#1: Trust

By Steve Hale and Sam Young

The study of certain leadership traits continue as objects of extensive study.  Organizations spend vast amounts of time and money to develop or expand leadership traits for selected individuals.  In spite, of the resources committed to study leaders and leadership the fluidity in economics, business, and the closing of cultural gaps demand further analysis.  Today, identifying leaders in terms authenticity, relationship building, and emotional intelligence is more than just another fanciful trend or the latest craze in creating leaders.  The business world has evolved into a virtual environment requiring leaders who understand what it means to authenticate, relationship oriented and possessing the personality, true for both leaders and followers that depend on a high degree of emotional intelligence.

A virtual workforce is becoming a reality.  Many factors pushing this phenomena such the cost of labor, availability of technical expertise in a worldwide market and improved network and security infrastructure outside of North America sharing knowledge between physically diverse teams is increasing in importance, has certainly complicate the role of a leader.  It is not completely clear how the relationship between knowledge sharing and interpersonal trust should work, without a worker losing their uniqueness and value to an organization.  The challenge of creating a diverse workforce where sharing is open and petty bickering is minimize is still an area of continuing research in leadership, particular across multiple cultures.

Leadership is a relatively simple concept with several constituent parts.  Leadership has static and simple components and dynamic and complex interactions.  In essence, leadership is the ability of the leader to accomplish a vision or set objectives through the efforts and activities of followers.  Fundamental to leadership in all but the most trivial forms is the creation of a trust relationship.

We have identified fifty characteristics of a sustainable leader.  In subsequent postings, we will discuss each of these traits in detail.

Sustainable Leadership Characteristics #1: Trust

Without trust, the myriad of leadership traits often will fall short in motivating others to work toward a common vision or goal.  Patrick Lencioni, in his best seller Five Dysfunctions of a Team, places trust as the foundation of all successful teams.  Trust building usually occurs one of two ways.  Trust forms through controlling people through real or imagined fear or by developing a relationship based on competence and mutual respect between leaders and followers.

Inducing trust through real or imagined fear:

Understanding real or imagined fear culture becomes an important factor in the success of this tactic; fear is a tactical rather than strategic.  In dictatorial organizations, real fear arises through control mechanisms such as the threat of the loss of property, life, or position.  An example of imagined fear may arise as a matter of culture or politics.  In the instance of a virtual or knowledge worker who fears their individual contribution may not be recognized, worries that credit is shifted to the team, fear in the loss of identification of individual achievement, accomplishment, or uniqueness goes to the core of an individual’s sense of worth.  The perceived loss is primarily cultural, as exemplified by the differences between Asian team values versus North American and European values.  In non-Asian team’s, loss of individualism becomes the main concern, not necessarily the accomplishment of the leader’s vision. 

Trust based on competence and mutual respect:

There are leaders where placing blind faith them as leaders based on their position in the organization, or based upon personal charisma, or intelligence can be a fatal mistake for followers.  If leaders can gain the trust of the followers then team members will be reluctant to share opinions, they will fear evaluations, in short they will fear and remain suspicious of leadership.  So the principle question becomes how one instills trust in their followers.

Building Trust:

1. We willing to accept blame for team failures.  As the leader, you are responsible for the outcome; so do not shift blame to your followers.
2. Each person or knowledge worker has unique value, find it.  As the leader, it is your job to identify the value or strengths in every team member.  Use that strength(s) for the benefit of the team.
3. Always work to build up each member of the team and do not criticize in front of peers or superiors.  Always acknowledge each person’s effort and never take credit for something that the team accomplished.
4. As the leader if you fail, admit it to your team if you hide the failure so will the team members.
5. Build a culture where there is allowance for failure, and encourage each team member to experiment with ideas they developed and bring the idea forward.  If a leader values innovation, they must also be prepared for some failure.  Failing to unleash the creative force of your followers will leave the team weak and shallow to your competition.
6. When there is disagreement the leader should development, an environment where constructive debate is encouraged false agreement is destructive in the long term.  If you are in a position where your team rarely disagrees, it is likely they are afraid of discussing the “truth”, which is ultimately fatal to leadership.
7. Always do what you say, when you say you are going to do it.  If the commitment turns out to be impossible to accomplish communicate to those affected do not feign your followers misunderstood what you committed to. Be honest and committed to your commitments made to the team.