Posts Tagged ‘trust’

Unlocking Organisational Productivity

August 5th, 2019

“Productivity is never an accident. It is always the result of a commitment to excellence, intelligent planning and focussed effort” – Paul J Meyer

Productivity is never an accident. As business leaders today, we are constantly challenged to increase both productivity and profitability whilst being asked to conserve resources and do ‘more with less’.

As the quote above suggests, to do this requires an unwavering commitment to excellence, intelligent planning and highly focused effort. There is however one additional area I believe we need to build an unwavering commitment to developing: Trust.

Trust, which is widely regarded as the glue to any healthy and productive relationship, appears to be on the rise in some sectors of work, placing a greater emphasis building trust between the employee-employer relationship than ever before.

According to The 2019 Edelman Trust Barometer, trust has changed profoundly in the past year. In 17 markets including Australia, the research revealed that “people have shifted their trust to the relationships within their control, most notably their employers.”

The research showed that 77% of respondents in Australia trust “my employer”, which was considerably more than NGOs (56%), business (52%) and government (52%).

The correlation between greater organisational productivity was also strong, where employers that work to build trust will be rewarded; Australian employees who have trust in their employer demonstrate greater advocacy (80%), loyalty (71%), engagement (69%) and commitment (87%).

It comes as no surprise, then, that a lack of trust can not only mean a leadership crisis, but also a productivity crisis. When we don’t believe or trust those around us it not only sets in motion a tidal wave of negative attitudes and emotions, it actually significantly impacts our ways of thinking and behaving. So much so that it can all too easily become the biggest blocker to personal, team and organisational productivity.

Patrick Lencioni who is widely regarded for his work in team development and organisational performance identifies trust as the most basic requirement to building high performance. His pyramid The Five Dysfunctions of A Team defines the core problems of unproductive teams and subsequently by default the requirements for a high functioning and productive team:

 

Patrick Lancioni: The Five Dysfunctions Of A Team

Failing to build trust can affect each level of the pyramid, crippling the potential of a productive team if not established on a strong, trust-based foundation. Only people with high trust between each other will take risks, engage in healthy robust debate, seek solutions, commit to a vision, hold each other accountable and focus on delivering measurable results.

Stephen Covey’s analogy of trust as a tax or a dividend is particularly apt: When there is a lack of trust in a relationship or organisation, it is like a hidden tax that is placed on every transaction, piece of communication, decision and strategy, which brings speed down and sends costs up. By contrast, individuals and companies that operate with high levels of trust reap the benefits of a dividend that enables them to succeed by multiplying performance, productivity and capability.

Lack of trust therefore has the capacity to dramatically increase the cost of doing business and triple the delivery timeframes; where as high trust has the capacity to not only significantly save time, money and angst but also deepen relationships, build greater collaboration, career fulfillment and success for all involved.

So how do the most successful leaders build trust?

  • Establish purpose and commitment: from individuals and between individuals
  • Communicate honestly and transparently: by talking straight and keeping it real!
  • Ensure actions match words: removing ambiguity and taking the guess work out of situations
  • Deliver results: that offer lasting and meaningful value
  • Listen and observe: Not just to those that shout the loudest but to all members of a team
  • Demonstrate consistency: If you do what you say and say what you do, people will trust you
  • Remove the ‘landmines’: the hidden agendas, the vagueness and doubt
  • Clarify expectations, purpose and commitment: contributions, behaviours and attitudes
  • Value accountability: both for themselves and the team’s that they lead
  • Remain engaged: with individuals, objectives, processes and outcomes
  • Acknowledge and give credit where credit is due: both individually and publicly

For leaders, trust is two fold. There is a very real need to engender it and you need to be able to give it. Without both, productivity is almost always compromised. The most successful leaders recognise this and focus on creating it as a core objective.

Trust is not just a nice-to-have. It is a critical component of personal, team and organizational performance. It is a clear enabler of productivity and one that underpins your leadership skill set and true capability.

The logic is simple: if people trust you and that trust is reciprocated, they will give you their all. If people give you their all they are more willing to go the extra mile, more likely to perform at remarkably high levels and apply extraordinarily levels of discretionary effort. Productivity therefore becomes the natural outcome.

Do you feel your organisation’s leadership engenders trust? Where could there be opportunities to build trust within your business? As always I would love to hear your thoughts.

 

 

The Value of Trust

January 22nd, 2019

“Position and authority will give you followers, but trust will make you a leader.” – Aubrey McGowan

No matter where we turn, trust seems to be on the decline. Barely a day goes by where we don’t hear of a broken promise, contract or principle. Trust, which is widely regarded as the glue to any relationship, appears to be at crisis levels for many individuals and organisations today. In fact, recent statistics suggest that only 47% of employees trust senior management and only 32% believe CEO’s to be a credible source of information, according to the Centre for Organisational Excellence.

