Leaders as Trust Builders

Historians tell us, and pollsters support their conclusions, that Americans have steadily grown suspicious of authority figures and institutions. Years of high-profile deceptions, scandals, and dubious behavior have eroded the trust and increased the skepticism that people have in large organizations and their leadership. And no industry seems immune be it business, government, sports, education, entertainment, religious or charitable.

In business, the realities and threats of corporate downsizing and layoffs have increased the skepticism of employees. A Gallup survey in 2004 revealed that only 29% of employees were "engaged" in their work. The majority of employees, 55%, were not engaged and simply doing what "has to be done." Shockingly, 1 in 6 employees were actively shirking their responsibilities or sabotaging their employer. Lack of trust in organizational leadership was found as a major factor in disengagement and destructive behavior.

Usually, employees display positive commitment and attitude upon entering a new organization. Unfortunately, in many cases, their commitment and attitude decrease over time. Why? Often, it is a result of a slow decline in the credibility (i.e. trust) the person feels the organization exhibits toward him/her. At some point the employee may decide to leave the organization. The cost to the employee is significant. The cost to the business can be massive if turnover is rampant.

For the leaders of organizations, the responsibility for actively addressing the trust issue is theirs. That is one reason they get "paid the big bucks" to lead the organization. Besides being "the right thing to do," it is "the right thing for business." As the psychologist Abraham Maslow once said, a person's ability to move toward achievement requires a foundation of trust. The same can be said for organizations.

Here are some areas that leaders would be wise to remember and portray as they model, shape and build a culture of trust:

Genuineness

This is the WYSIWYG (what you see is what you get) factor. It conveys consistency, credibility and follow-through without spin. The genuine person is courageous and confident. The genuine person is not afraid to openly express his/her beliefs. And genuineness comes through on big and small issues. Pope John Paul II was especially genuine. When asked why the Vatican had built a new, more elaborate, expensive swimming pool, the pope didn't spin his answer about the importance of exercise for him or the staff or why it was a good investment. He simply said, "Because I like to swim." That is genuineness.

Communication

Nature abhors a vacuum. Employees abhor silence. Leaders build trust by communicating persuasively and in a non-threatening manner. And each leader must know his/her best style of communication. Our best "communicator" presidents, Ronald Reagan, Bill Clinton, Franklin Roosevelt, were uniquely different in their communication approaches and style. But what each did was communicate consistently and in a fashion where the listener felt he or she was being talked to individually. Leaders who know and trust themselves to communicate in their natural style will build trust in their organizations.

Connection

Great leadership is about connecting with all levels of people. Business leaders that have done that best like Sam Walton, founder of Wal-Mart, or Herb Kelleher, past CEO of Southwest Airlines, had the unique ability to connect with cashiers, stockers, baggage handlers, gate agents as well as senior executives in their organizations. Their gift for connection was the major reason that their companies prospered. The spirit of Wal-Mart and Southwest employees is legendary. As Nelson Mandela once said, "People will forget what you did. People will forget what you said. But people will not forget how you made them feel."

One definition of great leadership is getting people to do a great job because they want to do a great job. Leaders that build an environment based on a foundation of trust are taking the first step toward this result. They are helping their people become great, a necessary element of making their organizations great.

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