Three Tricky Questions About Trust

January 4, 2019

I am intentionally breaking into my series on Body Language to write about my core material on trust because a new Podcast Interview has just been released that contains some vital information about trust. The interview is with Andrew Brady, CEO of the XLR8 Team and author of an upcoming book, “For the ƎVO⅃ution of Business.”

In my leadership classes, I often like to pose 3 challenging questions about the nature of trust.

As people grapple with the questions, it helps them sort out for themselves a deeper meaning of the words and how they might be applied in their own world. The three questions are:

 

• What is the relationship between trust and vulnerability?
• Can you trust someone you fear?
• Can you respect someone you do not trust, and can you trust someone you do not respect?

I have spent a lot of time bouncing these questions around in my head. I am not convinced that I have found the correct answers (or even that correct answers exist). I have had to clarify in my own mind the exact meanings of the words trust, vulnerability, fear, and respect.

Before you read this article further, stop here and ponder the three questions for yourself. See if you can come to some answers that might be operational for you.

Thinking about these concepts, makes them become more powerful for us. I urge you to pose the three questions (without giving your own answers) to people in your work group. Then have a quality discussion about the possible answers. You will find it is a refreshing and deep conversation to have.
Here are my answers (subject to change in the future as I grow in understanding):

1. What is the relationship between trust and vulnerability?

Trust implies vulnerability. When you trust another person, there is always a chance that the person will disappoint you. Ironically, it is the extension of your trust that drives a reciprocal enhancement of the other person’s trust in you. If you are a leader and you want people in your organization to trust you more, one way to achieve that is to show more trust in them.

That is a very challenging concept for many managers and leaders. They sincerely want to gain more trust, but find it hard to extend higher trust to others. As Abraham Lincoln once said, “It is better to trust and be disappointed every once in a while than to not trust and be miserable all the time.”

2. Can you trust someone you fear?

Fear and trust are nearly opposites. I believe trust cannot kindle in an organization when there is fear, so one way to gain more trust is to create an environment with less fear. In the vast majority of cases, trust and lack of fear go together.

The question I posed is whether trust and fear can ever exist at the same time. I think it is possible to trust someone you fear. That thought is derived from how I define trust.

My favorite definition is that if I trust you, I believe you will always do what you believe is in my best interest – even if I don’t appreciate it at the time. Based on that logic, I can trust someone even if I am afraid of what she might do as long as I believe she is acting in my best interest.

For example, I may be afraid of my boss because I believe she is going to give me a demotion and suggest I get some training on how to get along with people better. I am afraid of her because of the action she will take, while on some level I am trusting her to do what she believes is right for me.

Let’s look at another example. Suppose your supervisor is a bully who yells at people when they do not do things to his standards. You do not appreciate the abuse and are fearful every time you interact with him. You do trust him because he has kept the company afloat during some difficult times and has never missed a payroll, but you do not like his tactics.

3. Can you respect someone you do not trust & can you trust someone you do not respect?

This one gets pretty complicated. In most situations trust and respect go hand in hand. That is easy to explain and understand. But is it possible to conjure up a situation where you can respect someone you do not yet trust? Sure, we do this all the time.

We respect people for the things they have achieved or the position they have reached. We respect many people we have not even met. For example, I respect Nelson Mandela, but I have no basis yet to trust him, even though I have a predisposition to trust him based on his reputation.

Another example is a new boss. I respect her for the position and the ability to hold a job that has the power to offer me employment. I probably do not trust her immediately. I will wait to see if my respect forms the foundation on which trust grows based on her actions over time.

If someone has let me down in the past, and I have lost respect for that person, then there is no basis for trust at all. This goes to the second part of the question: Can you trust someone you do not respect?

I find it difficult to think of a single example where I can trust someone that I do not respect. That is because respect is the basis on which trust is built. If I do not respect an individual, I believe it is impossible for me to trust her. Therefore, respect becomes an enabler of trust, and trust is the higher order phenomenon. You first have to respect a person, then go to work on building trust.

People use the words trust, fear, respect, and vulnerability freely every day. It is rare that they stop and think about the relationships between the concepts. Thinking about and discussing these ideas ensures that communication has a common ground for understanding, so take some time in your work group to wrestle with these questions.

I welcome dissenting opinions on my thoughts here because I am eager to learn other ways of thinking about trust.

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.


