Working from home has become the norm in the last few weeks, and has allowed companies to remain competitive and productive.
Employees can now get work done, tend to personal obligations and spend more time with their families.
That being said, leaders have to maintain their objectives and keep an eye on their teams.
Wondering how to help establish remote working and lead your team from afar?
There are amazing benefits to having remote workers: you save money and office space, workers save time and energy from the commute.
It will certainly improve employee engagement and boost morale.
There are different ways that you can help establish remote working.
1. Make a general assessment
Each company has unique needs. Therefore, you first need to assess the needs and the equipments of your company.
Secondly, you need to assess the position and responsibility of the employee. The position needs to be suited for remote work. You may want to understand with whom they confer with, how long they work and what do they need to get work done.
2. Get to know your team
Should all employees be allowed to work remotely?
To allow employees to work from home, you have to know how well they produce work and how serious, disciplined, mature and autonomous they are.
Some employees may be new to the company, may need a lot of supervision, may have difficulty communicating from a distance or may not know how to balance their work and life.
You can put remote under a trial period to test their ability to produce quality work remotely.
3. Make sure you trust your team
Before sending them out to work remotely, you must be able to trust your team and know that they will be pulling their weight.
Remote workers are not that hard to supervise but it all depends on your level of trust.
4. Invest in new technology
In order for you to keep up with your remote team, you may need to invest in digital workspaces.
These workspaces will allow you to schedule meetings, share documents, set deadlines, give instructions, train your team, communicate securely with your team and track their individual progress.
5. Clarify goals
Information can easily get lost when you are working remotely.
It becomes important for you to clarify your objectives and ensure that your team understands what needs to be done.
This will make it easier for them to stay on task, for you to track their progress and to address any issues.
6. Create a structure around your team
Let your team know at what time and for which activities they need to be available.
Working from home provides great flexibility but remote workers may have to also obey a code of conduct, a dress code and fixed hours to keep them engaged and far from burning out.
7. Plan in person meetups
Remote workers can get lonely and lose touch with their organization.
They will even have more difficulty keeping up and communicating with your team in the office.
Therefore, it becomes detrimental to make yourself available to them, keep them in the loop, encourage communication and include them in meetings and all meetups.
8. Deal with the legal aspects
You have to make sure that your team agrees with requirements and conditions of working from home.
Their information and data must be protected and they have to be safe, insured and properly equipped.
9. Equip your team
Your team may need a computer, a dedicated office space, a better and protected internet connection.
Overall, keep in mind that working remotely reduces the cost of operation.
Last Words Of Advice!
Productivity and work life balance have somewhat improved thanks to remote working. Employees are more and more looking for companies that can provide them with enough telecommuting.
However, just like working in a cubicle, remote working is not made for everybody and should not be imposed.
Some people enjoy human contact and others may want a better work-life balance but may suffer the consequences of working alone.
Hope that I’ve helped you get it together on your way to leadership!
Don’t forget to like, share and leave a comment below.
Building an ideal team is one of the most complex but also one of the most rewarding and advantageous responsibility of a leader.
The leader has to select the team to ultimately create the best results for the organization, in light of the company’s culture and of the personality, motivation, commitment, values, performance, integrity level of his or her potential team members, with respect to his or her leadership style.
When the team is built, the leader has to look out for red flags that can destroy the synergy of his or her team and easily create a lasting toxic climate.
Wondering how to detect these red flags, avoid toxicity on your team, how to extract the best results from your team members and to become the best team member you can?
A few years ago, I worked on a year-long project, under a boss who used demotions and other measures to punish some of his employees when mistakes occurred. For example, he would quickly and sadistically withdraw work responsibilities from someone he did not favor to give to someone else.
As a result, the team was a unsalvable shipwreck: every man for himself, searching for a flotation device, fighting to get on land. My former boss manipulative behavior created a toxic climate where people were continually in flight or fight mode, were mistrustful towards one another, would turn on each other, retain information and sabotage every other person efforts to succeed, were obliged to seek his “affections” and to continually prove their loyalty to him in order to feel safe in their position, were more focused on office politics than on their work, were always on the lookout of a scapegoat, were afraid of speaking up and being transparent.
The lack of trust, commitment, performance was noticeable on a daily basis. By trust, I mean the ability of the team members to admit their mistakes, acknowledge their strengths and weaknesses, stay open, transparent with one another without any repercussion on themselves or their career.
