Leaders: Hold Yourself Accountable

September 26, 2016

I work with leaders every day and focus on helping them build higher trust in their organizations. One observation I have made over the years is that nearly all leaders are passionate about accountability.

They do their best to make sure people in the organization produce the right things in the right ways and hold them accountable for doing so.

Unfortunately, I see very few leaders who are willing to step up to their own accountability. It is just not something that crosses their minds very often.

If something is wrong, they will blame the managers, or supervisors, or suppliers, or workers, or the government, or any other person or thing that is handy for the problems that hold the organization back.

The culture of every organization is created at the top and moves through the organization like water flowing down a mountain stream. If there are problems at any level of the organization, the top leader shares culpability because the buck stops at the top, where the source is located.

Case Example

Let’s take a case example and show the stubborn consistency of this theory. Suppose an organization has some delivery problems. They are making large engines to go into military vehicles, and they keep missing the deadlines.

The vehicle assembly company is missing their delivery dates because the engines are late. Financial penalties are imposed, and the profitability is impacted to the degree that the CEO is alarmed. He demands to know who is accountable for the delays.

He finds out that some of the suppliers have been sending low quality parts that require a lot of rework. The purchasing manager is called on the carpet for not creating a more specific quality specification. The incoming inspection manager is faulted for not catching the errors at the receiving dock.

The CEO calls in the production manager and demands to know why productivity on the line is down by 18% this year. The manager tells the CEO that people are really upset because of no raises in 3 years.

The CEO wanders out on the production line and sees 9 engines lined up to be reworked. He chews out the quality inspector who tries to explain that the finish on the cylinder bores is too rough.

He also notices that there is a lot more clutter than normal on the production floor and asks the supervisor why, only to find out the cleaning crew has staged an informal work slowdown. They take extended breaks and goof off, and their supervisor lets them get away with working only a couple hours a day.

By now the CEO is fuming. It is obvious why things are going wrong in every corner of the building. People at all levels are not doing the right things, and the whole organization is over budget, late, and producing a low quality product.

Now suppose this CEO decided to bring in a consultant to help get things back on track. He tells the consultant that all of the managers and supervisors need some basic training in how to do their jobs better and how to “motivate the troops.”

The consultant decides to do some checking before making a recommendation. She spends a few days looking at the data and talking with people all over the operation, then she reports back her assessment.

The CEO meets with the consultant, and is all ears on what needs to be done to bring the operation back into control. The consultant recommends that the CEO push his chair back from his desk, stand up, walk down the hall and go into the men’s room.

She suggests he take a good long look in the mirror at the source of his problems and ask himself some tough questions such as the following:

• Morale is terrible in this plant, and as the CEO, how have I been contributing to this problem?

• What is keeping me from fully holding myself accountable for this awful situation?

• In what ways have I been trying to lay the blame on the supervisors, employees, bad economy, suppliers, business downturn, competition, etc., and how can I deal with the current situations and business environment in a more empowering and effective way for all concerned?

• What fundamental changes in the structure, behaviors, values, and vision am I going to make to completely change the environment?

• What behaviors do I need to change at my level, starting right now, to build a culture of higher trust?

• In what ways can I change the attitudes of the workers by changing my own attitudes and behaviors?

• Since bonuses, or picnics, or parties, or hat days are not going to have much impact on long term motivation, how can I find out what really will inspire people and then implement the proper changes to the environment?

• How can I be a better mentor for my supervisors as well as train them to be better mentors to their own staff?

• How am I going to find a way to quadruple the time I have available to communicate with people?

• Do I need assistance to solve these issues? If so, what kind of help could I use and where can I find it?

• How can I know if, or when, it is time to pursue other opportunities and let someone with a different skill set handle the turnaround? Maybe someone else should be leading this company, since I have messed it up so badly.

Now the CEO is faced with an awful truth: the root cause of the problem is him. If he heeds the advice of the consultant, it means he needs to start by holding himself accountable, but that hurts too much.

It is so much easier to spot the symptoms and hold everyone else accountable. Unfortunately this CEO is not likely to hire that consultant, yet the advice he is hearing is spot on.