Body Language 2 The 5 C’s of Body Language

November 17, 2018

Interpreting the body language of others or ourselves is an art form. If you can do this well, you have an incredible advantage that can help you make better decisions and take more appropriate actions. In this series I will be covering hundreds of typical signals we give out with our body language.

The entire body of work needs to be tempered with what I call the Five C’s of Body Language. These are cautionary areas where we might unwittingly misinterpret some body language we are seeing. Knowing and taking these concepts into account will improve your accuracy of interpretation regardless of the specific body language you are witnessing.

1. Context

You must consider what is going on around the signal, what happened just before, where the person is located, what else is going on, and all other factors.

For example, if I am talking with you and I scratch my nose, it will usually mean I have an itch on my nose. But, if I am on the witness stand and have not touched my nose for an hour, it is a different context. When the prosecutor asks me about the bloody knife, and my finger goes to the side of my nose as I answer the question, that is a strong indication that I am lying or at least exaggerating.

Here is another example; if I raise my hand and then move so my palm is down while we were sitting in a quiet theater, it would mean “be quiet.” If, however, I made the same gesture while we were racing to get to a hospital after an accident, it would more likely mean “remain calm.”

2. Clusters

Since there are dozens of body language signals going on with each person at any given time, you should not ascribe heavy meaning to any single one. Instead, look for clusters.

If I see 5 indications in your body language that you are experiencing anxiety, the symptoms start to add up.

I can witness you rubbing your palms, rapid blinking, hair on arms standing out, foot movement, heavy swallowing, and shifting of weight. I might also notice more perspiration than normal.

With signals like these, I can be pretty certain you are anxious. Taking any one of those signals as the only indication, my guess that you are anxious is a lot weaker.

3. Congruence

If your words, your tone of voice, and your body language are telling me the same thing, chances are I am getting a true signal. When you are saying one thing, but your body language shows a different pattern, I need to be alert that you may be trying to deceive me in some way. I need to be vigilant and test more for congruence.

If there are several indications of incongruence, I should conclude you are not telling me the full truth.

For example, suppose I have an argument with my supervisor and she stomps off to her office. I wait for an hour then approach her humbly with a question, “Are you still mad at me?” If she wheels around with furrowed brow and crossed arms and says in a stern voice, “NO!” I can be pretty certain that she really meant to say, “YES!”

Congruence in body language has a lot to do with creating higher trust. When your body language is consistent with your verbal cues, you are being more authentic, and this consistency demonstrates you are a trust worthy person.

4. Consistency

Look for patterns in people’s behavior. I might have you as a student in my class and notice you are holding your head up with the palm of your hand. I might conclude you are bored with this lecture, but as I look for consistency I see a pattern.

You have shown other signs of fatigue since you arrived for class this evening. A few questions might confirm that you were up all last night with the baby. It had nothing to do with the quality of my lecture.

5. Culture

People tend to forget that cultural differences in body language are huge. For example, if you are an Eskimo, moving your head up and down means “no,” while shaking your head from side to side means “yes.”

An obvious difference in culture is the issue of proximity. When talking with a person from a Middle Eastern culture, expect the gap between you and the other person to be significantly less than when addressing a person from a western culture.

It is critical to understand the body language patterns in the culture you are currently in, as they may significantly modify the message. A great book to help you sort out these differences, particularly if you travel a lot on business, is Kiss, Bow, or Shake Hands: How to Do Business in Sixty Countries, by Terri Morrison, Wayne Conway, and George Borden, Ph.D.

Once you become adept at reading body language, you will be more likely to read the intentions and meaning of other people and also improve your own ability to project your intentions accurately. It is one of the best ways to improve your communication skills.

This is a part in a series of articles on “Body Language.” The entire series can be viewed on https://www.leadergrow.com/articles/categories/35-body-language or on this blog.

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 600 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


Body Language 1 – New Series on Body Language

November 10, 2018

This is the first in a series of articles on the topic of body language. I normally publish my articles on the weekend but may skip a week now and then. I have no way of knowing how many articles will be in this series, but we might guess it will take over 100 weeks to fully explore this rich and vital topic area.

You can benefit from following this series because the ability to accurately interpret body language signals sent by other people (consciously or unconsciously) will give you a significant advantage in every interface. In addition, knowing what signals you are sending with your own body language will sharpen your skill at communicating with others accurately.

I have been studying Body Language for over 40 years, and I am still on a steep learning curve. The topic area is not only endlessly fascinating, it is vital for understanding other people well regardless of your position.