Explain major decisions from the organization to their team and include them in the flow of relevant information.
Maintain trust overtime and create unanimity.
Consistently tell the truth to their followers, be comfortable with it and practice integrity.
Value openness, empower those who tell the truth and must not reward those who do otherwise.
RED FLAG #2: Fear of conflict
In teams, conflicts do exist, are raw and real, are to be expected, and shouldn’t be avoided. In addition, they occur because we were born into different generations, backgrounds, with different personalities, values and morals.
Furthermore, conflict is always seen in a negative light or as a destructive process. However, conflicts can be healthy and productive too. And even though conflicts are uncomfortable and make you feel under attack, they are necessary for personal and organizational progress, are used to generate the best decisions for the organization and to make team meetings mire engaging. In order to establish a conflict culture, it is imperative that leaders:
Create a structure where it is safe for their team members to express themselves without feeling the need to attack.
Hold their team accountable to the conflict system established.
Focus the conflict on the issue at hand to avoid personal attacks.
Assess each team member conflict capabilities/profiles with MBTI to develop the appropriate approach.
Ask their team members directly how they deal with conflicts.
Define conflict resolution, ease anxious team members in the face of conflict and find courage to speak truth to power.
RED FLAG #3: Lack of Commitment
Commitment is the willingness to achieve common goals as a team, the ability of team members to align themselves with the organization purpose, values and strategies even in disagreement with the decision taken.
To enhance team commitment, leaders must:
Embrace conflicts, divergent opinions, ideas and perspectives.
Among conflicting ideas, make wise decisions and be unafraid to displease some team members.
Before making a decision, understand and consider all ideas.
Clarify their decisions with the team and write down them down to avoid ulterior assumptions and ambiguities.
RED FLAG #4: Lack of accountability
Team members must keep each other accountable for their behavior, their mistakes and lack of performance. If no one is held accountable, team members gradually lose respect for each other and moral decreases. Leaders must:
Lead by example, call out mishaps, low results and misconduct.
Make every team member aware of each other contributions and functions on the team.
Track everyone’s progress and accurately measure performance.
Measure team success using objective and liable means.
Measure progress with timelines.
Focus on areas of productivity.
Make sure that the collective interest in results exceeds the individual needs of the team.
How to be an effective team member?
Develop your communication skills.
Make sure that you are understood and are open to clarifying misunderstandings.
Monitor your non verbal communication. Keep your body language positive and opened.
Look at the person you’re exchanging with.
If a problem occurs between you and someone else, fix it before the problem festers by talking to that person as soon as possible. This shows that you are willing to work through issues, that you are a problem solver instead of being inappropriate and ineffective.
Give sincere and appropriate positive feedback to your team members.
Develop your listening skills.
To demonstrate your interest in learning new skills, to better understand the other person, you have to:
be willing to listen more that you speak and voice your opinion in due time.
Implement the conversation with probing question.
Request other people opinion before giving yours.
Avoid planning your responses during the conversation.
Encourage the conversation with nods, smiles and eye contact.
Manage your tasks and time.
Put your understanding of the team task into writing in order to clarify immediate issues and to have a reference for time and deadlines measurement.
Own up to your actions.
Failing to follow through on your team assignments is synonym to letting your team down. To stay accountable for your part:
Keep your promises.
Offer to help coworkers in time of need.
Avoid procrastination and do not hesitate yo ask for help.
Avoid blaming others for your mistakes take the blame if you have done something wrong.
Find solutions to issues instead if creating them.
Learn from each and very situations and move on group them.
Avoid repeating past mistakes.
Work on interrelationship skills.
Last Words Of Advice!
In the team, you have to cooperate with your coworkers and work well with your supervisor. To do so:
Leaders who observe this law touch people emotionally, know how to communicate with people, connect with them and show that they care.
The more leaders work on the connection with their employees, the more employees are loyal and demonstrate a strong work ethic.
11. The law of the inner circle
The people in the leader’s inner circle will determine the leader’s potential.
Leaders understand that they cannot be a lone ranger and acknowledge the purpose and strengths of the inner circle.
12. The law of empowerment
Successful and secure leaders empower and believe in their team.
Those who don’t create a barrier that their employees cannot overcome.
13. The law of reproduction
The law of reproduction works in a way where only leaders are capable of developing leaders and by teaching them what they know.
Some leaders don’t develop other leaders because they don’t have time or because of their own insecurities.
14. The law of buy in
People buy into leaders who have a vision.