If we can get more top leaders to view their responsibility as creating a great culture where things work because everyone in the organization is turned on by the vision and trust in leadership is high, then excellence is possible.

It takes a wise and humble leader to view his or her role as creator and maintainer of the culture. Those who can do it will thrive, those who simply blame others will eventually fail.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


End Manager and Worker Misalignment

May 21, 2016

Between my own consulting and online teaching of MBA students all over the world, I have been fortunate to study the cultures of literally thousands of organizations: large and small, profit and not for profit, government, and NGOs.

Once I get past the window dressing of how these organizations wish to appear to the outside world, I find some hurtful things that are common. One of the most frequent problems is a kind of “we versus they” thinking between the management levels and the workers. This article examines why this symptom is so common and suggests eight ways to mitigate the problem.

The fundamental cause of what I call the “two sides mentality” is a lack of true alignment. Most organizations have invested big bucks into developing a “strategy,” which includes things like Values, Vision, Mission, Purpose, Key Result Areas, Tactics, and Measures. These essential elements are usually developed by small teams of managers who cloister themselves away in a hotel or something for a few days to bang out the strategy.

Then, as the ink is drying on the pages, the discussion turns to how this brilliant plan is going to be communicated to the mass of workers in order to get “buy in” from the people “in the trenches.” Eventually there is a “roll out” of the information which inevitably is communicated BY the managers TO the workers. Notice the hackneyed expressions I used above are the actual words that are used, even today in the real world – amazing! If you listen, you will hear them.

The presentation is given to half-asleep people who are sitting in neat rows trying not to yawn. The data dump is followed by a few polite questions, and then everybody files out of the conference room and goes to lunch. The managers meet in their own dining space and congratulate themselves on clarifying the strategy and getting buy-in from the workers.

In reality, what happened is that the managers illustrated, once again, that they are clueless about how the culture is created by their actions, not their words. Their attempt to get everybody “on the same page” only served to drive the wedge between the management team and the people doing the work deeper. How is it possible for managers to miss the reality that they are doing the same thing hoping for a different result?

The fact that some organizations actually do achieve true alignment of purpose throughout the organization (my personal estimate is less than 20% do) gives me hope that not only is it possible, but with excellent leadership it is easier and faster than the conventional route. Organizations that achieve true alignment always blow away groups that have fractured perspectives.

In their book “Triple Crown Leadership: Building Excellent, Ethical, and Enduring Organizations,” Bob and Gregg Vanourek have a whole chapter on alignment. It is an excellent model. One key point they make is that the elements of the strategy need to be developed collaboratively. Great leaders know that for people to truly embrace a concept, they must put their fingerprints on it while it is being developed. The authors write about how the alignment is a kind of cascade rather than a lay on. The principles and information are generated organically and developed carefully by the whole team over time.

The collaborative process allows all people in the organization to feel true ownership of the plan, which becomes the foundation for alignment. It is alignment that erases the feeling of one side versus the other, because we all understand what we are trying to do and are pulling in the same direction. So how can leaders create this kind of culture? Here are eight ideas that can help any organization reduce the “we versus they” thinking and thereby obtain the full energy that is latent in the entire team.

1. Leaders need to listen more

In the urgency to survive and the reality of a flat world, it is a real challenge to make the effort and take the time to engage people at all levels about the future direction. Of primary importance, it is necessary to agree upon a set of values that the entire team not only adopts but pledges 100% to live by, even when it is difficult. It is not enough to simply state the values. For true alignment, all of the values must be demonstrated by all people all the time.

Clarifying a compelling vision of the future is equally vital. If every person in the organization feels that he or she is going to be much better off once the vision is achieved, you have a powerful force multiplier for alignment.

2. Involve everyone in identifying the direction

As ideas are put forth, look for common themes and keep working the information into a model where each person feels ownership. Once people realize they are actually part of the generation process, they will be much more inclined to embrace the final product. When one part of the strategy seems impossible, don’t discard it. Rather, examine the blockage and get creative with a way to accomplish it anyway in an ethical, values-based way.

