Building Trust In The Workplace

Now more than ever trust is a critical component to the success and performance of leaders and of a business.  It would seem that to some businesses Ethics, Values and Trust are cheap dispensable commodities to be put aside if it will sell a few more widgets, newspapers, or get them closer to a large shareholder dividend.

Then again I know from conversations with my clients and their staff the importance and value of building ethical trustworthy relationships as a route to sustained business growth.  They’re not resting on their laurels here either and the results are speaking for themselves.

Last year I did a trust masterclass with Sue Swanborough HR Director for General Mills UK & Ireland.  The feedback was fantastic and this year we’re doing it again. However in this masterclass we’re notching it up a few gears.  Last year our masterclass was packed with the basics, this year we’re doing an advanced version.  Both Sue and I will be sharing our experience, key learnings, and the things that make the difference in the practical world of business.

On this tele conference call we’ll be discussing amongst other things:-

* Why trust is an inside job first and foremost

* Authenticity in leadership and it’s impact on trust

* Common behaviours that undermine trust and credibility, yet are often seen as acceptable in the workplace.

* Plus we’ll open the lines so you can ask your questions direct, as well as giving you the opportunity to send in your questions beforehand.

Remember high trust organisations out perform low trust ones by 278%.   Not only that customers aren’t making purchase decisions based on price alone, trust and credibility are primary influences and fundamental to building brand loyalty.

To get all the details and secure your place on this complimentary master class click here.

Take Responsibility – If You Won’t Own It Why Should Anyone Else?

If at the end of every day you had to sign your name against what you’ve done.  The conversations you had with staff, customers, suppliers.  The decisions you’ve made.  The products and services you’ve shipped out the door.  If you had to put your name against it to take full responsibility would you?

Quality, standards, ethics, values, trust are all key facets of business but to what extent do you pay them lip service rather than live by them?  How often to these aspects seem to be at odds with making a profit?

How often is there a decision to be made which if you follow your values will take you down one route but if you sell out on your values (yes that’s what you’re doing) will take you down another, often appearing more profitable?  It’s hard at times, and usually these times are at the beginning of practicing this habit.  It’s harder to stay with your values and keep looking for a solution that will deliver profitability to the business, than it is to go with the obvious profitable solution that asks you to ignore a value or two.  However as it becomes clear both to yourself and to others that compromising on values isn’t an option then finding profitable and ethical solutions becomes easier.

Organisations have values they claim to live by.  It’s the leaders that are then beholden to live by them.  It’s not that organisations are ethical, or unethical, it’s that the people within choose to act ethically or not.  Makes your bum cheeks squeak a bit when you think of it like that.  It takes the anonymity out of it and brings it back where it needs to be, personal.  As a leader you have to walk the talk – well OK you don’t have to, but then of course if you don’t you’ve said it doesn’t matter to the rest of your staff.

The tide is turning on tolerating unethical behaviour.  Yes we’re accountable to investors to make a good ROI, yet if we cut corners and compromise on quality, standards and ethics, we run the risk of being found out, and then been called to account.  We only need to look at the News of The World to get a timely reminder of where our daily actions and choices can lead us.

So is there anything today you’d hesitate to put your name to?  There is still time to change all that.

Extreme Leadership and the TT Races

In April I saw the film TT 3D Closer to the Edge and thought it was brilliant. My partner Andrew has just returned from pitting himself against the TT course, back in 1 piece I’m pleased to say. And we’re gripped by the TT Races and every night tune in for all the latest and discuss – OK I’m an arm chair expert in some aspects. However I’ve been watching the top guy’s like John McGuinness, Bruce Anstey and of course the charmer Guy Martin. How they prepare for the race and how they recover from setbacks.

The TT race is an opportunity for man and machine to conquer the toughest environment, which shows no mercy. Keith Amor came off his bike in the wet the other day, and managed to hang on to the bike long enough not to be flung in to a wall, instead he spun on his back down the road. Last year Conor Cummins came off over the mountain part of the track and bounced like a rag doll down the hill. Amongst his injuries he broke his back in several places – and is back this year to race. Not every one is so lucky and every year riders die doing what they love. They are passionate about what they’re doing, they know the risk and the thrill you get from successfully testing yourself in such extreme circumstances is the prize.

So what have I noticed amongst the best:-

Focus, clarity, determination, passion – They know what they want and why, they also live and breath their sport.

Commitment – this isn’t just to the sport, this is commitment when on the track, every corner is taken on the edge. They know they’re not going to win if they are tentative, or back off half way through. Commit to the corner and if it doesn’t work out, learn from it. Make a decision, follow it through.

Sacrifice – some of the guys there are part funding themselves. And some of those winning now started off part funding themselves.