If they don’t like the leader or the vision, they get another leader.
If the leader is credible, then people believe that the vision is credible as well.
15. The law of victory
Leaders who observe this law refuse defeat, dedicate themselves to victory and find a way to achieve success.
16. The law of the big mo
Leaders understand that to create change they need to create momentum.
Momentum is contagious, improves performance and makes the leader look good.
17. The law of priorities
Leaders spend their time prioritizing and recognize that doing more does not equate success.
They use the Pareto principle and the three Rs( requirement, return, reward).
18. The law of sacrifice
Sometimes, leaders have to sacrifice themselves to succeed and to gain opportunities.
The higher you go up on the ladder, the more you have to sacrifice.
19. The law of timing
Successful leaders read situations, recognize when to lead and when to take the right action at the right time.
20. The law of explosive growth
Potential leaders are hard to find and to attract but leaders who develop other leaders multiply growth within their organization.
21. The law of legacy
Leaders who leave a legacy lead with tomorrow in mind, make developing other leaders as part of the culture, sacrifice for future success and pass on the torch.
The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow is an easy to read leadership development book.
In The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow, John C. Maxwell makes a list of 21 laws of leadership to help people better themselves and their organization.
These laws are the universal foundation for every area of your life. They can be learnt, be in standalone, have serious consequences, be practiced on a daily basis.
Maxwell has spent most of his life in leadership position. So, he entertains us with uncommon, historical and adventurous examples that everyone can relate to.
Finally, he encourages leaders to learn and go apply what they learnt.
Let me know below what you think about this book!
Leadership is complicated. It has many facets: respect, experience, emotional strength, people skills, discipline, vision, momentum, timing—the list goes on. As you can see, many factors that come into play in leadership are intangible. That’s why leaders require so much seasoning to be effective.
The good news is that your leadership ability is not static. No matter where you’re starting from, you can get better.
The leader finds the dream and then the people. The people find the leader, and then the dream.
MANY PEOPLE TODAY WANT TO CLIMB UP THE CORPORATE LADDER BECAUSE THEY BELIEVE THAT FREEDOM AND POWER ARE THE PRIZES WAITING AT THE TOP. THEY DON’T REALIZE THAT THE TRUE NATURE OF LEADERSHIP IS REALLY SACRIFICE.
Leaders often find themselves looking for the next best thing, distracted by the past and worrying about the future.
However, dwelling in the past or the future brings about dissatisfaction and unhappiness, impedes leaders from being effective, from being creative or finding appropriate solutions.
Indeed, we have all experienced these moments in meetings when everyone in the room is completely checked out, where people talk over each other and where no useful information is shared.
Wondering how to improve your leadership and live in the present?
What being present means?
Being present is a state of mind. It means being able to quiet your mind, to stay open and authentic, to remain in constant contact with your emotions and with your surroundings.
Being present means living in the moment and not overthinking the past, the present or the future. When you live in the present, you don’t over-analyze life, you accept your situation, take action or effectively resolve your problem.
Benefits of being present
Being present is powerful because it can be acted upon right now.
Usually, people dissatisfaction or unhappiness is caused by their attachment to the future or the past. Being present will help you:
Become more effective, more intuitive, more creative.
Be more aware of your fluctuating thoughts and emotions.
Understand that you are a mental, intellectual, emotional, spiritual being.
Understand that your past doesn’t define youand that you cannot go back in time.Worrying about the past will not help you identify what is wrong in the present and will definitely strengthen your negative thoughts.
Do not worry about the future. Your mind tries to create the future from your past and not from your present information. However, dreaming of your future is OK if you are expecting better for yourself.
Be self-aware and conscious.The moment you realize that you are not present, you are in the moment.
Listen to your gut and constantly remind yourself of your purpose.
Observe the patterns of your mind and observe your own reaction.
Accept the thoughts that come to you, don’t act on them and keep it moving.
Take time to reflect, to listen to yourself before dealing with people or entering a situation that you cannot handle. For example, I like taking my lunch break alone to center myself, to give me time to recharge my batteries.
Slow down, avoid multitasking and give yourself time to think before making a decision.
Avoid external distractions to be able to engage properly with people.
Prioritize, appreciate your time and energy.It is also important to avoid missing moments with your family and friends.
Be more empathetic, actively listen to people and seek someone else’s point of view.
Find things to be grateful about.
Find an activity that you enjoy in the moment.