3. Don’t say things you cannot do

So often I see a values plaque in the lobby of a company indicating “People are our most important asset,” only to find the managers in the back conference room trying to figure out details of the impending downsizing. Once a stated value reveals managerial hypocrisy, it does more harm than good to put it on the plaque. It fosters a “They say it, but they don’t mean it” mentality that enables “us versus them” and works against the alignment.

4. Don’t “Roll Out” the “Program”

I have found that having a big roll out program is often the kiss of death. Employees smell a lay-on coming a mile away, and they will go to the meeting with earplugs firmly inserted. A roll out meeting may allow managers to check the box called “communicate” but it does little to build alignment. Instead of the big fanfare, share the information at small family groups with good opportunity for dialog, and indicate this was derived by all of us. Stress that the information on the strategy is how we intend to conduct ourselves from now on. Repeat that information at every possible point and illustrate it when decisions are based on it. For example, a manager might say, “We have recommended this vendor as the supplier for our parts because their demonstrated integrity matches our own value of integrity.”

5. Be willing to admit mistakes

In changing a culture, there will be small, or sometimes big, mistakes made along the way. The world is a messy place, and it is impossible to reach perfection. But, as Vince Lombardi once said, “If we chase perfection we can catch excellence.” When managers are willing to admit they made a mistake along the way, it demonstrates to people they are sincere about the culture change. Also when managers admit their vulnerability and do not punish people for pointing out apparent inconsistencies, it builds higher trust because it reduces fear in the workplace. Lower fear means less opportunity for “we versus they” thinking.

6. Build and value trust

Trust becomes the glue that holds the whole organization together in good times and in difficult times. The culture of any organization is a reflection of the behaviors of the senior leaders more than any other single factor. If the culture is split so the workers do not trust management, then every initiative, strategy, and outcome will be compromised. Leaders need to understand and step up to this incredible challenge. True alignment requires the attention and effort of everyone on the team, but the leaders set the tone and model the way.

7. Don’t get derailed by short term thinking

The daily and monthly pressures of any business will test the resolve of the team. In his program “Life is a Journey,” Brian Tracy points out that “obstacles are not put there to obstruct but to instruct.” The whole team needs to learn from the challenges and focus on the long term vision to navigate the speed bumps with grace. The very reason for having a strategy in the first place is to focus energy on the big picture when the vicissitudes of the real world try to blow us off course.

8. Celebrate the small wins as well as the big ones

The atmosphere can be moved from surviving an oppressive string of burdensome crosses to bear to one of hitting the tops of the waves as we water ski to victory. The trick is to recognize and appreciate all of the good things that are going on. Teach people that the reinforcement should come from all levels, not just the managers. Once the workers start practicing reinforcement of others, magic things begin to happen.

There are numerous other ideas and helpful tips that can add to the success of the team. The main point of this article is that it is possible to create real alignment where everyone in the organization is truly excited about what is being accomplished, and that culture eliminates the “we versus they” mentality between workers and managers. I wish more organizations could experience the fantastic boost to performance and the true joy of working in such an environment. It all rests on the quality of leaders to create that kind of culture.

Bob Whipple is CEO of Leadergrow, Inc. an organization dedicated to growing leaders. He can be reached at bwhipple@leadergrow.com 585-392-7763. Website http://www.leadergrow.com BLOG http://www.thetrustambassador.com He is author of the following books: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, Leading with Trust is Like Sailing Downwind, and Trust in Transition: Navigating Organizational Change.


Firm but Fair Leadership

April 16, 2016

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. These are not good for diagnosing problems or specifying corrective action, but they can tell you where you stand quickly. Here is one of my favorite ways to measure a leader’s skills.

Firm but Fair

Great leaders know how to navigate the minefield of being compassionate but have a sense of discipline within the organization. It really is a delicate balance. You need to make accommodations in some circumstances and draw a firm line in others.

We have all seen leaders who are too eager to please. They bend over backwards to be accommodating to the needs of people in the organization. Their objective is to ensure everyone is “happy” almost all the time.

