December 29, 2014 Leave a comment
What behaviors build trust in relationships?
Think about a time you were part of a really effective team that excelled at pulling together to achieve a shared outcome. What were the attributes that made it successful?
Research shows that teams who collaborate to attain a common end goal are usually high in trust. Success often relies on a group with a sense of shared values, vision and purpose. When all stakeholders are given opportunities to have input, they are inspired to build something together, so as change leaders, how do we work to create a culture of trust? Recently I read Stephen Covey’s book called; “The Speed of Trust,” which looks at trust from three perspectives.
- Trust as an economic driver that boosts productivity and results. Emotional deposits and withdrawals as an example.
- Trust as the #1 competency in leadership
- Trust can be learned
So who is a high trust leader? It is a person with high credibility, solid interpersonal skills with the ability to cultivate trust in teams and throughout organizations and knows that trust is critical to productivity and cost. The four cornerstones below are key for leaders to establish trust.
- High Competence -This combines the education and experience we bring to the table
- Integrity (Character) – Consistent alignment of thoughts feelings and actions with values principles and goals
- Intent (Character) – Self-reflection that examines why we do the things we do
- Results (Competency) – Make us credible
13 Traits of Strong Trust Leaders
- Talk straight so everyone understands your point of view
- Demonstrate respect – how you treat the one has an effect on the many
- Create transparency (act with authenticity and no hidden agendas)
- Rights all wrongs – Demonstrate accountability and humility
- Show loyalty to every person - Credits others for success, always speaks of others as if they are present
- Deliver results (vs activity)
- Continuous self-improvement and commitment to learning
- Confront reality with tact – acknowledge unspoken and confront the issue(s), not the person
- Clarify expectations – validate, acknowledge and demonstrate flexibility to renegotiate when appropriate
- Practice Accountability and hold others accountable. Clearly communicate progress of self and others
- Listen first with intent to understand (instead of respond) what is important to others and to ensure they feel understood
- Keep commitments (according to research, this is the number one way to build trust)
- Extend trust to others