My curiosity for the topic was piqued in 1975 when I read the book “How to Read a Person Like a Book,” by Gerald Nierengberg and Henry Calero. The book gave a philosophy of how to read the thoughts and intentions of other people, even if you do not pay attention to the words.

My own experience amplified how important body language is when I was stationed in Guadalajara, Mexico, for a couple years early in my career. At first, I had no understanding of the language, but I found it possible to follow the discussions and arguments in meetings simply by paying attention to the voice inflections and body language of the participants.

Another source of understanding was a wonderful DVD produced by Bill Acheson from University of Pittsburgh. His humorous style and deep insights based on research about body language had me spellbound throughout his program entitled, “Advanced Body Language.”

I also became familiar with the work of Albert Mehrabian: a psychology professor at UCLA, who reported a series of experiments in the mid 1960s. There is some confusion about the bottom line, but I understand his results showed that only 7% of meaning comes from the words we use. The other 93% come from a combination of the body language and tone of voice. It is important to point out that Mehrabian’s experiments only hold true when we are talking about our feelings or attitudes. This conclusion was amplified well by Creativity Works in a little cartoon called “Busting the Mehrabian Myth.”

More recently I have used the internet where there are countless primers on body language. One example is Psychology Today, which has many tips for understanding body language. There is also an excellent quiz in Greater Good Magazine for how well you can read facial expressions. For additional resources, just type body language into your search engine, and you will find hundreds of other sites to explore.

These resources are just a sampling of the material I have digested on body language over four decades. The topic is truly endless in its interpretations. In this series, I will share observations from my own work colored by what I have found in the external resources. Sometimes I will agree with the experts, and sometimes I will have a caution or even a contrary view.

Every person on the planet can benefit from becoming more aware of the signals being sent by other people. As a professional, you will be more alert and thus more successful as you gain skill in this mode of communications. We all interpret body language all the time, but the more you know the better your interpretations will be.

In each segment, I will link the specific gesture or topic to the concept of building or maintaining trust, since that is my primary area of professional interest. As we understand and practice greater body language control, we become more authentic. This control helps us build higher trust on a daily basis.

There are some precautions, however, when trying to interpret meaning from body language. It is rather easy to get a false signal and experience some confusion. I will be dealing with some of these problems in my article next week in what I call “The Five Cs of Interpreting Body Language.”

For example, one of the Cs is that body language is culture specific. You cannot be sure that the meaning you ascribe to one type of body language in your culture is the same in other cultures. It can get very complex, so you need to be alert for the traps and keep studying.

I hope you will enjoy this series and benefit from it. Please also share any counterpoints you have to the ones I make. Also please share articles that are helpful to you with others so they can benefit from them. I am still learning and want to have the benefit of your views and observations along the way.

This is a part in a series of articles on “Body Language.” The entire series can be viewed on https://www.leadergrow.com/articles/categories/35-body-language or on this blog.

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 600 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


Successful Supervisor 100 Your Leadership Legacy

November 3, 2018

The legacy left behind by a departing leader reflects the caliber of leadership. John Maxwell summed it up in “The 21 Irrefutable Laws of Leadership”:

“When all is said and done, your ability as a leader will not be judged by what you achieved personally or even what your team accomplished during your tenure. You will be judged by how well your people and your organization did after you were gone. You will be gauged according to the Law of Legacy. Your lasting value will be measured by succession.”

Pass your legacy of exceptional leadership skills to future generations by becoming a grower of other leaders. Doing this not only helps the new generation, but it also enhances the performance of your current team.

Modeling and teaching outstanding leadership skills is the most effective way to bring your organization to the pinnacle of success and keep it there. You need to make this investment, but it is a joyous one because it enhances the quality of work life for everyone. As a leader, you will have more success, more joy, more followers, and more rewards.

When leading an organization, large or small, you can’t do it all. Running the details of a business must be done through others. In large organizations, there might be thousands of others. You need an organization of trusted lieutenants to accomplish the work. To do this, you need to shift your focus from manager to teacher.

The best leaders are those who believe it is their highest calling to personally help develop the leaders who work for them. A large portion of their mindset is spent evaluating, training, and reinforcing leaders under them.

The training is not centered on classes or consultant seminars. There will be some of that, but the bulk is personal coaching and mentoring by the leader. The best leaders spend 30-50% of their time trying to enhance the caliber of leaders on their team. Why is this? When you improve the capability of leaders working for you, the whole organization is improved. You are leveraging your leadership.