In return, people take advantage of the leader and make more requests for special consideration. Also, since people can observe the concessions made by the leader with other people, a sense of equity demands that when a similar situation comes up the same concession is extended to others.

Before long, the leader has lost all sense of control. In a desperate attempt to regain order, the leader tries to draw lines in the sand. This is annoying to people who have become accustom to a more lax interpretation of the rules. So, being too accommodating is dangerous. When you try to hold the line later, people tend to resent it.

On the flip side, going too much “by the book” gains one a reputation for being a hard ass. That reputation limits the amount of discretionary effort people are willing to expend. If a leader shows no compassion for the typical tight spots people find themselves in, he becomes an ogre that demands respect through command and control. Scrooge, before his transformation, was a good example of this kind of leader.

Neither of these extremes is desirable. The “sweet spot” is to have a reputation for being firm with application of the rules, but compassionate as well and willing to be flexible in extreme cases. Also, be cognizant of the need for fairness. This implies putting a damper on the issue of playing favorites. I have written elsewhere on the issue of favorites.

Briefly, we need to recognize that we cannot avoid having favorites within any population. We are human beings. What the great leader does is show in many ways that, even though there are favorites, he does not “play favorites.” To avoid this, the leader tries to treat each person as a favorite and operates outside his comfort zone for some small percentage of the time.

In their excellent book, Triple Crown Leadership, Bob and Gregg Vanourek use the analogy of “steel and velvet.” They point out that the best leaders flex between being firm like steel and showing care, like velvet. Their thesis is that being velvet all the time leads to weak leadership, but being steel all the time leads to disgruntled workers who comply but are not engaged in the work.

One obvious thing that some leaders miss is that being firm implies having standards. Neither of the extremes in this dimension is advisable. On the one hand, you can have a burdensome employee manual with thousands of rules that people find hard to remember. If you find yourself “hiding behind” the employee manual when making decisions on personal requests, you may be in danger of over doing the bureaucratic mumbo jumbo.

On the other extreme is the office where there are no formal rules, and “we just try to always do what is right.” That condition is a slippery slope, because without some form of standards people don’t know what to expect. They push the limits until things get way out of control.

The optimum position is to have a crisp and concise set of expectations, and everyone should know they are enforced. People should also be aware that there are emergency situations where a rule can be waived, but those situations are rare. Knowing when to grant an exception is what puts the art in leadership. In general it is best to lean toward the formal side but be willing to flex when required.

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.


5 Rules to End Hurtful Jokes

March 5, 2016

Have you ever been hurt by a joke, even though it was offered in jest? I was having an online conversation in a class I am teaching about teams at work.

The discussion was relative to having online messages misinterpreted. Clearly we have all experienced this uncomfortable situation more than once.

I got so fascinated about this topic that I wrote a book on it a few years ago.

One student brought up a situation that is common in person as well as online, but the damage done online is usually much larger. This is when a person tries to rib another person with a joke, but the meaning on the part of the receiver is taken literally.

The writer is astonished when the reader takes umbrage at the barb. The writer says, “but I was only joking.”

When people say things in jest, there is usually an element of truth in them. Jokes are often just distortions of reality; that is what makes them humorous. The problem occurs when we make a joke where the punch line puts down another person.

This is so common you probably witness it a dozen times a day or more, and it hardly registers because it is ubiquitous. If you are listening for it, you will hear it often.

Unfortunately, when the joke is documented in online exchanges, there isn’t the opportunity for the writer to let the other person know through body language that the barb is totally in jest.

Actually, even in person there is usually a part of the barb that is for real. Online, the danger is magnified for two reasons,

1) the person cannot see the facial expression and emoticons often are misinterpreted as well, and

2) e-mails are permanent, so the person can read and re-read the joke. It becomes more menacing with each iteration.

The antidote for this common problem is to establish five behavioral norms in your work group as follows:

1. We will not make jokes in any forum at another person’s expense.

2. We will praise in public or online but offer constructive criticism face to face in private.

3. When there is a disconnect in communication, we will always assume the best intent and check it out.

4. If something in an e-mail seems upsetting, it is up to the person who is upset to meet face to face with the other person as soon as possible.

