Category Archives: Leadership Development
There have been myriads of articles and posts written about how leaders can best build commitment and a culture of trust among their employees. Many of those methods are proven and well-studied.
But one thing often missed is a need for leaders to drive deeper into themselves and promote a behavioral leadership style that fosters connection, commitment, and engagement.
Below are 6 behavior mindset changes that leaders need to change within themselves before they change the level of trust in their organization.
- Trust Your People First. I had a business owner who was severely challenged with staffing tell me the reason she couldn’t get employees was that she didn’t trust anyone. She was shocked when I told her she was correct and wrong at the same time. Numbers of studies show how employees want trust from their leaders. Placing the trust in your people first will usually work to get them engaged – it never happens the other way around.
- Don’t Play Favorites. Leaders who ignore others, such as spending most of their time with the coolest or the people making the numbers happen, divide their teams silently and quickly. When people feel detached because they aren’t part of the “inner circle” they distrust leadership and many think you have to be unethical in order to get attention or feel valued.
- Don’t Assume Fault. Over the years I worked for a leader whose favorite response to any situation was “Who’s fault is that?” A question like this always placed people on the defensive, and assumed a failure on that person’s behalf. Moving away from a fault-finding mindset into a mindset of turning bad circumstances into opportunities to win long-term, change processes, or develop skills will have your people fighting for you when things go bad, instead of fleeing from you.
- Know That They May Know More Than You. I had a former colleague say that they had been embarrassed about a boss showing them up by stating how little my friend knew in front of others and proceeded to talk about something they did not really know much about. My colleague told me the boss was actually the one who embarrassed themselves because everyone present saw the puffed-up leader make a fool of themselves. It did more to harm the trust of the staff as they felt they too would be next on the public embarrassment stage. Give your people the platform to showcase what they know and then stay out of their way to prove it.
- Don’t Assume Ill Intent. Many times when an employee has an issue the first thing certain leaders do is to assume that the person isn’t committed, or going rogue, or being a saboteur. When leaders know that performance issues usually stem from lack of trust in leadership, systems, or culture, then you can take steps to correct those external forces that negatively impact employee performance. It’s another aspect of trust that needs to be present in mind at all times.
- Find Ways To Always Train Them Up. Whether subtly or overtly, leaders who tear down staff in front of others will not produce leaders or employees who do the same in others. When a great leader focuses on every opportunity to train and develop, consistent with the other behaviors listed, a culture of trust is solidified in which true business growth can then foster. By finding ways to train instead of criticize, people around you will adopt a development mindset that attracts employees and brings out their best for you.
Over the years I have noticed that the best leaders consistently exhibit all of these traits without wavering. Those that have swung on both ends of the spectrum in any of these behaviors showed a much higher degree of employee mistrust.
Changing the level of commitment from employees means changing the level of trust first. This can only be done by changing your leadership mindset in how you approach and view any and all of your people to begin with.
Ed & Peter Schein make a great thought leadership team, This father-son duo draw from their experience and study of business and organizations to bring a much needed perspective to both disicplines.
In celebration of their new book “Humble Leadership“, Ed & Peter Schein have been generous to share this post. This is an excerpt from their book -enjoy!
It was tempting to write this whole book around the amazing stories that are surfacing about Humble Leadership and the creation of Level 2 relationships in very hierarchical organizations. Retired general McChrystal in his Team of Teams (2015) and Chris Fussel in One Mission (2017) make it very clear that organizations now have to replace the efficiency of the linear industrial factory model with agility and adaptability as the problems they face become what we have repeatedly called complex, systemic, interconnected, and multicultural, that is, messy. Dealing with customers in an interconnected multicultural world will become as complex as dealing with fluid, invisible, polymorphic enemies. O’Reilly and Tushman (2016) make a similar point in their argument for organizational ambidexterity in that the economic and market forces are similarly fluid and unpredictable, requiring organizations to develop distinct subgroups that can respond differently as market and competitive conditions change.
McChrystal points out correctly that what makes the difference is not technological superiority but “the culture,” by which he means the degree to which the troops are trained not only to be precise about those things that really need to be standardized, but to be able to think for themselves and self-organize in those areas that require a new bespoke response. The stories reviewed here are all built on that assumption, but we have added that “the culture” has to be a
Level 2 culture and that transformation is only achieved by a certain kind of relationship building.
To create the agility needed to respond to a volatile and chaotic environment, McChrystal emphasizes empowering local units to be coordinated by a team of representatives from those units. The solution of having each team have a representative at a coordinating meeting to create “the team of teams” only works, however, if each representative has spent time in each team and established Level 2 relationships within each team. Otherwise it is inevitable that each representative would feel the need to argue for the values and methods of the team from which he or she came (in other words, digging in on one side of a technical, transactional negotiation).
Edgar H. Schein is Professor Emeritus from the M.I.T. Sloan School of Management. He’s a pioneer in organizational studies, organizational culture and leadership, process consulting, career development. Ed’s contributions to the practice of O.D. date back to the early 1960s and continue with the recent publication of Organizational Culture and Leadership 5th edition and now Humble Leadership, co-authored with Peter A. Schein, co-founder of OCLI.org who brings 30 years of hands-on experience in large and small companies leading growth initiatives in Silicon Valley.
There are two types of leaders.
Those who are critics, and those who are cheerleaders.
Critics are those types of leaders who feel their knowledge and experience give them a superiority over everyone else.
These are leaders who look down on others, and don’t believe anyone can tell them anything that they don’t already know.
One of the fatal flaws a critical leader commits is discounting someone’s input because they feel their experience is inferior and not qualified to matter. They discount the hourly employee’s input who is new to the job, the young manager who only has an associate’s degree, or someone’s view on workflow because they don’t work on the factory floor but in the office. They fail to realize that people many times have valid viewpoints based on their observations and collective experience.
These leaders don’t build others up or develop people. Instead, they put them down and find people with the similar critical spirit to enter into their circles, creating more of the same spirit throughout the organization. This enables toxic and untrustworthy behavior and is always short-sighted. They also usually make very poor personnel decisions due to their elevated sense of self and contempt for those they deem lesser than themselves.
The other end of the spectrum are those leaders that are cheerleaders. Cheerleaders are not necessarily a “ra-ra” motivational personality. Instead they are the steady leadership style that elevates everyone around them to grow and develop.
Cheerleading leaders give higher value to their people, their insight, and their development. They give each person and equal value and voice and cast a vision within them to inspire them to give feedback for the greater mission.
These types of leaders have no problem stepping aside and giving others credit, leadership in projects, and a platform for input. They are more tolerable and forgiving for mistakes, and while demanding a high degree of performance, know that their people need time to develop and learn.
They esteem others more than themselves, knowing that the best organizations are more than the leader but the sum of all it’s constituents. They usually make the best personnel decisions which lead to more sustainable growth and achievement of the company’s goals. Cheerleaders are the ones who better develop future leaders.
Work to be a cheerleader who looks up to your people, not a critic who look down at others. Only one mindset can make a positive, lasting impact.
(image: wikimedia commons)