The Trust Key
In these uncertain times, when everyone is still feeling their way, breeding trust within your teams and organisations is more important than ever. It’s even been posited that trust will be leadership’s leading indicator in the ‘next normal’*, and Adam Grant, writing recently in the Economist, has suggested that the level of trust we feel towards our colleagues and organisations is likely to become more extreme - in both directions.
I never forget the maxim: “money is the currency of transactions, trust is the currency of interactions.”
Amidst the huge amount written on this area, I firmly believe, both through reading the insight and research, and through the privileged window I have into the practical world of leadership, that three areas are paramount. In this short piece I identify these areas, and suggest some simple steps you can take to build and demonstrate your credentials in these areas.
You are capable
This doesn’t mean that you have all the answers. And it certainly doesn’t mean that you are perfect. But it does mean that you have sufficient ability, experience, skillset, mindset and adaptability to lead your team and/or organisation through the challenges and opportunities ahead. And that you are capable enough to know where you need to develop and improve, and are able to go about doing so.
So how can you ensure, and demonstrate, this?
Be clear on what you bring to the table. Don’t hide your light under a bushel. No need to brag, and certainly don’t oversell, but remember the impact of calmly instilling in those around you confidence that your experience, expertise, and mindset set you up well for your role.
Be honest about your gaps and areas of weakness, and ensure that you work out a way to fill them.
You care
For me this is a simple way of articulating some of the key aspects within trust that are written about extensively. Empathy. Integrity. Accountability. Responsibility. Vulnerability. If you care about the organisation’s Purpose, care about the organisation itself, and care about your people, all of these attributes should flow. And it should be clear to your people that you are coming at it from the right place.
Work hard to look under the bonnet and understand issues being faced, both at an organisational level, and at a personal level. Walk the corridors. Talk to people.
Focus on being informed, and accessible. With good processes in place to ensure this.
Communicate. Regularly and openly.
Repeat, consistently, the purpose, vision and mission so everyone around you is reminded that these are your guiding lights, not your own self-interest.
You are consistent
If you behave in a way that is consistent, that people around you can rely on, if you walk the talk, and honour your commitments, you engender confidence in those around you. And that’s key to gaining their trust. Think about it for a moment. Think about those leaders who don’t operate in this way. Who are unpredictable. Who don’t do what they say they are going to do. Who expect one thing and do another. Unhelpful. The opposite of reassuring. And frankly the last thing people need at the moment.
Remember that as a leader you are constantly role-modelling the Values and Behaviours you want to see. You are also role-modelling what you are willing, and not, to accept. “The standard you walk past is the standard you accept.”
Honour your commitments and keep your promises. And if for any (genuinely good) reason you can’t, communicate this in good time and explain why.
Whilst being aware that you need to adapt at times, and also should be seeking to continuously improve, don’t try and be something you’re not.
A good habit to get into…
Take 5 minutes at the end of this week to try this. Yes, this week. Write these three areas on a sheet of paper, And under each one, list out what you have done which has been positive in each. And then what you have done which you think or feel has had an adverse impact. See which lists are longer. Repeat this week after week, and use this discipline to try and ensure the positive list grows, whilst the adverse list slowly shrinks.
Start this week. Give it a go. Why not?
For more on this or any aspect of leadership, with a healthy dose of mindset, sport, and I hope usefulness thrown in, do feel free to browse through all the articles in the Huddle, or get in touch with me directly on catherine@sportandbeyond.co.uk
*McKinsey and Co, 14th June 2021