This lack of trust represents a leadership crisis of monumental proportions. When we don’t believe those around us it not only sets in motion a tidal wave of negative attitudes and emotions, it actually significantly impacts our ways of thinking and behaving. So much so that it can easily become the biggest blocker to us achieving our goals.

On a more positive note, it provides you as a leader with a brilliant opportunity to stand out by building solid foundations of trust with your teams, your clients and your networks in a landscape that clearly seems to be both lacking in it and craving more of it.

Stephen Covey’s analogy of trust as a tax or a dividend is a highly powerful one: When there is a lack of trust in a relationship or organization, it is like a hidden tax that is placed on every transaction, piece of communication, decision and strategy, which brings speed down and sends costs up. By contrast, individuals and companies that operate with high levels of trust reap the benefits of a dividend that enables them to succeed by multiplying performance, productivity and capability.

Lack of trust therefore has the capacity to literally double the cost of doing business and triple the delivery timeframes; where as high trust has the capacity to not only significantly save time, money and angst but also deepen relationships, build greater collaboration, career fulfillment and success for all involved.

For leaders, trust is two fold. You need to be able to engender it and you need to be able to give it. Without both, true success cannot be achieved. The most successful leaders recognise this and focus on creating it as a core objective. They make it a priority to build confidence in their:

  1. Capability – to deliver and build a solid track record of results; and
  2. Character – by acting with authenticity, integrity and clear intent;

Employees, customers and clients are simply asking the question – Can I trust you to deliver what you set out to promise and in a way that is honest and ethical?

Successful leaders understand that to gain trust you must also give it. They recognise that there is always a risk when giving trust and don’t deny the past or ignore the possibility of future results. They weigh up the risks and benefits before giving it and when they do, they ensure that they have established the right environment and frameworks to support and manage successful outcomes. They know when to step in and when to step away – and most importantly how to do it.

So how do the most successful leaders build trust?

  1. Establish purpose and commitment: from individuals and between individuals
  2. Communicate honestly and transparently: by talking straight and keeping it real!
  3. Ensure actions match words: remove ambiguity and take the guess work out of situations
  4. Deliver results: that offer lasting and meaningful value
  5. Listen and observe: Not just to those that shout the loudest but to all members of a team
  6. Demonstrate consistency: If you do what you say and say what you do, people will trust you
  7. Remove the ‘landmines’: the hidden agendas, the vagueness and doubt
  8. Clarify expectations, purpose and commitment: contributions, behaviours and attitudes
  9. Value accountability: both for themselves and the team’s that they lead
  10. Remain engaged: with individuals, objectives, processes and outcomes
  11. Acknowledge and give credit where credit is due: both individually and publicly
  12. They not only earn trust, they extend it to others.

Trust is not just a nice-to-have. It is a critical component of personal, team and organizational performance. It is a clear enabler of success and one that underpins your leadership skill set and true capability.

The logic is pretty simple: if people trust you and that trust is reciprocated, they will give you their all.

As always, I would love to hear your thoughts.

Mastering the Art of Delegation

October 24th, 2018

“The best leaders are the ones have enough sense to pick good men to do what they want done and self restraint enough to keep from meddling with them while they do it.” – Theodore Roosevelt

We all know that our success is greater than us as individuals. However when it comes to letting go, entrusting others and delegating it can be easier said than done.  Building teams and surrounding ourselves with those who are not only willing and able, but who also value quality and pursue excellence is what we as leaders all aspire to do. But are we our greatest challenge? Are we limiting our success by not mastering the art of delegation?

Make no mistake, you can make or break your leadership success by the way you delegate… or in your failure to delegate. Great delegation not only saves time, money and frustration, it also provides you with an opportunity to build capability and capacity in your people. It is a balancing act that not only requires you to understand how to delegate but what level of delegation to adopt.

Recognising how and why you delegate (or not) is quite possibly the key to working out how to do it properly. For most people, they simply don’t do it because it takes a lot of effort up-front. When you are capable of carrying out the task or project in your sleep and it is relatively straightforward for you to complete, it is very tempting to adopt the mindset of “It’s just quicker and easier if I do it myself’. The big question though is ‘Would it be a good use of my time?’ If you do this for all the little things that you are more than capable of, you will very quickly find yourself not only operating at a lower level but also missing opportunities for yourself and your team because you are too busy to see them.