Practice focusing on your breathing.
Surround yourself with people who matter most to you.
Compliment people, once in a while and give them your full attention.
Do not self-medicate.
Hope that I’ve helped you get it together on your way to leadership!
Don’t forget to like, share and leave a comment below.
Welcoming innovation and creating an overall innovation culture at work is not easy but necessary.
Most company cultures have very limiting unwritten rules when it comes to innovation. For the most part, innovators in corporate culture are seen as irresponsible, unmindful, nonconformist and disruptive. For instance, some organizations will not hesitate to shut down dissident voices and to punish rules breakers.
Furthermore, the longer you have been in a leadership position, the more you become complacent, the more you get stuck in your ways, the more you start believing in erroneous paradigms, the less you are willing to take risks, to change your processes and to innovate.
Wondering how to avoid complacency and to enable the innovation process?
What is innovation?
Innovation is a natural or acquired process that is present as a core value in most organization and that can make all the difference. It is the ability to deliver new positive data, value, concepts and systems. Somewhat, innovation implies creativity but not the other way around.
Furthermore, innovation is a mindset but not everyone is able to trigger innovation. Innovative leaders are capable of:
Performing at a higher level, effectively restructuring organization, implementing a vision and appropriately using their resources.
Adapting to different circumstances, taking action despite the circumstances and reinventing themselves.
Taking charge of their behavior and their emotions.
Adequately handling failure and success.
Leaders feel pressure to adapt to the market, to create new products, to maintain a stable work environment, stable results and still welcome innovation. Jump starting the innovation process within your organization will help you and your organization:
Gain a competitive advantage.
Remember that what worked in the past, will not necessarily work right now.
Demonstrates your effectiveness, adaptability, capacity to handle issues and to overcome challenges.
Pay close attention to the customers.
How to trigger and maintain an innovation culture?
Every organization has their own culture and every leader has their own norms. So, in order to avoid complacency and to trigger an innovative spirit:
Keep an open mind, focus on the positive, give yourself the time and the opportunity to explore, always ask questions and always be open to learn. Pursue truth and knowledge.
Challenge your own knowledge, your assumptions and your preconceived notions.
Avoid using your life and work experiences to drive innovation. Question and learn from everything: read, observe and explore more than usual. You can even look at other innovative ideas and see if they fir your situation.
Get out of your comfort zone, challenge conventional wisdom and the status quo.
Create a personal mission statementthat measure your progress, that helps you follow through on your commitments and that incorporates your willingness to innovate.
Rephrase a same issue multiple times to gain more clarification.
Don’t hesitate to break societal rules to get where you want to go.
Demonstrate that innovation is necessary.Incorporate it in your core values and in your actions.
Listen to different ideas and appreciate other people point of views, especially if they are not related to the issue. However, this doesn’t mean that you will need to apply their point of view.
Write down every idea that comes to you even if you don’t have the opportunity to use them.
Learn to take calculated risks, to handle failure as well as success, to plan for the unknown and for failures, to celebrate success.Failure and success can inhibit your ability to innovate because you are constantly thinking of what could go wrong. It is therefore important to see failure as an opportunity to grow and to get closer to success.
Analyze the time and the cost needed to implement your innovative idea.
Identify the passionate people and change agents on your team.Besides, expecting people to be passionate, demonstrate your own passion and convey it to your team.
Identify the people who are blocking your ideas in the organization. It would be wise to share your vision with them and try to convince them.
Ask for constant feedback and give feedback yourself.
Empower your team at all levels,trust them, allow them to speak their minds, to find different alternatives to a problem and help them achieve their goals.
Encourage dissenting voices who can challenge in new ideas and analyze their every aspect, who can identify areas in the organization that need optimization.
Welcome brainstorming activities and filter out ideas with potential.
To remain competitive, most organizations stay up to date on every technology, continually propose innovative products and always embrace change. However, putting change into practice is much more complex than it appears.
To that effect, effective leaders have to be confident, self-aware, self-assured, strategic, adaptable, bold, resourceful, driven, accountable and able to think on their feet. Needless to say, ineffective leadership hinders change, creates mistrust, disengagement, misalignment and a loss of moral among employees.
Wondering how to successfully lead change and overcome resistance?
Change is a part of life, is a constant and is inevitable. Change shakes things up, disrupts old habits, breathes new life into the workplace and into any project.
It has the ability to stimulate interest in a job and can be perceived as a new challenge. It also creates an opportunity for promotion and to learn new skills.
