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This category only includes cookies that ensures basic functionalities and security features of the website. These cookies do not store any personal information. Basis for Comparison. The importance of trust to leadership cannot be overstated and we explore the importance of trust in more depth here , here , and here , as well as very purposefully placing it at the center of the ConantLeadership Flywheel , our high-impact model for leadership that works in the 21 st century.
There is a clear and direct relationship between the level of trust in your organization and the bottom line. This applies even more so in times of crisis or upheaval. The more challenging the situation, and the higher the stakes, the more urgent it is that you behave in a trustworthy way. Yes, you have to be extremely tough-minded on the issue. You must ask critical questions and face the brutal facts of what created the situation to begin with.
But also remember that emotions are heightened and stress is high in times of trouble. There are factors everywhere impeding their ability to perform, applying pressure to their team — and they may even feel their jobs are endangered, depending on the degree of uncertainty.
With these conditions, all it can take is one breach of trust to ignite a spark that burns the whole effort to the ground. And it offers an opportunity for you, as the leader, to be the stalwart source of reliability and strength that is lacking elsewhere.
People are looking to you. The best thing you can be is somebody who chooses to take responsibility. Own the issue, hold yourself and others accountable, make a plan to fix it, execute that plan, and move on. People will remember how you behaved.
Next time, rather than rolling up their sleeves to solve the problem alongside you, they might be just as happy to follow your lead and cover their own asses, allowing you to take the fall or clean up the mess all by yourself. Or, they might precipitate a new and bigger problem by hiding things from you. Why would they do this? This can potentially cause a new problem of unforeseen magnitude, that is made all the worse by the fact that it likely could have been addressed much earlier, and prevented, had people felt comfortable to make you aware of issues sooner.
This approach that eschews responsibility for self-preservation is a no-win and destructive path to travel. Particularly for the long-game. Choose to look out for, and take care of, everyone in your organization. Or does this put too much pressure on our own wellbeing? Is it our responsibility to help employers to help us? Employers are expected to look after the wellbeing of their people.
How can they know how to help individuals unless we tell them our needs? Employers want to help improve mental health. Should we keep them up-to-date with how we feel? Maybe, but for some people, this is a private domain. Introduce technology and you get an even more complex situation. Our personal fitness data would help employers tailor exercise programmes and fitness information to our needs. So is it our responsibility to wear fitness trackers at work? Or should we just commit to some form of exercise because a happier, healthier person is more productive in the workplace?
The authoritarian style of leadership — telling people what to do — has fallen out of favour. Servant leaders empower others but they need to know what people need to thrive. Servant leaders ultimately need active followers who treat leadership as a shared responsibility. Active followership is an unknown for many people.
But learning how to follow — and how to lead a leader when they need it — are important responsibilities. Especially as leadership will become more, not less, inclusive.
The pace of change is too fast for individuals or leadership teams to have all the information to make all the right decisions all the time. This certainly chimes with a greater focus on employee voice and employers rediscovering the power and importance of feedback at work.
Industries can be disrupted in days in the modern world. Then, travel. It is not your job, your spouse or partner, the cost, or the time that holds you back from achieving your dreams.
It is you. Want to weigh a certain number of pounds? Then, eat and exercise like the person who would weigh that particular weight. Want a promotion into a management position?
Then, act like, look like, and practice the actions that successful managers exhibit in your organization in that role, Make your desire known, too, as you will never realize your goal if you keep it a secret. Passed over several times? Ask what you need to do to earn a promotion.
Are you still passed over? Look for a new job to continue to pursue your dream. Above all else, listen to that little voice in your head. And, observe yourself talking with coworkers, family members, and friends. Do you hear yourself taking responsibility or placing blame? Live every day as if what you do matters—because it does. Every choice you make; every action you take—matters. Your choices matter to you and create the life you live. Your choices matter at work , too.
You choose the path of productivity and contribution or, you choose the path of a marginal employee. Every action you take affects organizational progress in one way or in another. You always make a difference. Let that difference move the world forward. You matter.
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