Faith, self belief, confidence, skill & experience, as well as the ability to take feedback and respond quickly. The bike is always talking to them about the road, it’s their ability to listen and respond that let’s them lead the field. The minute they start ignoring it and thinking they know best, or are invincible, yes you can see where I’m going with this.

Teamwork – races can be won or lost on the pit stops, and of course in setting the bike up in the first place, or repairing it in time for the next race.

Resilience – Both Guy Martin and Connor Cummins had serious injuries from their crashes last year. They’re both back this year. That say’s a lot about their bodies, as well as their minds. I don’t know that I could get back on a bike and go full out again, then again that’s due to racing not being my ‘passion’. Business and specifically leadership are, and I’ve lost count of the knocks and set backs and I just dust myself down, learn from it and get back in the game.

Preparation – they’re all out there beforehand, reacquainting themselves with the course, fine tuning the bikes, and their self talk is positive.

Razor’s edge – the difference between 1st and 2nd place, can be point something of a second. Yet it’s only the winners that get remembered, and talked about.

The leaders in the TT all demonstrate the above. The followers are working on being able to do the above.

Steve McQueen once said “Racing is life – anything before or after is just waiting”. Well I’d change it to “Leadership is life – anything before or after is just faffing about.”

Great leaders in business also demonstrate the above qualities, taking up the challenge of conquering todays tough business environment. One that is also unforgiving, poor leadership can easily take a business under.

The question to ask yourself is – “are you playing to win, or playing not to lose?”

 

Corporate Culture – Less talk, more action

Corporate culture and it’s effect on performance is a rising issue.  However it can be overwhelming and sometimes it helps to look around to see what others have done.  Have they moved from talking about it, and acting all cool and trendy to actually doing something and getting their hands dirty?  Every once in a while I get a bit annoyed by those who just want to talk.  Values blah blah… culture blah blah.  And should you ask them about their leadership in all of this – well – can I not see I’m in the presence of perfection.  Err no, but I’ve certainly met your ego.  What I can tell at that point is, I’m not in the presence of a new client.  One of the things our clients have in common is a strong desire to actually do something and an awareness that no matter how good they are as a leader ( and they are), they know it’s not enough, they want to be a great leader.  Then of course they know that it’s a continual journey.  They are the lid on the performance of the unit/team/section/business.

So if you’re wondering what to do about the impact your current culture is having on the performance of your business you could drop us a line and we can suggest some specific sources that will help you.

Alternatively here is a presentation from Netflix.  OK it’s 128 slides long, but if you’re interested in the what and some how around others companies embracing and working with their culture and values, then get clicking, it’s worth it.

Continuous Learning & Leadership

A leader takes people where they want to go. A great leader takes people where they don’t necessarily want to go, but ought to be.

Rosalynn Carter

Our life is a learning process. Learning does not come to an abrupt halt after the completion of school or college, but it continues throughout our lives.  Leadership should provide everybody the scope to learn. Most of the time, staff are worried to reinvent or innovate themselves as they are afraid of the fact that they might make mistakes in the process and it will not be appreciated by their leaders.  The leaders on the other hand, should not criticize the workers for their mistakes but use this person’s willingness to continuously improve.  Constructive feedback done well points out the areas where further improvement can be made but doesn’t have any negative impact on the morale of the worker.

A good leader is conscious about all the quintessential ingredients which make a great leader.  This means they invest not only in the development of their staff but also themselves.  This allows the leader to provide proper guidance at every stage to all employees so that they do not lose their focus or direction.  Leadership isn’t just about striving for the growth of the organization but it also exerts equal preference for the growth of people.  It doesn’t have to be training courses, in somecases an active mentoring or coaching role (yes they are different) can provide the framework for the growth and development required.

If your staff are not asking for development then look to the culture of your organisation.  Is continous learning and improvement important?  Perhaps it’s important to the product or service you provide but you’ve never made the link to staff development explicit.  Where do you and your employees need to be in order for your business to grow and thrive?  And if growth is a stretch then where do you need to be in order to handle the uncertain business market?

Business Growth – Values

In times of economic uncertainty, recession and tough markets, business growth is even more challenging.  Here is the second of 3 videos in which Ruth Sanderson explains critical components that enable business growth.  The second component are the company’s values.  Although equally important are the leaders values too.

Business Growth – Vision

In times of economic uncertainty, recession and tough markets, business growth is even more challenging.  Here is the first of 3 videos in which Ruth Sanderson explains critical components that enable business growth.  The first is Vision, which is key for business stability too.

Often in the overwhelm of staying a float and finding new business leaders can overlook the importance of communicating the vision.