Change becomes compulsory and evident in the workplace during societal movements, when the values and beliefs of both leaders and employees no longer match those of the company. Change also happens when the organization requires new skills, new products or services, policies update, restructuring, or relocation.
Resistance to change
Change brings about an initial resistance, can easily become chaotic and unstable. When faced with change, most people believe that they will:
potentially lose their current position,
be demoted, that their career will eventually suffer or that their hard work will be devalued,
be working for a lower salary,
lose control over their own life,
live in the unknown.
The unknown generates strong emotions in people. Therefore, employees tend to resist change when they are surprised or unprepared, don’t understand the reasons for the change, are not implicated enough in the decision-making process.
Indeed, some people will openly express their resistance to change, some will voluntarily sabotage change, others will quietly and passively express their discontent. It is the role of the leader to temper such behavior and push change.
How to implement change?
The leaders must visibly act out the change, must be ready to do things differently and to think otherwise. To lead the change process from start to finish:
Assess your own ability to handle change.Before undertaking such mission, ensure that you believe in the change and that it doesn’t go against your principles. In addition, keep in mind that reacting to the change is much more difficult than initiating it. Either you can start the movement, participate in it or suffer and react to it.
Stay disciplined, resilient and patient. The change process is slow and everybody moves at their own pace.
Be open to feedback and to making alterations to the original plan of action.
Ask probing questions to key employees, acknowledge that you don’t know all the answers and be open to learn continually. This will allow you to gather appropriate information, to anticipate issues, to maximize effort.
Evaluate the right amount of change you want to implement. You don’t want to overwhelm or burn out your employees .
Calculate the costs and determine the feasibility of the change to ensure that it doesn’t get out of control. It becomes critical to motivate the necessary time and resources, to place emphasis on the value and sustainability of change.
Analyze the consequences of change before undertaking anything.
Understand the company culture, its values and beliefs in order to best present ideas and to determine a proper structure.
Design a clear strategy and outcome for the process. For example, you can break the change process into smaller steps, prioritize them and create metrics to measure progress.
Identify the influencers and the people who are open to change in your organization. Find informal leaders in your organization, who will motivate others and who will instill pride in their work.
Discuss the implications of change with your employees and increase the number of meetings if necessary. Listen to the questions and concerns of your employees. It is necessary to reassure people about the upcoming changes by explaining to them the reasons and the benefits for change.
Directly address problems, don’t micromanage and don’t openly criticize dissenting voices in order to shut them up.
Keep your energy up during the process, motivate your team and show them the positive sides of the transformation. Persuade your employees that they will benefit from the change to increase commitment.
Encourage collaboration on your team, mitigate conflicts and maintain harmony as much as possible because emotions are high.
Set high expectations and give your team the confidence to deal with changes and gain their approval every step of the way.
Give your employees more ownership of their work to increase commitment.
Expect setbacks. Understand that the risks are worth the rewards and that it is OK to fail. People don’t take risks when there are no personal rewards, there is no clemency towards failure.
Hope that I’ve helped you get it together on your way to leadership!
Don’t forget to like, share and leave a comment below.
In Start With Why — How Great Leaders Inspire Everyone To Take Action, Simon Sinek explains the importance of identifying your personal purpose and extending this knowledge to different areas of your life.
Discovering your purpose will help you to avoid making bad assumptions about people, to make better decisions, to inspire people, to motivate people to achieve goals, to build great organizations and to mature into a successful leader.
Undeniably, most of us make unfair assumptions about other people, about the world around us and we tend to adjust our lives around these assumptions. Others attempt to gather information through polls, surveys, personal experience or external perspectives to make important decisions and to motivate people.
However, having the right data and all the great advice in the world doesn’t protect us from making bad decisions and underperforming. How to make the best decisions, achieve a desired outcome, motivate people and be successful, discarding all assumptions?
Manipulation for Motivation
Leaders achieve results by making decisions. When leaders don’t understand their goals or the way to achieve an outcome, they tend to manipulate others to reach their goals.
Manipulation is quite visible and effective in the business world, has become the norm and a flawed assumption in itself. For example, businesses either:
Drop their prices to attract customers in order to get rid of old products and to welcome new ones. This creates low expectations in customers who stop buying and wait for the next price decrease.
Give away free promotions with their products to entice customers. The promotional process is purposefully complicated to reduce the number of people getting the free product but to increase the number of random product purchase.