5. We will call each other out politely if we see violations of these rules.

These five rules are not difficult, but it does take some training and resolve to get all people in a population to comply with them.

It helps to get firm agreement among the entire group and to post the rules in the team meeting area. If you can get people to actually follow the five rules above, it will change the entire complexion of the work group.

If all this sounds like common sense, it is. Too bad it is not common practice in many organizations.

Bob Whipple is CEO of Leadergrow, Inc. an organization dedicated to growing leaders. He can be reached at bwhipple@leadergrow.com 585-392-7763. Website http://www.leadergrow.com BLOG http://www.thetrustambassador.com He is author of the following books: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, Leading with Trust is Like Sailing Downwind, and Trust in Transition: Navigating Organizational Change.


Important Tip for Leader Transitions

January 23, 2016

No leadership position is permanent. There is always a transition to a new role coming in the future. This article is about a mistake I have seen many leaders make in the transition to a new role.

Maybe this leadership tip is in a book somewhere, but I have not run into it yet. A mistake is made during the delicate time when a leader is assigned a new position and first moves into a new area interfacing with different people.

The first few days are critical and set the stage for how smoothly (or not) the transition goes. All signals sent during the first days and weeks are important as both the leader and the new constituents learn how to work together.

For illustration, let’s say our leader has just been moved from the Design Department into the Manufacturing Department. The new job is in a new physical area and has a different set of people involved.

The old leader has retired and left the scene, and our new leader has just brought in the first few boxes of possessions to set up his office. He is cordial to everyone and believes he is off to a great start.

This is an important job for the new leader, and he wants to carry on the fine team enthusiasm he was able to accomplish in the Design Department.

During the first couple days, he attends the normal production meetings. He frequently mentions how delighted he is to now be working in the Manufacturing Department.

When a manager is discussing a safety issue, the new leader offers something like this, “We had the same problem over in the Design Department, and what we did was set up a sub-team to come up with some excellent recommendations. That saved a lot of time because it could be done off line by a small group rather than have a bunch of meetings with everyone present.” People in the meeting listened intently and nodded appreciatively that there was a fresh idea.

The next day, the leader was discussing the financial closing information and seemed a little uncomfortable. He said, “In the Design Department we always just showed the data in chart form so everyone could grasp the information easily.” Two hours later he said “In the Design area we had special monitors to ensure the place was cleaned up well before we went home.” You get the idea.

All of the ideas and policies our new leader brought up during the first two weeks were logical and helpful. Nobody in the organization would dare question why they should do these things that the leader brought from the Design Department.

However, by the end of two weeks, this new leader was so far behind the eight ball emotionally with people that it would take nearly a year to get people to really respect and trust him. Why? He was just too forthright with his innocent suggestions for improvements based on his experience in the prior job.

There is an antidote to this common problem. When I would promote or move a manager, I would ask him or her to refer to the prior job only one time in public.

Once that chit was played, I suggested the new leader refrain from other references for at least 2 months.

This gave the new leader the opportunity to appreciate the good things that were being done in the new area before giving a lot of suggestions for them to be more like his old area. The people never knew the difference; they just seemed to like the new guy quite a lot.

To refrain from offering suggestions based on one’s background sounds counterproductive, but it can go a long way toward knitting constructive relationships in the new area.

 

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of: Trust in Transition: Navigating Organizational Change, 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. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


8 Ways to Know if You Are a Great Leader

January 2, 2016

You may be a good leader, or possibly a great leader, or you may be an awful leader. One thing is clear: your own opinion of your worth as a leader is not to be trusted.

In my consulting work, I have met numerous people in leadership positions who believe they are way above average only to find out that they are not at all living up to people’s expectations or certainly to their own potential.

I have studied the traits of leaders for over 30 years and read enough books to put Rip Van Winkle to sleep. I have studied leadership from the inside out and the outside in.