The second reason that many people fail to delegate is that they find it difficult to relinquish control. How often have you felt the wave of disappointment with the results of what you have delegated? The results don’t match what you had expected or aren’t in line with the way in which you would have done it. Sometimes this is due to the person carrying out the task but sometimes it is also the fault of the person giving the task or project. Understanding what level of delegation is appropriate for the project and to what person is key.

At the heart of effective delegation is communication and clarity. As leaders, you firstly need to be very clear about what you must do versus what you entrust to others. Gaining buy-in or desire from others to want to support and be involved is the next critical step to ensuring quality outcomes are achieved. People are much more engaged and committed to delivering on a responsibility when they have been bought through a process of agreeing to it. By investing in time to explain, discuss and agree the critical outcomes, responsibilities and timeframes you are creating robust frameworks for success.

Understanding who to delegate what to and the extent of freedom to deliver is possibly one of the hardest aspects to mastering the art of delegation. It is also a fundamental driver of organizational effectiveness and the growth of your people, as well as your own success.

To do this effectively you need to understand the capability of your people and what you require in order to remain ultimately accountable as the manager. I would encourage you to think about the 6 levels of delegation below and where they may best apply to you, your current team and projects. Each level progressively offers more autonomy and ownership for the person(s) involved.

  1. Instruction: ‘I need you to do exactly this…A,B,C’
  2. Investigation: ‘Can you please gather me information on XYZ and come back to me for a decision’
  3. Investigation and Decision Making: ‘Once you have all of the information, let’s sit down together to discuss and decide next steps’. A higher level of this could include the additional step of being advised what help is required from you as a leader.
  4. Analysis and Recommendation: ‘What is your view of the situation and recommendation for proceeding?’
  5. Recommendation and Sign Off: ‘Let me know your decision and why before checking back in with me to proceed’
  6. Manage and Inform: ‘Happy for you to do what you think is best, just keep me in the loop or report back to me by X time’

Underpinning the success of all levels is the communication and support frameworks that surround them. Open, transparent and timely communication is critical if people are to feel empowered and supported in what they need to do. Opportunities to ask questions, collaborate and discuss outcomes at any point will not only empower individuals but also motivate and drive commitment to the project and the results.  Without these frameworks in place you run the risk of ‘upward delegation’, which occurs when people run into trouble and they shift their responsibility back to you.

As leaders we all have an obligation to not just deliver on our core responsibilities but to maximise results and opportunities for our business and our people. For those who learn to master the art of delegation, they learn to do this not just for others but also for themselves.

What are some of the biggest challenges you find when delegating? As always, I would love to hear your thoughts.

The Power of Reconnection

July 4th, 2018

“We are in the connection economy, where trust and relationships are the new currency” – Seth Godin

Last week a card arrived in the post from a long lost uni friend which both caught me by surprise and delighted me in equal portions. I was also particularly touched with the obvious time, thought and effort that had been taken to reach out and reconnect. It was clear that the card had already been returned to sender once, with the second effort made to track me down through an old family address, which in turn somehow made it to a more current address before making it’s way onto me.

With both of us leading lives that had seen us relocate around the country and globe we lost touch several years into our careers for no other reason than the busy-ness of life. Spurred on by some recent significant events my friend explained how they had given her cause to think of me and wonder what I was up to.

Not only did her letter really make me smile, it also made me realize just how much power there is in the act of reconnecting. In working with many senior executives who are working or who have recently worked abroad, reconnection is a hot topic. Often there have been years between the proverbial drinks and there is huge reluctance to re-engage for fear of being perceived as disingenuous or feeling awkward. However when we do learn how to genuinely re-engage the benefits are enormous. In fact it is in failing to reconnect that can all too easily be the real missed opportunity.

Adam Grant, Wharton Business Leader and author of Give and Take explores how our success has become increasingly dependent on the interactions we have with others rather than on the individual drivers of success such as commitment, hard work and passion. In analyzing our networks he classifies them into three groups: strong, weak and dormant ties. It is this third group – defined as people you used to know but don’t keep in touch with – that he believes is the most easily dismissed and undervalued.

In a recent Inc. article he explained why he believes that dormant ties can be better for networking weak (people we’ve met but don’t really know) or even strong ties. All too often our strong ties give us redundant knowledge – they are likely to know the same people, operate in similar environments and do similar things. Dormant ties however tend to give us better information because they have a much more diverse network with different thinking and experience. Invariably they have been meeting new people, learning different things and ways operating so they can potentially open up whole new worlds you didn’t know existed

So how do we reconnect with our past networks genuinely and with purpose? I would encourage you to consider the 7 tips below.