Use fear to motivate people, to make them obey rules, to understand the consequences of their actions and moreover to step away from unwanted products. Fear tactics are seen in advertisements and in politics.
Make us aspire to a better lifestyle with one product. This tactic has a positive intention but is still manipulative because it is only effective with insecure people.
Use peer pressure to make people believe that their product is the best and that they have no choice but to purchase it. This tactic is designed to make people feel like they are missing out on something.
Innovate in order to compensate for society’s need for change and to potentially boost sales. In reality, companies don’t invent new products but add features to existing ones.
Write conditions in fine prints , offer products at low tariffs to only rise the price later.
However, manipulation is a back biting and short termed method to get results. It guarantees transactions and not loyalty.
Inspiration for Motivation: The Golden Circle
Some leaders go against the norm and choose to inspire people rather than manipulating them. To do so, they follow the Golden Circle.
Inspired by the mathematical golden ratio, the Golden Circle rule has many applications in different areas of life, favors “order and predictability in human behavior”, helps leaders communicate their vision from the inside out.
The Golden Circle is a guide to vastly improving leadership skills, the corporate culture, the company’s hiring skills, product development, sales and marketing. It even explains loyalty and how to create enough momentum to turn an idea into a social movement.
The Golden Circle has 3 steps: first identify why, then ask how and lastly ask what.
Leaders who know why they do what they do first build long-lasting success, are much more appealing, are able to communicate their belief, to include people, to drive positive decisions and to command loyalty. A lack of understanding of why leaders do what they do only breeds doubt, make decisions harder, make them resort to manipulation.
Knowing why will improve the leader’s charisma and confidence, will attract followers by giving them something to believe in, will inspire them but won’t be able to drive an entire movement.
To have a broader impact, leaders have to be authentic, to trust their gut and their purpose. Additionally, they have to diffuse their message, through commercials and through their logo, with a purpose and not with manipulation tactics.
The second step resides in putting the purpose into action. To put their vision into action, leaders must gather a following and gain their trust. Therefore, leaders have to identify their core values and principles that guide their decisions, be disciplined enough to stick to these values, share their purpose, and show that they are not self-interested.
Followers having the same set of values as the leaders will have the opportunity to innovate, to trust the workspace and to go the extra mile. Having a loyal following provides peace of mind, increases trust, reduces the stress levels and the need for hard work.
Needless to say, leaders with different sets of values, often don’t fit in a particular culture. If they don’t belong, they won’t be able to make others feel like they belong, they won’t hire people who will embody their values.
The third and last step consists in leaders remaining consistent and staying accountable to their values and principles.
Maintaining the Golden Circle
When leaders or organizations no longer have purpose, start feeling unsuccessful and start being untrustworthy, though having great achievements under their belts.
Leaders must fight to maintain the Golden Circle so that they can sustain trust, drive and purpose. To do so, they must maintain clarity of their vision, extract it and integrate it into the culture of the company and find a successor willing to preserve the vision.
Start With Why — How Great Leaders Inspire Everyone To Take Action, by Simon Sinek is a self-help book that help you understand the importance of having a purpose.
The Golden Circle classifies people in Why-types (visionaries), How-types (realists and executives) and What-types (employees). In addition, the Golden Circle clarifies the conception of great organization and the composition of all hierarchy. At the top of the organization, stands the leader representing the vision and imagining the destination. In the middle, are the executives who know how to bring the vision to life and imagine the route. Finally, at the bottom, are the employees who implement the results (money, profit, prices).
It is remarkable for people who owns businesses, for leaders who want to market themselves, to find their purpose and sustain success. Becoming successful without knowing who you are is almost impossible.
I would have to agree with Simon Sinek: loyalty and trust are the most valued and long-lasting qualities in relationships and in business. These qualities reduce our stress levels and the pressure to compete or to innovate.
Furthermore, it discloses real truths in marketing, in business and in corporate, observes what makes them successful and what makes them fail. It also shows us the numerous manipulation tactics that we have certainly fallen victims to.
We are drawn to leaders and organizations that are good at communicating what they believe. Their ability to make us feel like we belong, to make us feel special, safe and not alone is part of what gives them the ability to inspire us. Those whom we consider great leaders all have an ability to draw us close and to command our loyalty.
Cultures are groups of people who come together around a common set of values and beliefs. When we share values and beliefs with others, we form trust. Trust of others allows us to rely on others to help protect our children and ensure our
personal survival. […] A company is a culture.