This education has led me to conclude that there are signposts or primary indicators of people who are elite leaders.

It is fine to take the endless stream of leadership surveys, but you can be fooled. I became weary with taking 3-4 different surveys each year in the corporate world, because many of them had major flaws and often missed the true essence of leadership.

I got so fed up that I made up my own leadership survey that has been used by thousands of people. But any survey has the flaw of being either filled out by the person being measured, or some 360 degree sample of people within the leader’s circle.

While the surveys can sort out the worst of the worst or give adequate leaders a false sense of security, I think the eight indicators listed below are more useful and easier to decipher.

Do you want to know if you are a great leader? Answer these eight questions honestly.

1. Are you a magnet for high potential people?

Great leaders are so much fun to be around and to work for that the very best people are clamoring for a chance to work for them. If you are leading an organization where good people are looking to leave, then the signal is clear as a bell.

Do not read this wrong. Good leaders can be found in all kinds of situations, many of which are very stressful or unpleasant, but the smart people stay with them because they are learning and growing despite the ordeals. Great leaders are eternally passionate about developing people (including themselves).

2. Are you having the most fun of your life?

Poor leaders struggle against the demands of the job. They are constantly on guard because everything needs to be optimized to work perfectly. They sense that people are ready to pounce on any misstep, so they worry about exactly how to spin any piece of news.

Great leaders are relaxed and having a ball just being themselves and performing at a high rate without fretting about being perfect. They are more focused on growing other leaders and doing what they believe is right.

When they make a misstep, they learn from it and move on. Great leaders are happy people, while poor leaders are bundles of nerves!

3. Do you live the values at all times?

It is amazing how so many leaders have taken the time to document the values for their organization, but when asked point blank if they follow those values every day, end up stammering something like, “well, we always try to do that.”

If circumstances or short term urgencies cause leaders to waffle and rationalize behaviors that are not consistent with the values, people see the hypocrisy and know the lofty words are good for when conditions are right, but not for everyday pressures. Hogwash!

The cauldron of every crisis and urgency is precisely when it is most important to model the values. Great leaders know and do this.

4. Do you continually invest in higher trust?

Trust is the lubricant that allows organizations to work amid the cacophony of seemingly conflicting friction and priorities. Real trust is influenced by the behaviors of the top leader more than any other single factor in an organization.

You would be surprised at how few leaders are able to step up to this ultimate reality. They would rather blame the workers, supervisors, customers, economy, the government, or hundreds of other factors rather than themselves for the problems they face.

The great leaders know trust depends on them and invest in it every single moment without failure.

5. Do you readily admit mistakes?

This one is a kind of acid test. In all my seminars, I ask if admitting an honest mistake builds or reduces respect for a leader. Nearly 100% of people agree that admitting mistakes increases respect.

The only caveat is that the mistake cannot be something done for a sinister intent or for repeated mistakes.

Since the vast majority of mistakes occur because things did not work out as we had intended, then admitting mistakes should be a no brainer.

Unfortunately, when the chips are down, few leaders actually have the capability to admit the mistake and instead try to find ways to deflect culpability.

In other words, most leaders often do what they intellectually know is the action that lowers respect.

6. Do you listen deeply?

Most leaders consider themselves good listeners. Unfortunately, the majority of leaders do a very poor job of listening. They are leaders, and that means they need to lead conversations and actions.

The true test of this is to monitor your verbal output as a percentage of the amount of listening you do. If your words going out are around 30% of what is coming in, then you are probably in good shape.

If you observe most leaders, their verbal output is around 3-4 times their listening. Great leaders pause!

7. Do you build a truly genuine reinforcing culture?

All leaders know that they can encourage more of a particular behavior if it is reinforced. Unfortunately many leaders fail to achieve a culture at all levels where people praise the efforts and successes of others.

The rules of good reinforcement are well known, but many leaders exude a kind of plastic reinforcement that is manipulative in its intent, and people see through the ploy instantly.

Oh, they will bask in the glow while drinking the Kool-aid, but they sense the insincerity underneath, so the reinforcement often creates a negative tone inside.