1. Plan to reconnect: Get clear on who you want to reconnect with and why – the initial contact will always be made easier with a clear sense of purpose.

2. Identify the best way to connect: Determine what is the most appropriate way to connect – do you pick up the phone, send an email or initially engage on social platforms such as LinkedIn?

3. Embrace the awkwardness: It will feel a bit awkward and will require you to ‘feel the fear and do it anyway!’ Pretending that you are the best of friends and it is only natural that you would be making contact is inauthentic and can actually be more harmful than helpful.

4. Acknowledge the lapse in time: As with all communication, honesty is imperative. Be up front about the lapse of time and provide some sort of context for that time period – studying, working abroad, family commitments, new roles etc. When you admit it’s been a while and you want to catch up, it ‘s more genuine.

5. Explain ‘Why Now?’: Understand why you want to connect and be transparent about it. Draw a link between what has prompted you to get in touch and why eg: I have recently made the decision to relocate back to Australia and I know that you have successfully made that transition so was keen to hear what your tips and insights were.

6. Ask how they are: Seeking to understand your connection’s story is critical. They will no doubt also have been developing new skills, knowledge and connections so it is important to build awareness on what they have been doing. It also makes it easier to create genuine dialogue and opens the door for you to reciprocate in kind.

7. Offer to reciprocate: None of us like to feel as though we are doing all the asking or taking so it is important to offer your knowledge, skills and experience in return. You are also much more likely to want to engage when you work to establish a two-way benefit.

Why not set yourself a challenge to re-engage with 3-5 people who you believe can add value to what you do today!

As always I would love to hear your thoughts.

The Power of Reconnection

January 24th, 2017

Last week a card arrived in the post from a long lost uni friend which both caught me by surprise and delighted me in equal portions. I was also particularly touched with the obvious time, thought and effort that had been taken to reach out and reconnect. It was clear that the card had already been returned to sender once, with the second effort made to track me down through an old family address, which in turn somehow made it to a more current address before making it’s way onto me.

With both of us leading lives that had seen us relocate around the country and globe we lost touch several years into our careers for no other reason than the busy-ness of life. Spurred on by some recent significant events my friend explained how they had given her cause to think of me and wonder what I was up to.

Not only did her letter really make me smile, it also made me realize just how much power there is in the act of reconnecting. Firstly it really made me stop in my tracks and consider just how grateful I was that she had made the effort; then it made me want to take action to respond; and finally it made me really consider who I would like to reconnect with and why. The simple act of reconnecting had almost acted as a charger providing increased energy, capacity and productivity.

In working with many senior executives who are working or who have recently worked abroad, reconnection is a hot topic. Often there have been years between the proverbial drinks and there is huge reluctance to re-engage for fear of being perceived as disingenuous or feeling awkward. However when we do learn how to genuinely re-engage the benefits are enormous. In fact it is in failing to reconnect that can all too easily be the real missed opportunity.

Adam Grant, Wharton Business Leader and author of Give and Take explores how our success has become increasingly dependent on the interactions we have with others rather than on the individual drivers of success such as commitment, hard work and passion. In analyzing our networks he classifies them into three groups: strong, weak and dormant ties. It is this third group – defined as people you used to know but don’t keep in touch with – that he believes is the most easily dismissed and undervalued.

In a recent Inc. article he explained why he believes that dormant ties can be better for networking weak (people we’ve met but don’t really know) or even strong ties. All too often our strong ties give us redundant knowledge – they are likely to know the same people, operate in similar environments and do similar things. Dormant ties however tend to give us better information because they have a much more diverse network with different thinking and experience. Invariably they have been meeting new people, learning different things and ways operating so they can potentially open up whole new worlds you didn’t know existed

So how do we reconnect with our past networks genuinely and with purpose? I would encourage you to consider the 7 tips below:

  1. Plan to reconnect: Get clear on who you want to reconnect with and why – the initial contact will always be made easier with a clear sense of purpose.
  1. Identify the best way to connect: Determine what is the most appropriate way to connect – do you pick up the phone, send an email or initially engage on social platforms such as LinkedIn?
  1. Embrace the awkwardness: It will feel a bit awkward and will require you to ‘feel the fear and do it anyway!’ Pretending that you are the best of friends and it is only natural that you would be making contact is inauthentic and can actually be more harmful than helpful.
  1. Acknowledge the lapse in time: As with all communication, honesty is imperative. Be up front about the lapse of time and provide some sort of context for that time period – studying, working abroad, family commitments, new roles etc. When you admit it’s been a while and you want to catch up, it ‘s more genuine.
  1. Explain ‘Why Now?’ Understand why you want to connect and be transparent about it. Draw a link between what has prompted you to get in touch and why eg: I have recently made the decision to relocate back to Australia and I know that you have successfully made that transition so was keen to hear what your tips and insights were.
  1. Ask how they are: Seeking to understand your connection’s story is critical. They will no doubt also have been developing new skills, knowledge and connections so it is important to build awareness on what they have been doing. It also makes it easier to create genuine dialogue and opens the door for you to reciprocate in kind.
  1. Offer to reciprocate: None of us like to feel as though we are doing all the asking or taking so it is important to offer your knowledge, skills and experience in return. You are also much more likely to want to engage when you work to establish a two-way benefit.

