12/9/2019
Building Trust
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62 Every conversation you have either builds trust or chips it away.
• You build trust when you communicate your genuine interest in people and their needs. • While there are many factors that contribute to our perceptions of trustworthiness, here 3 key traits that you should focus on: 1. Character . Studiesconsistentlycitehonestyas the#1 attributeof effectivemanagers– consistentlydoing what theysay they’lldo.
2. Competence . Your managerialcompetencyshould not be measured by your technicalskills, but by your ability to understandand influence people. 3. Caring . The most neglectedtrait is theability to show you care. Employeeswant to feel theymatterand theirbosses actuallycare about them as people. Only when these three traits are in place can employees reciprocate with trust.
Guiding Principles – Ask Yourself Clear Messages:
Everybody’s Different
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Am I communicatingclearly, remindingmyselfandothersofourmission,valuesand strategy? Do I relate thebigpicture to realworld situations,peopleandbusiness realities? Am I connectingthedots to smalldaily tasksandgoals? Am I generouswith recognitionandpraise? Consequences: Do Ihavecompellingconsequences inplace thatencouragepeople touse their strengthsandcreativity? Do Idiscouragebehaviorsthatdistractwhileencouraging funand friendships?
• Everybody is motivated – just not by the same things. • Understand what is motivating your teams, so you can show them how things you want them to do are in their own best interest. • To do this, you need to have conversations and explore their needs.
Do Iencourageproblemsolving innewways? Do I letpeople comeupwith theirown ideas? Do I recognizeachievementspersonally?
Conversations:
Do Igive feedback inamanner that canbe received? Do I focusonbehaviorswithoutbeing judgmental? Do Iallowpeople the chancetoexpress themselveswithout interruptingthemwithmy solutions? Do Iact like I’mopen tohearingaboutmistakesandotheropinions? Domy conversationsbuild trust?
Compelling Consequences – Ask Yourself
Wrap-Up Adopttraitsof a good leaderto promoteemployeeempowerment. Toempoweryouremployees,youhave tobea rolemodel. Delegate tasksclearlyand concisely. Makesure therearenograyareaswhenassigningspecificduties to specific employees.Thatway,employeeswill knowexactlywhat isexpectedand therewillbe no room forpassing thebuck. Giveup someofyourpower in favorofemployeeautonomy. Thismakes theirwork feelmoreexcitingand rewarding,since they’ll feel like theyhavemoreofa say in thework theydo. Be friendlywithoutbeinga friend. Thoughyou shouldavoidbeing that“coolboss”who is too friendlywithallofhis employees, itdoesn’thurt to smileat youremployees,makesmall talk toshowyoucareabout themonan individualbasis. Be respectful. Tomotivateemployees,youhave torespect themashumanbeingsandemployees.
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Do my peopleknowwhat’satstake for theorganization? Do my peopleknowwhy their jobsmatter? Do I knowsomethingaboutwhyeach person’s jobmattersto them? Do I offer cleargoals thatencouragepeopleto use theirstrengthsandcreativity? Do I discouragebehaviorsthatdistractthem from theirgoals? Do I encouragefun and friendships? Do I encourageproblemsolving in newways? Do I let peoplecomeup with theirown ideas? Am I acceptingmistakes,anddo I work on turningthem into learningopportunities? Do I recognizeachievementpersonallyand immediately? Am I providingclear negativeconsequencesfor badbehavior? Do I follow upwithpeopleregularly,offering attentionfor smallwins andprogress?
Be positive. Tobeagood leader,motivateyouremployeeswithapositiveattitudeandenvironment.
Acknowledgeemployeeachievements. Make itapoint to frequentlycitesuccessesand toverballycongratulate employeesona jobwelldone. Openyourdoorto employees. An importantpartofempoweringemployees is lettingthemknow theiropinionsare valuable.
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