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Prove it, part 2
I n my last article, “Prove It,” I explained why organizational trust, employee choice, in addition to path and purpose, were the three critical areas that a firm must pay special attention to as it relates to the young professionals in their charge. In yesteryear, leadership could get away with glaring inconsistencies, but these days, young professionals aren’t having it.
2)Is there continuity in my messaging and deci- sions? If you make a case for not doing something and then a decision is made that is contrary to the stated case, it is wise to discuss this with your key personnel. Trust is fragile, so know that every con- versation is stored, in some way, for later reference by young professionals. “It is my belief that leadership, in any walk of life, has the responsibility to be clearly committed to the communications made to those they lead.” 3)Am I properly incentivizing, or do the incentives fragment and demotivate my team? Meritocracy
In this article, I want to dive deeper into the topic of organizational trust. It is my belief that leadership, in any walk of life, has the responsibility to be clearly committed to the communications made to those they lead. As for young professionals, they should hold leadership accountable for what they say and write, their body language and advice, and their reasoning and solicitations for input. The era of “do as I say, not as I do,” is effectively over. Take time to listen to the feedback of your young professionals. Assess whether the points being made are valid. If they are, then act! Ask yourself: 1)Am I preaching about things that I in fact don’t do? We all do this, but if it’s chronic it must be ad- justed or given its proper context. Chronic hypocrisy is the silent killer of morale.
Brenden Sherrer
See BRENDEN SHERRER, page 10
THE ZWEIG LETTER September 10, 2018, ISSUE 1263
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