Who Do You Trust?
By admin | October 10, 2008
By Mike Myatt, Chief Strategy Officer, N2growth
Who do you trust? This is a simple enough question, but nonetheless, one worthy of consideration. The realty is that trust leads to respect, and it is impossible to thrive as a leader absent establishing trust and respect with those under your charge. One of the hallmarks of great CEOs is their ability to create highly productive executive teams. However it also goes without saying that getting senior executives to “play nicely” with one another can also be one of the greatest challenges for CEOs. In today’s post I’ll briefly examine one of the obvious, but often overlooked tenants of team building…establishing trust and respect.
Whether intuitively, instinctually, intrinsically, objectively, or subjectively, most people have an initial gut feel as to whether or not an individual is trustworthy. Over time those initial impressions will either be validated or invalidated based upon actual experience. We all know the difference both in chemistry, and in productivity when working with those whom we trust and respect, as opposed to working with those whom we don’t.
It is literally impossible to establish highly functioning teams over the long-haul without establishing strong trust bonds. This is why a value based approach to recruiting is a key component when teaming-out a senior leadership group. Those team members who share the same core values will be predisposed to trusting one another at high levels. Those team members who share a commonality of core values will automatically assume “best intentions” in one another vs. assuming “worst intentions” or “motives/agendas.”
I have a talk that I have historically given to members of my executive teams, which I call the “I’ve got your back speech.” I tell them in plain English that I have their back, and that I’ll go to the mat in my support of them as long as they stay true to our core values, vision, mission, and strategy. However I’m also quick to point out that I expect my team members to have my back at all times. There is an implicit trust among us that we will deliver upon our mutual promises and commitments to one another without excuses and without exception.
While team members will most certainly have differing opinions as to how they reach objectives and solve problems, with a foundation of trust established via a commonality of core values, they can engage in open and respectful discussions regardless of the situation or issue at hand. To the degree team members can maintain open and honest communication, they can learn from one another and find mutually beneficial solutions to even the toughest challenges.
It is important to remember that being trusted is not necessarily the same thing as being liked. That being said, it is a leader’s responsibility to effectively lead not only those that agree with their positions, but also those that disagree. This is more easily accomplished when a bond of trust is established, which in turn creates rapport and respect.
Rapport, and ultimately respect are established by honoring commitments and doing the right thing regardless of opinion, sentiment, or influence. It is through right acts, good decisions, and honest communication that you earn respect and maintain rapport even with those who are not necessarily your greatest supporters…This is where establishing a trust bond will pay significant dividends.
While I like to think that I have earned the trust and respect of the majority of those I have led over the years, I am not so naive to think that that all have liked or supported my positions…that being said, I have had to lead them as well, and that has been done by adhering to the following principles:
- Hit conflict head-on…You can only resolve problems by proactively seeking to do so;
- Always attempt to understand others motivations prior to weighing-in on an issue;
- Say what you mean, mean what you say, and follow-through on your commitments;
- Never be swayed by consensus, rather be guided by doing the right thing, and;
- Know that no person is universally right or universally liked, and become at peace with that.
Topics: Leadership, Talent Management |
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