Why not set yourself a challenge to re-engage with 3-5 people who you believe can add value to what you do today!

As always I would love to hear your thoughts


If you would like to explore ways to build your network and enhance the quality of your connections please contact Margot on 0400 336 318.

Why A Sense Of Belonging Matters

July 12th, 2016

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“Invisible threads are the strongest ties”
– Friedrich Nietzsche
We are all hard wired to want to connect and belong: To people, places, what we do and ways of life. Whilst there might be times that we don’t want to connect or belong to certain groups or people, none of us actively seek out disconnection or isolation as a way of living. Why? Because ultimately we want to be a part of something bigger than ourselves. Something that allows us to create and contribute meaning, purpose, opportunity and value.

Not belonging or knowing where we belong is a terrible feeling. It feels awkward, it hurts and can be both alienating and self limiting. Yet invariably at some point in our lives and careers we will all be faced with a crossroads of having to identify where we best belong and naturally connect in a way that allows us to fully contribute our knowledge, skills and talents. Sometimes we outgrow people, places and situations and sometimes they outgrow us. This can be tricky and hard to navigate. In our careers this often presents when we have maximized our opportunity or through redundancies, restructures and relocations.

At a time when businesses and individuals are being challenged to operate in ever changing environments and to innovate and collaborate outside of known networks, this sense of belonging has never been more important. For it is when we feel as though we belong that we feel safe in stepping outside of our comfort zone and taking on new challenges.

There is a big difference though between belonging and fitting in. Brene Brown, author and researcher describes the difference between the two as freedom. ‘Fitting in’ she notes, is our ability to assess a situation and adapt who we are – personality and behaviours – in order to feel accepted. ‘Belonging’ is about freedom – freedom from having to change in order to be accepted and valued and respected for being who you are.

In her research she asked a group of students to describe the difference and their answers were insightful:

  • Belonging is being somewhere you want to be and they want you. Fitting in is being somewhere you really want to be and they don’t care one way or another.
  • Belonging is being accepted for you. Fitting in is being accepted for being like everyone else.
  • I get to be me if I belong. I have to be like you to fit in.

Great leaders know the difference. They also recognize the subsequent challenge. Whilst it’s much easier to tell people they need to adapt in order to fit in with an organizational culture, they look for ways to help people bring their individual strengths and styles and look for ways to contribute to creating a diverse culture. This is not to suggest that we should create a culture of ‘anything goes’ but rather one where people have the opportunity to truly shine by owning what they do. It is about making sure that when we look for people and skill sets we make sure that we give them the freedom to bring themselves and their talents to the ‘table’.

So how do effective leaders create a sense of belonging? I would encourage you to consider the following 6 actions and how you might include them in your leadership repertoire:

Give Trust: Successful leaders understand that to gain trust you must also give it. Without both, true success cannot be achieved. They are able to know who they can trust, with what and when.

Cultivate responsibility and ownership: We all feel a stronger sense of connection and belonging to something when we know what we own and are responsible for. When we feel as though we belong to a team and organization it becomes ‘our team and organization’.

Listen: We all like to be heard. Great leaders seek feedback, listen and are highly responsive to what is appropriate and needed. Individuals understand that what they say matters and take accountability for their opinions, words and actions.

Educate on ‘the why’: We all like to understand how our work contributes to the broader picture and why it is so important. Great leaders help their people understand why what they do holds such value and how it contributes to team and organisational success.

Encourage diversity: Leaders who know how to leverage the individual strengths and capabilities of their team not only create opportunities for their people but also contribute to their overall success. Encouraging individuals to leverage not only their strengths but also their differences helps people understand how what they do matters.

Foster growth: Whilst great leaders accept their people for who they are, they also see their potential and help them grow and learn to become the best version of themselves.

As always I would love to hear your thoughts.

Margot AndersenIf you would like to explore ways to leverage your career and the capability of your team, please contact Margot on 0400 336 318.

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