who has this skill is easy to spot because there are few paralyzing situations that have to be resolved. If you are one of those leaders, it will be evident. If you are not, it will also be evident. Seek to knit the organization together at every opportunity.

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.


Trust: Top Down or Bottom Up?

July 14, 2013

Top DownIn an organization, trust is generated from the top down rather than the bottom up. Sure, it is important for employees as well as leaders to be trustworthy, but the culture that allows trust to kindle and flourish is usually created by the leaders of the organization rather than the workers.

It is astonishing for me to see the blind spots that many leaders have about how pivotal their behaviors are to how trust is manifest in their entire organization. If the top leader or leaders do not act with integrity and consistency, it creates loops of “work around” activity in all of the other layers. There gets to be a kind of pseudo-trust where people look the part and act the part on the surface, but it is only skin deep. Under the surface, the ability to hold onto trust is as leaky as a bucket that has been used for target practice.

Of all the behaviors leaders display, I think one shines out as being by far the most powerful for sustaining trust, yet simultaneously the most difficult for leaders to master. That is the ability to create an environment free of fear for disclosing one’s opinions about the leader’s actions. In most cultures, people are punished if they express reservations about what the leader is saying or doing. Those cultures continually dampen the ability to sustain real trust, and you get the plastic variety that is evident in many environments.

In brilliant organizations, leaders encourage and reward sharing of scary stuff. I call this skill “reinforcing candor,” because it means the leader is not only open to criticism but actively seeks it. The few leaders who are able to understand the power of reinforcing candor have an easy time building trust and rebuilding trust that has been compromised. This trust is genuine and sustainable; it is not the faux-trust that is so common in most organizations.

If the generation and maintenance of trust is mostly a top down affair, the ability to destroy trust is more balanced. It is just as easy for the rank and file employees to destroy what trust is there as it is for leaders to do it. Acting in ways that show low integrity is the most common method of harpooning sincere efforts to build more trust. Leaders destroy trust when they are duplicitous and fail to follow through on promises. Employees trash trust when they act without integrity in numerous ways, like stealing from the company or spreading rumors.

The nature of trust is that it is always a relative thing. Trust fluctuates based on the situational context of current actions. One should not always expect to find high trust in any area, even the best ones. There are going to be peaks and valleys, and the smart organizations seek a good average and try to dampen out the spikes, both high and low. It is possible for most groups to make great strides in the trust level if they simply work to understand it and improve it daily. Leaders should not become discouraged if there is a lapse in trust; rather, they should redouble their efforts to maintain it.