How new leaders can gain trust and respect - The Globe and Mail
How new leaders can gain trust and respect the leadership role based on your lack of experience or expertise. to discuss the relationship between the CEO and the board of directors Special to Globe and Mail Update. Employees who trust their leaders work harder and stay longer. Developing a strong and successful relationship involves several key qualities. One of these qualities is It creates loyalty, mutual respect and a positive work environment. Employees Show heart. In my view, leadership is heart-based. What is the relationship between trust and effective leadership? This post, which is based on the book 'The Speed of Trust' by Stephen Covey, will provide you . Respect is demonstrated in the “little” things we do each day.
Make your intentions clear from day one As a new leader, especially a younger one, you face a harsh reality when you step into the role: For instance, prepare to be judged by your age and have to battle the stereotypical perceptions that go hand in hand with being younger.
An example is the perceived inability to fulfill the leadership role based on your lack of experience or expertise. Counter these false judgments by staying laser-focused on the strategy you choose to adopt and quickly sharing that strategy with your team. Make your purpose clear from the outset, describe your vision and create a road map of the team goals you plan to accomplish. Also, be honest about the challenges and roadblocks you face as a team being careful to speak broadly and not single out individuals.
Garnering positive first impressions from your team is a crucial step toward building foundational trust and respect. Identify your allies Most people feel anxious when reporting to a new boss. No matter how plainly and eloquently you outline your strategy, don't expect immediate buy-in from everyone.
I started by working with team members who seemed open to new ideas and strategies, and who showed interest in being future leaders themselves. I knew that those yearning to learn and grow would ultimately contribute most to the team's overall success.
Set them up for success Story continues below advertisement Story continues below advertisement Once I had identified those who were onside with my vision, I set about sharing the framework that had brought me success, breaking it down for them step by step. What occurred next surprised me. Not only did they quickly adopt the framework, they also brought fresh insights and perspectives that enhanced and refined the process.
Telling someone you love them is important, but showing them you love them is critical to growing the relationship. Covey gives three very sensible suggestions to help you monitor and improve your intent: First, examine and refine your motives Second, declare your intent Third, choose abundance.
Covey believes that talents are more about our potential. It is intimately tied to your personality. How to Increase Your Capabilities While these three tips might sound simple, the practice of these is more of an art form than a science.
First, follow your strengths and your passions. Second, remain relevant by continually increasing your knowledge and improving your skills. Third, know where you are going. The people you lead will follow if you know where you are going and you show this.
The Bread & Butter of Leadership
Results are the outcomes of the activity and they are the means by which success is measured. They are what you contribute to the organisation. Character consists of what we repeatedly do. Excellence then, is a habit. Neither is the trust. Your past results — what has been achieved in the past? Your present results — what is being achieved now?
Your future results — or rather your potential for future results. I don't trust words; I trust results. Click To Tweet How to improve your results There are a number of ways which you can alter your focus in order to improve your results. Focus on the outcomes themselves, rather than the process by which you are aiming to get these outcomes.
Focus on expecting to achieve the goals and this will help you and your team translate them into action. Make sure that the results are achieved. Click here if you would like some free resources to help you review how trusted you are as a leader… The 13 behaviours that grow trust Imagine a bucket full of water that has holes in it and you are trying to plug those holes.
Each time you interact with someone, you are either taking your finger out of one of these holes or worse, creating another hole!
Examples of these sorts of behaviours include: These sorts of behaviours damage and diminish trust and over time, the bucket empties. Knowing that different behaviours affect different people will also help you to avoid emptying the trust bucket — what is positive for one person may not be for others. Talk Straight Effective leaders state their mind in an artful way.
This gives the right impression and fills the bucket of trust and it creates transparency. If your actions show you care then people will notice. Create Transparency Effective leaders create a culture of transparency. This means telling the truth in a way that can be verified.
This means showing the principles of honesty, openness, integrity and authenticity. It is based on doing things in the open where all can see. There are many ways in which transparency can be grown, from improving your organisational systems, through to directly focusing on culture. Right Wrongs From time to time people will make mistakes, even the leader. If you fix your mistakes and own up to them you create a belief that you can be trusted to come through. Show Loyalty An effective leader will stick up for his or her team, even when times are tough.
Covey believes there are two main ways to show loyalty to your team. Firstly, it is to ensure you give credit to others over yourself. Acknowledging the contributions of your team, especially when this is done publicly in the right way, will grow trust.
Secondly, always speak about others as if they are present.
Talking about others behind their back in a negative way is really just gossip and will diminish trust across the team. To what extent do you give credit to others?
The relationship between trust and effective leadership - Learning Architects
To what extent do you speak about others as if they were present? Deliver Results The fastest way to build trust with your team is to deliver results. Results give you instant credibility and trust. Covey says that this is based on competence and it grows out of the principles of responsibility, accountability, and performance.
Delivering positive results turns cynics into believers and establishes trust in new relationships. It also restores trust that has been lost due to lack of competence.
The Importance of Trust and Respect
To what extent do you get results that inspire and help people feel a sense of accomplishment? How well does your leadership deliver results that inspire trust in others? Constantly improve Effective leaders are never satisfied with just the results — they seek to constantly improve them. Constantly evaluating the quality of the outcomes will lead to new ideas. These ideas must then be implemented so that people see the improved results.
It is not enough merely to evaluate; we must improve next time and get better outcomes. Covey suggests two ways to get better. First, seek feedback from those around you.
Second, learn from your mistakes. I would suggest a third — to cross-reference your thinking and the feedback with quality research. To what extent do you seek constant improvement? Confront Reality This is one of the hardest tasks for new leaders to face — how to deal with difficult situations. Usually, these situations in organisations will involve other people, so the skills of developing artful conversation are critical for being an effective leader.
This involves being honest and upfront about the difficult issues we face. Leaders - how well do you face reality and deal with difficult situations as the leader? Clarify Expectations It is important to focus on a shared vision of success from the start.
One simple strategy I encourage leaders I work with is to always state their purpose, intention or the goal of a decision or meeting process, this engenders trust.