However, according to Covey, trust is the hidden variable in the formula for organizational success. He suggests the formula is actually (Strategy x Execution) x Trust = Results. An organization, Covey says, can have a solid strategy and a strong ability to execute the initiative yet fail due to a lack of trust in the leadership.
This suggests that trust cannot be considered an optional component of leadership. Rather, it is mission-critical to the success of the leader, the initiative, and the organization.
Forging Trusting Relationships
Begin by building trusting relationships with team members. If the leader does not trust the team, there is no reason the team should rally behind the leader, especially in tough times. The ability to build trust in others enables a leader to:
- Create a shared understanding of the organization’s needs and focus the team’s efforts.
- Rely on people to meet or exceed expectations.
- Delegate important tasks to keep workloads manageable and leverage the talents of individuals.
- Build morale by valuing individual and team contributions.
- Create a climate of fairness and equity.
One of the biggest mistakes leaders can make is to assume that others trust them simply because of a title or position. Rather, being trustworthy is about how we interact daily with our teams. A few strategies might help get us started:
Connection: To create trust with team members, leaders have to make an intentional and sincere effort to connect with them. This might include individual lunches or engaging in “small talk.” Making personal connections with team members will show that the leader is part of the team.
Clarity: It is important to be clear about your expectations, boundaries, interactions, and goals. Further, sharing as much about the organization’s inner workings as is prudent will help people understand the organization’s challenges. A leader who appears transparent will win the trust of team members, even if they have to deliver bad news.
Encouragement: No leader has succeeded in the long term by dictating what employees should do. Successful leaders motivate teams to accomplish more than they believe possible through positive reinforcement and encouragement and by strategically aligning the district’s goals with employees’ personal goals.
Equality: One way to lose trust is to play favorites. No one wants to be perceived as the “stepchild” in the office family. Effective leaders can be inclusive in their engagement of team members, do not talk poorly of employees to other team members, and can make each member of the team feel they have an important contribution to make.
Competence: If the leader is not good at their job, employees have no reason to trust them. In many cases, this means that leaders have to be competent in their area and the areas of their direct reports. Showing curiosity about workflow, processes, and challenges will show employees that the leader is committed to continuous improvement for everyone.
Character: We teach students to do the right thing even when no one is looking. Employees notice when leaders do the right thing, even when it is difficult. Consistently demonstrating that we are willing to do the hard work, whether we like it or not, will engender respect and trust from our teams.
Contribution: Results matter. Teams are willing to follow a leader only when they can see that the leader is working as hard as they are and is committed to the group’s mission. Good leaders are contributors who deliver real results.
Contemplation: Sometimes, it is important to be quiet. Good leaders listen more than they talk, are curious, ask questions and seek to understand situations before interjecting their own thoughts.
Consistency: Following through on commitments and being predictable, steady, and reliable are important traits for a leader. Pay special attention to be sure that your words and actions match. Not just some of the time but all the time. In every area of life, it is the little things, done consistently, that make the biggest difference.
Accountability: When leaders acknowledge mistakes and successes, employees see them as credible. Encouraging honest dialogue will foster accountability. For example, building in after-action reports to debrief and improve processes allows for improvements in a non-threatening manner. In addition, leaders must hold team members accountable for their actions. Ignoring poor behavior or performance can potentially undermine trust and the entire team’s effectiveness.
Intentional Actions
Trust is earned and generally is built over time. This process requires intentional effort, diligence, and character. However, it can be lost in an instant. When mistakes or missteps are made, teams are much more willing to give the leader the benefit of the doubt if there is a foundation of trust.
If leaders focus on these components with every action, they will foster trusted relationships with employees, clients, suppliers, or fellow leaders that will drive results and help them achieve their goals.