Trust Goes Both Ways

Years ago, many years ago actually, I was calling on a candy manufacturer in the Eastern United States. They generously offered me a tour of their building and since there were bowls of my favorite candy all over the place I quickly accepted their offer. 

 

The tour somehow felt a little weird from the start but I couldn’t figure out why. As the tour continued it dawned on me that none of the offices or conference rooms had doors. There were door frames and you could see that at one time there were doors but they had all been removed. 

 

That struck me as very odd so I asked what happened to the doors. One of the founders of the company was giving me the tour and his answer was confusing too. He simply said that “they” didn’t like rumors. 

 

He went on to say that information is the enemy of rumor so they share as much information as they possibly can. He also made a point to say that nearly all information is shareable. He felt that most companies needlessly withhold information from their employees and that is how rumors begin. 

 

When I asked about information such as recipes and other intellectual knowledge he said they share as much of that as possible too. I mentioned something about needing a lot of trust to do that and his instantaneous response was that they didn’t hire people they couldn’t trust. 

 

Considering that trust is a necessary ingredient for leadership that statement has stuck with me for all these years. I think everyone would agree that a leader needs to have the trust of the people they hope to lead. 

 

But what about the other direction? Does a leader need to trust their people in order to truly lead them? 

 

Before you answer that question think about this…do you find it easier or harder to trust someone who doesn’t trust you? If you’re like most people you find it harder, much harder. Maybe even impossible. 

 

That would mean that a leader who doesn’t trust their people is a leader who isn’t trusted by their people. That means that they aren’t a leader at all. 

 

I go back to my conversation with the candy maker who wouldn’t hire people that he couldn’t trust. I’d bet one of the reasons the company has flourished since 1941 is that incredible level of two-way trust.

 

So what about you. Are you hiring people who you can’t trust? I’ve asked that question to leaders face-to-face and they always tell me “of course not.” But they share very little information with them. They allow them to take minimal if any risks. They are not allowed to deviate even a little from long established processes and procedures. These leaders claim to “empower” their people but they don’t trust them enough to let them make a single change.

 

They are trusted in word only. Every decision and action indicates that they are not trusted in practice. But the organization’s leadership expects the trust of their people. 

 

It doesn’t work that way. 

 

Trust is a two-way street. Either start hiring people you can trust or start trusting the people you’ve already hired. 

 

The fastest way to make someone trustworthy is to trust them. If you’re waiting for them to trust you first then perhaps you’ve forgotten that YOU’RE the leader…you go first. Show that you trust your people because if you don’t it’s unlikely that they will ever trust you. 


Trust goes both ways or it doesn’t go at all! 

Do You Have the Trust of Your People?

Emerson said, “Every great institution is the lengthened shadow of a single person. An individual’s character determines the character of the organization.” Is your’s the shadow that Emerson was talking about? 

 

If you’re in any leadership position you should know that you cast a large shadow on those who follow you. Your shadow can either shade them from difficulties or make their work environment a very dark place. 

 

It all depends on the level of trust YOU create with your people.

 

Only 45% of 400 managers in a Carnegie-Mellon survey trusted their top management. A third distrusted their immediate bosses. I truly hope your people trust you but you can’t lead by merely hoping you’re trusted. You must work intentionally, every day, to earn the trust and respect of the people you lead.

 

That trust can only come from a consistent display of integrity. Your integrity comes from your actions, not your image and not the statements you make. Your people will do what they see you doing far faster than they will do what you ask them to do.

 

When what you say doesn’t match what you do then you can be certain they will do what you did and not what you said to do.

 

When thinking about the quality of your own integrity consider these questions.

  • Are you the same person no matter who you are with?  
  • Do you make decisions that are best for others when another choice would benefit you?  
  • Do recognize others for their efforts and contributions to your success? (In writing?) 

Image is what people think you are, integrity is what you really are.  Asking yourself these three questions can help keep you on track and ensure that your image matches your level of integrity. 

 

Here is one reason integrity is so important for a leader: Integrity has huge influence value. If you have the ability to influence others then your ability to lead is unlimited. Integrity helps a leader be credible, not just clever.

 

Integrity is a hard-won achievement; it takes a long time to establish it with your team and you never fully complete the task. You must work on your integrity every day because while it’s a long process to earn it, you can lose it overnight.

 

It’s also a good idea to seek input from others about your integrity. You won’t always see yourself the same way that others may see you. So ask someone who knows you well, in what areas of your life they see you as consistent. (you do what you say) In what areas they see as inconsistent (you say but don’t always live.) 


If you don’t like their answers remember, you can change. You can become the leader you want to be, but also remember, you will only become what you are becoming right now.

 

 

 


Are you a Trusted Leader?

Emerson said, “Every great institution is the lengthened shadow of a single man. Their character determines the character of the organization.” (today we would say “person” instead of man but the point remains the same) 

 

So how would you answer the following two questions? Are you the person in your organization that Emerson was talking about? If you are then is your integrity always above reproach? By the way, I should probably point out that you either have integrity all the time or you don’t have integrity at any time. Integrity is not a part time job.