What all great leaders have in common is the ability to find good
fits to join their organizations
The consequences of distrust are significant. It increases employees turnover and employees don’t volunteer ideas like they should, question every single move of the leader, undermine his or her decisions.
Nobody wants to go to work where they constantly have to look behind their shoulder, where they cannot share knowledge freely, where they cannot speak up in meetings, where they have to watch their every single word.
We end up losing confidence in yourself, not wanting to contribute at work, preserving ourselves, acting against our core values, lacking energy, refusing to invest in people, felling alone and always on the look out.
Wondering how to build or repair trust in leadership and in the workplace?
What is trust?
Trust is an emotional bond, a connection between two people who is developed through repeated interactions and that provides comfort and stability. It is the foundation of all relationships and according to Patrick Lencioni, in The Five Dysfunctions of a Team it is the most important factor in team cohesion.
Furthermore, trust is reciprocal, subjective, takes time to build but can be destroyed in a matter of seconds. It is not granted by a title nor by a position but is necessary to work and to share knowledge. Trust is empowering, improves overall employees motivation, productivity, wellbeing in the workplace and corporate culture.
Trust is detrimental to leadership because leaders have the power to make decisions that can impact their team and their livelihood.
Detecting and understanding untrustworthy leaders
Trustworthy leaders drive success, put employees at ease, have their employees best interest at heart. Trustworthy leaders care about their own contributions, about the impact of their decision, about their people and regularly show appreciation. They are fair and respectful, are credible and communicate openly.
Nevertheless, some leaders exhibit negative behaviors that make them seem untrustworthy. Because, trust is subjective and because followers model these behavior, it is compulsory that leaders identify what they are doing wrong and immediately correct themselves.
Below are different scenarios where leaders are perceived to be untrustworthy and the respective explanation to their behavior.
Some leaders are naturally reserved and secretive. Unfortunately, they come off as being snobs, defensive, or as having a personal agenda. People generally think the worst when they don’t know what their leader is thinking.
Some leaders are introverts and minimize social interactions. To their team, they are perceived to either be standoffish, weirdos. This can open the door to a lot of misunderstandings and conflicts.
Some leaders speak very little because they either believe that the topic doesn’t deserve much conversation, don’t enjoy speaking, don’t feel the need to explain themselves or they are unable to put their thoughts into words.
Some leaders adapt their response to their audience and come off as being disingenuous. For example, they would talk frankly in front of their team and sugarcoat things in front of the hierarchy.
Some leaders are self-serving and don’t care about their employees. They don’t demonstrate respect for their team and can easily step over them.
Some leaders are arrogant. They feel superior to others all while being insecure, they lack humility and self-awareness, they are unwilling to learn and to grow.
Some leaders blatantly lie. In some toxic companies, lying is seen as a strength. But this strength is short-termed and create distrust amongst employees.
Some leaders gossip about their own employees and their own organization. Because most employees are attempting to preserve their jobs, employees tend to fake their true feelings. However, leaders have difficulties noticing the impact of their negative behavior.
Some leaders are able to shift blame too easily and don’t take responsibility for their action. This leader is afraid of confronting themselves. This makes employees unwilling to take risks and to involve themselves in their job.
Some leaders play favorites, treat their employees unfairly, take credit for their work, disrespect them, isolate and scapegoat some employees and sabotage others.
Some leaders underperform or don’t come through on promises. People tend to dismiss those who overpromise and underperform, even if they are talented or competent.
Some leaders overreact to challenges and under high pressured situations, they give in too easily to their emotions.
How to build trust and maintain it in the workplace?
Placing trust in someone makes us vulnerable to that person who can use this vulnerability to their advantage. However, to create a healthy workplace, it is necessary for leaders to build trust within their team. To do so, you will have to:
Trust yourself in order to make yourself feel confident, competent, to help yourself grow your relationships, to take risks and to face challenges.
Develop your character and learnt to do what is right.
Learn new skills and teach them to others.
Create a safe workplace. Help others express themselves, their ideas, and vent their frustrations. Help employees achieve their goals. Give your employees room to grow their skills and self-esteem by offering them training and coaching.
Appreciate people‘s capabilities and employ them for their strengths.
Give trust to receive trust. However, beware of people who will take advantage of your eagerness to trust. Learn how to detect these toxic individuals and protect yourself from them.
Actively listen to your team without speaking or emitting judgements.