Ignite! Newsletter—July 2010 Article
Leadership Behaviors That Inspire Trust
Trust is in need of some serious repair these days. The cumulative negative effects of big corporate trustbusters such as Enron and WorldCom, plus the self-centered greed of some Wall Street firms have stirred up cynicism and destroyed confidence. On top of that, the economic pressures brought on by the recent recession, the fall of the stock market, and the need to make massive federal and state budget cuts have only reinforced the sense of distrust that people have about organizations.
As a result, rebuilding trust has become a top priority for companies that are looking to break out of the negativity that has become pervasive in many organizations. According to Dr. Pat Zigarmi, Founding Associate of The Ken Blanchard Companies, and Randy Conley, the Trust Practice Leader at Blanchard, a self-centered, “What’s in it for me” attitude robs an organization of the best that employees have to offer. When employees perceive that an organization—or its leaders—are less than forthcoming, employees become unwilling to contribute any discretionary energy or make any commitments to their organization’s well-being beyond the absolute minimum.
As Zigarmi explains, “This lack of trust creates cynicism, doubt, and anxiety that leads to “time off-task” speculation and generally low energy and productivity. When people don't trust their leaders, they don't come toward something; they pull back and withdraw instead. They doubt rather than cooperate.”
Conley adds that, “Often, the result is that employees will stay with the organization and do their job because they need a paycheck, but not much more. It becomes purely a transactional relationship with employees asking themselves, “If the organization does not do right by me, why should I do right by them?”
Four Areas to Focus On
For leaders looking to turn things around in their organization, Zigarmi and Conley recommend that leaders take a hard look in the mirror and examine their own behaviors; are they being trustworthy? Is there transparency and honesty with people at all levels of the organization?
There are four key areas that leaders have to be aware of when they are looking at building or restoring trust with the people they lead
- ABLE is about demonstrating competence. Do the leaders know how to get the job done? Are they able to produce results? Do they have the skills to make things happen—including knowing the organization and equipping people with the resources and information they need to get their job done?
- BELIEVABLE means acting with integrity. Leaders have to be honest in their dealings with people. In practical terms, this means creating and following fair processes. People need to feel that they are being treated equitably. It doesn't necessarily mean that everyone has to be treated the same way in all circumstances, but it does mean that people are being treated appropriately and justly based on their own unique circumstances. Believability is also about acting in a consistent, values-driven manner that reassures employees that they can rely on their leaders.
- CONNECTED is about demonstrating care and concern for other people. It means focusing on people and identifying their needs. It is supported by good communication skills. Leaders need to openly share information about the organization and about themselves. This allows the leader to be seen as more of a real person that a follower can identify with. When people share a little bit of information about themselves, it creates a sense of connection.
- DEPENDABLE is about reliably following through on what the leaders say that they are going to do. It means being accountable for their actions and being responsive to the needs of others so if leaders promise something they must follow through. It also requires being organized and predictable so that people can see that the leaders have things in order and are able to follow through on their promises.
As Zigarmi explains, “By using the Able, Believable, Connected and Dependable (ABCD) model we can help people create action plans in order to repair damaged relationships where trust has been broken.”
People Want to Give Their Best
Zigarmi and Conley have learned that when people believe that they are working for trustworthy leaders, they are willing to invest their talents in making a difference in an organization. People who feel more connected will invest more of themselves in their work. High trust levels lead to a greater sense of self responsibility, greater interpersonal insight, and more collective action toward achieving common goals.
As Zigarmi summarizes, “Trustworthy leaders enjoy the benefits of seeing employees stretching more, pushing more limits, and volunteering more. When leaders create a high trust environment that is consistent over time, collaboration increases and organizations leap forward. That’s what a high trust environment can bring to you and your organization.”
Would you like to learn more about the behaviors that inspire trust in employees?
Then join us for a free webinar!
Building Trust and Transparency in Your Organization
Wednesday, July 21, 2010
9:00–10:00 a.m. Pacific Time, 12:00–1:00 p.m. Eastern Time
5:00–6:00 p.m. UK Time, 4:00–5:00 p.m. GMT
Presenters: Dr. Pat Zigarmi, Founding Associate, The Ken Blanchard Companies,
Randy Conley, Trust Practice Leader, The Ken Blanchard Companies
Trust continues to be identified as a missing ingredient in today's workplace. In spite of their best efforts, only a small percentage of today's workers strongly agree that they trust their leaders.
To ensure high levels of organizational performance, leaders need to tackle declining levels of trust head-on. The key is to demonstrate the behaviors people most associate with trust. These trust behaviors include greater transparency. This is critical, because people need to see trust in action more than they need to hear about it.
In this webinar, Blanchard Founding Associate Pat Zigarmi and Trust Practice Leader Randy Conley will show you how leaders can improve the levels of trust in their organization by improving transparency and avoiding the behaviors that often trip up even well meaning leaders including:
- Recognizing the warning signs that people lack trust in you and your leadership
- Learning the value of creating trust-based relationships
- Purposefully engaging in trust-building behaviors
- Discovering how to increase transparency with those you lead by communicating your leadership point of view
Don't miss this opportunity to learn how to raise the level of trust in your organization by increasing the level of transparency and the use of trustworthy behaviors in relationships with your peers and team members.