     

If your integrity is indeed above reproach then you have the opportunity to lead others, really lead. Maybe before you answer those two questions you should consider a little research: Only 45% of 400 managers in a Carnegie-Mellon survey believed their top management was always truthful; a third distrusted their immediate bosses. Current research says that 85% of employees across all businesses and industries are actually demotivated by their “leader.” 

 

What does that survey have to do with you?  Maybe nothing, but maybe, just maybe, you could consider it a wake-up call. A call telling you that you must be especially diligent in making certain that you live by the high standards that you expect from those who you hope to lead. Perhaps the survey results can serve to remind you that you have to work every day to earn the trust and respect of your people. You should never lose awareness that your people are always watching to see if your words match your actions. 

     

Consider as well this fact: Integrity results in a solid reputation, not just an image! Before you answer the questions above, ask yourself these questions: Are you the same person no matter who you are with? Do you make decisions that are best for others when another choice would benefit you? Are you quick to recognize others for their efforts and contributions to your success? (In writing?) 

     

You see, image is what people think you are, integrity is what, and who, you really are. Asking yourself these three questions can help keep you on track and ensure that your image reflects who you truly are.

     

Here is one reason integrity is so important for a leader: Integrity has high influence value, if you have the ability to influence others than your ability to lead is unlimited. Integrity helps a leader be credible, not just clever. Effective leadership is not based on being clever; it is based on being consistent. No one can fool all of the people of all of the time, insincerity can’t be covered up. Leaders who are sincere don’t have to advertise the fact.

   

Integrity is a hard-won achievement, it takes a long time to establish it with your team and you never fully complete the task. Your team expects four things from you on a consistent basis: honesty, competence, vision and inspiration. Those areas all impact your integrity. 

     

Ask something who knows you well what areas of your life they see as consistent (you do what you say) and what areas they see as inconsistent (you say but don’t always live.) If you don’t like their answer remember, you can change, you can become the leader you want to be, but also remember, you will only become what you are becoming right now.

    

So, now it’s time. Go ahead, answer the two questions in the first paragraph and then do whatever it takes to be certain your answer is always, always, yes.

Invest in Trust

All leadership is based on trust. If someone doesn’t trust you they simply will not be committed to truly following you. They might comply with you, they may do what you tell them to do, they may even kind of like you but they will not commit to you.

 

Building trust takes time. When I hear someone say “you must earn the right to lead” what I really think they are saying is “you need to build some trust before anyone will actually follow you.”

     

Authentic leaders know that their title or position does little in the way of building trust. People don’t trust titles, they don’t trust positions, and they don’t trust names. People trust people.

     

Trust building must be intentional. It should happen every day. If you’re a leader, or someone in a leadership position, (of course you know that holding a leading position doesn’t mean you’re actually a leader) then you should be aware that your people are watching you. They want to see if your actions match your words. They want to see if you honor your commitments, and not just to them but to others as well. If they are going to trust you then they expect you to honor your commitments, period.

     

Every leader, every person really, has what I call a “credibility bank.” Every time we do what we say we will a small deposit is made into our bank. Every time we fail to do what we say we will do a large withdrawal is taken from our bank.

     

If that doesn’t seem fair get over it. Building trust takes time and real trust doesn’t come easy for most people. The next time you’re tempted to blow off a commitment just remember your credibility bank and maybe the temptation will pass.

     

If trust building must be intentional as I’ve already said it must, then how do you plan to go about it? Seriously, I’m suggesting to you that you don’t just let trust happen, don’t just assume that people trust you. I’m suggesting that you become intentional in building trust.

     

Take tons of notes about the commitments you’ve made, block time on your calendar to honor those commitments. Return phone calls, answer emails, if you say you’ll do something then by any and all means possible, do it! Always, every time, no exceptions and no excuses. 

     

Virtually everything you say and do sends you to your credibility bank, the only questions is; will you be making a deposit or withdrawal?


Think about that for a while and then get busy adding to your credibility bank!

It All Matters

I have this thought that we all have have what I call a credibility bank. Every time we do or say anything either a deposit or withdrawal is made from our account. Every time! That means everything we say or do matters, all of it, all the time.

 

When we do what we say we will a small deposit is made. When we fail to do what we say, or we say something that doesn’t align with our stated values or principles, a very large withdrawal is made. So we get very little “credit” when we do what’s right but we are heavily penalized when we do what’s considered wrong. 

 

That almost doesn’t seem fair but it is what it is.

 

There are no neutral actions or interactions. Everything you do and say either improves your standing with others or lessons it to some degree. Everything you say and do either leaves a person feeling better about you and themselves or worse. 

 

Your words and actions matter, all of them. 

 

That’s why it’s so hard to pretend to be someone you’re not. Over time the real you comes out. You can fool some people for a long time but not for all time. 

 

That’s why I would always tell aspiring leaders not to try to look or act like a leader. Simply lead. Don’t try to be the kind of person someone would want to follow, be, really be, the kind of person someone would want to follow. 