8. Do you hold people accountable the right way?

In nearly all organizations, holding people accountable is a kind of “gotcha” activity where the person in charge reiterates the expectation followed by a scolding and how it is necessary to do better in the future.

The dilemma is that most people, on most days, are doing good or excellent work, yet they are held “accountable” only when they mess up.

If we changed the paradigm such that people were held accountable for the positive things as well as the shortcomings, it would change the entire equation. I call this skill “holding people procountable.”

There are literally thousands of leadership behaviors that make up the total performance characteristics for any leader.

I believe if you can honestly answer “YES!” to all eight of the above questions, you are one of the elite leaders of our time. Congratulations!

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of: Trust in Transition: Navigating Organizational Change, 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. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


The Leader’s Role in Building Trust

October 31, 2015

CEOOver a period of several decades, I have observed how the trust level in any organization is influenced the most by one single factor. The behaviors of the senior leaders in any organization will have more impact on trust than anything else.

Therefore, if the trust in an organization is not as high as needed, the senior leaders need to take a good long look in the mirror. It is the behaviors of the senior leaders that are almost always the root cause of a trust problem in an organization.

Please do not misunderstand, there will be trust issues evident at all levels of the organization, and often severe untrustworthy behaviors exist at the operational level.

The cold reality is that in most organizations nearly all employees will perform in a trustworthy manner if they are properly led.

Many leaders reject their culpability indicating that it is the workers who are not being trustworthy that account for low trust. Upon closer examination, I find that it is almost always the behavior of the senior leaders that causes employees at various levels to act in a non-trustworthy manner.

The culture of any organization is established from the top. Certainly there are many levels in any organization, and there can be trust issues at any level, but the tone of the environment is created by the behaviors and policies set out by the most senior leader.

Trying to get leaders to step up to this responsibility is one of the most difficult challenges I face in my consulting business. They would much rather blame others, or circumstances, or customers, or the economy, or anything other than themselves as being the cause of the difficulties they face.

Exercise for leaders: Today, ask yourself what behaviors you would need to change in order to begin a new culture within your organization. Think about your role as a leader in establishing the environment in which all employees work. That environment is the creator of either excellence or difficulties in trust.

I rarely meet an executive who will say, “there is a lack of trust in the organization, and since I am the leader here, it must be originating with me.” Occasionally I will run into someone who thinks that way, but it is pretty rare.

The more we can convince leaders of their responsibility in terms of creating the right culture, the more trust we can create in the world.

Here are four “foundational behaviors” leaders can exhibit that will move the culture to one of higher trust along with my favorite quote on each one:
1. Reinforce Candor – make people unafraid to bring up issues. “The absence of fear is the incubator of trust.”
2. Hold people accountable in a balanced way, not just when they have messed up. “Hold people ‘procountable’ rather than accountable.”
3. Extend more trust in the people within the organization. “The First Law of trust: If you want to see more trust, then extend more trust.”
4. Have firm values and demonstrate those values every single day. “Stated values that are not demonstrated by leaders act like nuclear missiles to the fragile trust ecosystem.”

Once leaders can do these four things consistently, then there are hundreds of other behaviors that will take root and begin to accelerate the pace of building trust. I will mention just a few of the behaviors here for the sake of brevity:

1. Do what you say
2. Treat people well
3. Tell the truth
4. Demonstrate respect
5. Be transparent
6. Use Golden Rule
7. Stick up for people
8. Be ethical
9. Admit mistakes
10. Care for other person
11. Adhere to values
12. Listen well
13. Reinforce good behavior
14. Practice humility
15. Be consistent
16. Right wrongs

If you are a leader, step up to your role as the primary force that is creating the culture in your organization. If there are problems, then it is up to you to change the culture to eliminate them.

If you are not the leader, print out this article and put it on the desk of that person. It may have an impact.

The preceding was derived from an episode in “Building Trust,” a 30 part video series by Bob Whipple “The Trust Ambassador.” To view three short (3 minutes each) examples at no cost go to http://www.avanoo.com/first3/517