Good Business Leaders Take Responsibility And Thrive

I’m amazed at the number of small business owners who are striving for increased business performance and yet haven’t linked their leadership as a critical factor in making this happen.  One of the factors that’s often overlooked is responsibility.  As the business owner you have the absolute authority to steer your staff to success.  Yes too many give this away to their staff and no I’m not talking about getting all authoritarian and dictator here.

The power to guide your people towards achieving your vision for the business includes responsibilities like making sure they’re on the right direction, being mindful of each and everyone’s tasks and mistakes, and putting them back on the right track when they get lost.  Nobody said leadership was easy or intuitive.  In fact as a small business owner you can be fulfilling so many roles it can become overwhelming.  It’s like juggling plates, but if you’ve got an IKEA plate, a denby plate and a ming plate (OK not sure ming made plates, it might just have been vases), which one do you let drop.  Your leadership of the business is the ming.  Let that one go and you’ve let your business go – well the results that were possible for you anyway.

Business leadership is one responsibility after another – the buck really does stop with us.  There are times where occasionally it makes us feel better to blame someone or something else when things goes wrong, but this shouldn’t be a habit.  It should be the rare slip up.

Instead of blame and excuses good leaders accept that something went wrong, and look for the learning instead.  As the leader of the business or team what can they personally learn as well helping the individual who made the mistake find their learnings.

You may not have full control over other people and aren’t expected to have full control over their actions, but you have total control of your own reactions.  Understanding what to do over sudden and unpredictable circumstances will make you responsible, give you greater flexibility and ironically give you a greater sense of control.

Collaborative leadership, the rise of the wiki leader

The world’s economic structures and information systems have changed phenomenally over the years and it’s had an impact on leadership.  First there was the world wide web, then came google domination, now it’s twitter, linkedin and facebook.  Where we used to expect the leader to have all the answers and equally all the power, there is now emerging a more dynamic situation. 

Gone are the industrial days of autocratic decision making and dutiful employees seeking rewards and promotions up a linear ladder.  The information days have seen a open access to information, take wikipedia and open source programming as two examples.  Perhaps now we’re seeing the rise of wiki leadership, this dynamic, collaborative style where the leader knows they don’t have the answer to everything, yet they’re confident that someone somewhere will.  Where ideas can flow freely up and down the organisation, which now means they flow freely around the organisation.  Where the leader has the confidence to ask questions out beyond the company walls, take LinkedIn groups as an example. 

Wiki leadership, now there’s a thought.  How much of your leadership style and approach is to solve, answer and provide some form of parental role and how much of your style is dynamic, open and receptive.

Professional Passion

No one likes robots. Sure they may be efficient and they don’t talk back or chuck a duvet day to watch the world cup, but they are just machines. All a machine can do is what it programmed for and once a better machine comes along, it will be replaced. Machines cannot improve themselves (at least not yet). Every leader needs to look at himself once in while and see if he has become a machine – one that does a great job and stops there; with no ability to develop and grow. If you, on objective analysis, find that is happening to you, something is missing in your life. And that is passion.

Let’s not confuse doing well with success. Doing well is meeting expectations. Success is growth. To grow you need a passion to go beyond what is expected of you. An executive without a passion for his job comes across as dull, no matter how efficient he may be. And this concept of being dull is reflected back to you and feeds upon itself until the dullness becomes part of your personality. This personality will impact how well you perform. And worse, it will become part of how others treat you. You do not work in isolation. How you are perceived by others is an important of how successful you are. Not only will you not receive the respect you are due from your peers, you will become an uninspiring leader. The words boring and leader cannot coexist. A manager needs to inspire others to follow and work with him. If you are not inspired yourself, how do you expect to inspire others? No matter how boring and uninspiring your work is, your passion can turn that around, and the way you do it will be an example to others, allowing them to enable their passion. And that will earn you their respect.

Every job has it boring and frustrating moments – its when these get to be a major part of the job that passion dies. Do not accept boredom. Focus on the big picture. If you know where you are going, the boredom and frustration become only hurdles to be overcome, and not the race itself. If your target is not something that inspires you, your target is too easy and you are lazy. Just like a muscle, if your ambition is not exercised and pushed to do more, it will become weak. In fact, it may become so weak that you become incapable of even doing today’s job. If you are 40 today, you will not have the energy you had when you were 20. But that’s not important if your passion for your job pushes you to keep doing better. The passion in the mind and heart will more than compensate for the slowing of the body. If you allow your passion to carry your forward, you will be respected. And once you have respect, you will have opportunities to do more. And as you do and contribute more, you so will your need to continue on this path. And that need is passion.

What do you want in life? Once you know that, focus on how you will achieve your goal. Not if, but how. The “if” will be taken care of by your passion.

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