In my line management role, my job title was Division Manager. I saw my function, just as I am doing in this series of articles, as “growing leaders.” I found that spending time and energy on growing leaders gave a better return than spending time inventing new HR practices or supply chain procedures. John Maxwell, in “The 21 Irrefutable Laws of Leadership,” called it the Law of Multiplication. He makes the distinction between developing followers or leaders as:

“Leaders who develop followers grow their organization only one person at a time. But leaders who develop leaders multiply their growth because for every leader they develop, they also receive all of that leader’s followers. Add ten followers to your organization and you have the power of ten people. Add ten leaders to your organization, and you have the power of the ten leaders times all the followers they influence. That’s the difference between addition and multiplication.”

Develop leaders in as many layers as you have under you. If there are three layers between you and the masses, then develop three layers of leaders. It is not enough to work on the group closest to you. They will get the most attention, simply by proximity and need for interface time. To be effective, you need to work at all leadership levels and make it a personal priority.

Jack Welch is probably the best example of this in industry. At his famous School of Leadership at Crotonville, he was personally involved in mentoring and coaching the thousands of leaders in General Electric. Jack believed that teaching was what he did for a living.

“It was easy for me to get hooked on Crotonville. I spent an extraordinary amount of my time there. I was in the Pit once or twice a month, for up to four hours at a time. Over the course of 21 years, I had a chance to connect directly with nearly 18,000 GE leaders. Going there always rejuvenated me. It was one of the favorite parts of my job.”

Do the mentoring and development yourself. Do not hire a consultant to do it. It is fine to have help for certain specific skills, but is a big mistake to let the professional trainers take over. Leadership development must be your passion, one that you take seriously enough to consume a significant part of your time. You don’t send people to a one-day seminar and expect them to come out good leaders. The combined snake oil of 100 consultants cannot transform your team into effective leaders as well as you can. Warren Bennis summed it up as follows:

“True leaders… are not made in a single weekend seminar, as many of the leadership-theory spokespeople claim. I’ve come to think of that as the microwave theory. Pop in Mr. or Mrs. Average and out pops McLeader in sixty seconds.”

Teaching must cover all aspects of leadership. Modeling the way, as well as doing formal training, is the balanced approach that pays off. I always considered leadership training a great way to engage in serious dialog with my team about things that really mattered. I would always come away with new insights. Frequently, it felt like I was receiving more than giving. It is a way to “sharpen your own saw” while you mentor others, a real win-win.

As you use this technique, keep notes on what works best and what you are learning about leadership. Keep a file and develop your own trajectory of leadership. Share this with your team and gain further insight through the dialog. Try different situations and reactions, keeping track of your success. In other words, manage your own leadership progress. You will become fascinated with this and gain much from it.

If you are a young leader, you may not feel qualified to mentor others. My advice is to start as soon as possible anyway. Since this is part of your lifelong pursuit of leadership, the sooner you begin teaching, the more you will know. Teaching is the best way to learn something. I suggest you teach what you already know and seek to learn what you need to know. Don’t come across as a know-it-all in your mentoring, especially if you are inexperienced. Rather, ask people to go on an exciting journey with you toward more effective leadership.

I hope you have enjoyed this series on “The Successful Supervisor.” I have tried to cover topics that would be helpful for incumbent or aspiring leaders at the supervisor level. I am not inclined to compress this series into a book or video series. I think it is best left to posterity as a blog series of articles that can be read and re-read and passed around to others at no cost to you. Best of luck to you on this wonderful journey called leadership.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on http://www.leadergrow.com/articles/supervision or on this blog.

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


Successful Supervosir 97 The Myth of Needing More People

October 13, 2018

This article will contain a philosophy that some people will reject out of hand, yet I believe it is generally true, with perhaps a handful of exceptions.

The myth starts when workers and their supervisors are convinced they are being overtaxed and need the assistance of more workers in order to get the work done. This complaint is present in the majority of organizations in which I have worked over the past 30 years.

The irony is that when you listen to supervisors and managers describe conditions for the workers, they readily admit there is a lot of lost time that could be available if conditions were changed.

My own personal estimate is that in the average organization today, companies are getting between 30-50% of the potential that is there in the current workforce. If that estimate is true, then in many organizations the output could be roughly doubled with the current workforce.

The problem is that people are working around the cultural problems and conflicts that exist in any group of people. I contrast this condition with some of the benchmark organizations I have seen where leaders have built a culture of respect and trust.

In those organizations, I believe workers freely contribute nearly 80% of what they can possibly do. That is about the maximum amount people can sustain without experiencing health problems due to burn out.

The antidote for supervisors is to not accept when people complain that they need more bodies around. Instead, seek to engage the existing workforce to a higher degree.

If you build the right kind of culture, there will be a lot less internal friction causing loss of productivity. People will enjoy a higher quality of work life as well, which will make your days (or nights) at work so much more pleasant.

Ask yourself if a better culture in your organization would make for a happier and more productive experience for all levels. Don’t be quick to buy into the notion that we need to dump more bodies into a sick system in order to get the work done. It is just not true in the vast majority of cases.

If you dump more bodies in without resolving the underlying cause of malcontent, then the problem gets worse, not better.

Instead, seek to energize the people you already have by reducing the friction or fighting between people. This action will result in better utilization of current resources and obviate the need to hire more people. Try the following techniques:

Create a common goal

Teams who have a lot of acrimony usually act that way because they lack a common goal that everyone wants. Seek to clarify your vision and paint a picture that is clear enough for all employees to grasp.

Show them how each one of them will be much better off when the vision is achieved. Remind them that they are really on the same team and not in opposing silos.

Get rid of the “we versus they” feelings and create a powerful group that think in terms of “us.” If you are not an expert at making this kind of change, then seek a consultant that can help you.

Document expected behaviors

Work with your employees to establish a set of agreed-upon behaviors that remove the vast majority of acrimony between people. Make sure everyone buys into these behaviors.

Then praise people when they follow the right behaviors. Do not tolerate it when people violate the behaviors. This action may result in actually removing some players from the team.

I have written elsewhere (Addition by Subtraction) about how removing some of the combative people who refuse to cooperate actually makes the work easier for everyone else, and you get a double whammy. You get more work accomplished with fewer people!

In this environment everyone celebrates. The group will recognize that you did not need more people; rather you needed fewer people who are mucking up the works.

Celebrate the Successes

Getting to improved engagement and empowerment can be a long road. Be sure to take time to celebrate the small wins along the way. Let the team marvel in their ability to actually be more productive without killing themselves.

Celebrate creative ideas that pan out to improve the process. Consider failures as learning experiences that help the team move forward. Remind people that they learned to walk only by a lot of falling down and then making corrections.

Mark Joyner teaches a technique he calls “High Impact Minimal Effort or HIME” that encourages people to find ways to improve productivity while minimizing the effort it takes. The idea is to create a mindset that always looks at jobs this way; it becomes a habit that leads to individual and corporate success.

Once you create a culture where people get jazzed about making their own improvements, then you can simply fall into a coaching mode where their own power and ideas will supply the fuel to the engine of productivity.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on http://www.leadergrow.com/articles/supervision or on this blog.

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


Successful Supervisor 96 Trust is Like a Lubricant for Your Group

October 7, 2018

I have been studying and writing about trust for over 30 years. For supervisors, I thought of an analogy that had not occurred to me before.

Trust acts like a lubricant for your group because everything works better and runs more smoothly when trust is present.

I am a mechanical engineer by training, and I know that lubrication lowers the coefficient of friction which allows machines to run better and not overheat.

Let’s explore this metaphor for the supervisor role, and see how it applies to your everyday life. Here are six ways trust acts like a lubricant.

1. Trust makes communication work better

When people are at odds with one another, they often do a lot of talking but very little deep listening. As the differences of opinion become more apparent, the tone and volume become more heated, just like a shaft would sound if its bearing had gone dry. The scraping and screeching will just get worse until the whole mechanism freezes up.

2. Trust smooths the roughness

People are sometimes not very kind to each other. We can be rather egocentric and usually think about what is best for number one. We can become abrasive, like rough sand paper, when other people advocate something that would not be optimal for us. Trust helps fill in the low spots and smooths out the roughness so people can interface with less friction.

3. Trust helps us find win-win solutions

When people have a difference of opinion, they often dig in their heels, believing that their perspectives are the correct ones. We all wear a button that says “I AM RIGHT.” Trust helps us see that there may be more than one legitimate way to look at an issue, so we have the opportunity to invent creative solutions that work better for both parties.

4. Trust keeps the temperature down

A major function of a lubricant is to lower temperature. The reason mechanical parts overheat without oil is that there is no way to dissipate the heat. Oil in a car engine allows the cylinders to continue their momentum without freezing up. Without oil, a car engine would overheat and seize up quickly, thus destroying the engine. With people, trust wicks off the overheating of emotions and allows people to disagree without being disagreeable.

5. Trust polishes relationships

The bond between people will be very strong and supportive when trust is present. Just as lubrication keeps the oxygen away from surfaces that could tarnish or rust, so trust keeps acrimony from destroying the love and affection people have for each other. When trust is high, personal relationships sparkle just like highly polished metal.

6. Trust acts as a preventive

In the stress of everyday pressures, it is easy to become inflamed, or at least anxious. Trust is a kind of balm that soothes the nerves and allows people to be calm in stressful situations.

Knowing you have my back gives me more confidence that all will be well. Just as we use grease to prevent stored parts from rusting, we can use trust to keep us well mentally.

For a supervisor, if you can achieve high trust, your entire group is going to run smoothly like a finely crafted machine.
The trust provides all of the wonderful properties of a lubricant. Work to develop higher trust within your group.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on http://www.leadergrow.com/articles/supervision or on this blog.

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


Successful Supervisor 95 Communicating Effectively With Your Employees

September 29, 2018

A major role for all supervisors is to be a conduit of information for their groups. The task of keeping all workers on the same page during constantly evolving conditions is a daunting task. In this article I will share some tips that should prove helpful to keep communications flowing efficiently.

Beware of relying too much on email

I know many supervisors who believe they have communicated information well to their groups once they have sent out an email. They forget that communication has not happened unless everyone in the group has opened, read, and internalized the message correctly. A complex technically-correct email may be opened by most people, but the meaning may go over their heads as they only have time to scan the message for key points or read only the first sentence.

It is important to have a track record of very brief emails that people will not dread opening. Summarizing key points in bullet form at the end of the note may help. I think another helper is to make the text reader friendly. Try to have the signature block appear at the bottom of the first page, so when workers open the note they can see they are looking at the whole message in one glance.

Use multiple exposures to critical data

The 2011 Edelman Trust barometer noted that for people to believe information about the group, they need to have it communicated to them 3-5 times using different modes of communication. If you have a monthly “Town Hall” meeting, that counts as one form of communication, but you will need to present the same information at least two more times before most people are likely to absorb and remember it.

You may have a bulletin Board where you can put up a poster. You might supplement other forms of communications with a voice mail or email summary of the key points. The idea is to not rely on a single point of communication to be sufficient for important information.

Recognize that some people will hear only what they think you were going to say

I found it fascinating when I would circle back after a public meeting to find out what people heard. A significant percentage heard the opposite of what I said because that was their preconceived notion of what I was going to say.

Take the time to verify what people have internalized

To communicate well, make sure you go through a verification step after a major speech or meeting. If only a small percentage of the information was internalized, then you have not communicated well.

Learn to listen better

I have discussed this aspect of communication before in this series. Learn the technique of “reflective listening” and use it whenever you are approached by a person in a highly emotional state. I use the image of putting on my listening hat in these circumstances to remind me to listen with more intensity.

Use stories to embellish your points

People can relate better to information if it is presented along with analogies, stories, or humorous anecdotes. If you just ramble on with dry content and no spice to break up the ideas, people will tune out and look like they are listening when in reality they are checked out thinking about tonight’s dinner menu.

Don’t hypnotize people with too many PowerPoint Slides

Learn to keep PowerPoint presentations short and interesting. The rule is to have no more than seven short points on a slide and to have a pictorial image that relates to the content on each slide. Each bullet should be 7 words or less. Having too much information and no image on a slide will allow people to check out mentally.

Share the stage

Let other people do part of the speaking by artfully designing your content so you can invite other people to present some of it. Also, make your presentations conversational in nature so people will feel free to inject thoughts of their own. In this way you keep the audience engaged in the conversation.

Watch your body language

Recognize that people are constantly reading meaning by looking at how you hold yourself when communicating. They will pick up (at least subconsciously) any hint of duplicity where your words are indicating one point while your body language is sending a different meaning. Have someone in the room who is an expert on body language and have that person debrief every important presentation so you become more of an expert yourself. Body language is critical in communication, and many professionals do not have enough experience to recognize how they are coming across.

One of the most important communication aids is to create a culture of high trust, so people will not be afraid to share a counterpoint. In a high trust culture, people know it is safe to raise an issue and that they will not be punished for it.

Being a supervisor is an extremely challenging role. It requires a mastery of all communication techniques. Use the above points while communicating with your group, and you will be among the elite leaders.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on http://www.leadergrow.com/articles/supervision or on this blog.

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