 

Understand that your words and actions will determine whether or not you earn the opportunity to truly lead. If your credibility account drops too low that opportunity will be lost because without credibility you simply cannot lead.

 

Don’t let that happen to you. You are a combination of what you say and what you do, when those two align your credibility balance will grow by the day. If they don’t align it will drop like a rock.


It all matters!

Your Reputation Precedes You

I think I’ve written before about the fact that I attended a Military High School. It would be a bit of an understatement (okay, a huge understatement) to say that they took their discipline very seriously there. When a student messed up they paid a hefty price. Discipline came quickly and it was, at least in my opinion, often disproportionate when compared to the offense. 

 

But it worked. 

 

In my Freshman and Sophomore years I decided to “test” the system. Though the rules were very clear regarding attendance I decided to skip a class or two, well maybe three, here and there. I was caught every time and the punishment grew with each infraction. After my third attempt to beat the system I found myself in detention everyday after school for a month. 

 

I found a better way to beat the system in my Sophomore year but sadly, it wasn’t really good enough to get away with it. I fought the law and the law won. Once again I spent the last month of the school year in detention everyday after classes had ended.

 

By my Junior year I had learned my lesson. I was promoted to officer which was considered a big accomplishment for a Junior and I didn’t even consider skipping a class.

 

So imagine my surprise when I was called to the Principal’s office with about a month left in the school year and told I was being given detention for the rest of the semester. I protested and was told they “knew” I was skipping classes but had obviously finally figured out a way to get away with it. 

 

I was offered “amnesty” if I spilled the beans on how to get past their vaunted attendance process. Since I wasn’t skipping classes and hadn’t figured out how to beat the system I couldn’t  “accept” the amnesty. 

 

So off to detention I went. The good news is that since I was the only officer in detention I was now in charge of the other cadets in detention. Since I was wrongly accused and darn unhappy about it those poor souls probably had the worst time in detention in the history of detention. To be sure it wasn’t as brutal as flying on United Airlines but it was pretty rough. Such is life at a military school. 

 

That was the year when I learned about the concept of “your reputation precedes you.” 

 

In the business world you are what people think you are. Now I wouldn’t advise stressing over that too much but you do need to realize that it impacts how people perceive you. Their perception of you will change how you’re treated, whether or not you’re trusted, and whether or not you’re considered for advancement.

 

Now here’s the hard part that you may not like to hear; you earn your reputation. Even if you’re certain they are wrong about you that misperception likely came from somewhere. You can’t simply dismiss it without considering if there is any hint of truth to it. 

 

While it may not have been easy for me to accept at the time people thought I skipped classes because I was known to skip classes. The fact that I wasn’t skipping classes didn’t change the fact that I had. I earned that reputation. 


You’re creating history everyday…it’s your history. It’s also your responsibility to make it a history that you can be proud of. Never blame others for what they think of you without considering your role in creating that perception. 

 

By the way, despite perfect attendance in my Senior year I spent my final month of High School in detention after school. Once again I was in charge of the younger and lower ranking cadets. This time however I tried to help the cadets understand the benefits of conforming to requirements. I helped them grow, I probably didn’t do a very good job of it but I tried to help them become leaders. 


It was part of my effort to change some perceptions about me and it also happened to be the right thing to do. 

Results Aren’t all That Matters

If you’re a leader then you surely know that results matter. You’re in your position to get things done and as a leader you coach, motivate, and teach other people to help you get them done.

As a leader you must also know that results aren’t all that matters. Success is important but how you succeed is vital. Leaders who are willing to succeed “at all costs” almost always eventually learn that some costs are just too high, regardless of the level of success. (For the purpose of discussion here I should point out that the particular results I’m writing about are the “bottom line, profit driven” type of results)

If you’re a sales leader you must produce the numbers. If you’re a leader in finance you must make certain the numbers are accurate. If you’re an IT leader you must keep your network secure. Wherever you lead there is a desired result to be achieved. 

Authentic Servant Leaders are results driven, there should be no question about that. But they balance that drive with additional, equally important drives. It’s these additional “drivers” that help ensure their success as leaders goes beyond mere bottom line results.

First and foremost Authentic Servant leaders work to build trust in everything they do. 

They create a transparent organization where secrets are kept to an absolute minimum. They know that information isn’t powerful when it’s locked away in a safe. Information only becomes useful when it is shared with the people who can use it to accomplish something. 

Authentic Servant Leaders confront reality, always, and that helps them right the wrongs they comes across almost as fast as they come across them. It should be noted here that this is one of the biggest failings of leaders who are solely results driven. They allow “wrongs” to live and grow in the name of results. To them the ends absolutely justify the means. They don’t just bend the rules, they obliterate them. It’s that attitude that destroys trust and without trust they cannot truly lead.

Authentic Servant Leaders build trust through accountability and they know that accountability begins with them. They do not expect more of their people then they expect of themselves and those expectations are laid out for everyone in a clear and concise manner. They are measurable and durable, the expectations and how they are measured do not change for the sole purpose of achieving the desired bottom line result.

Authentic Servant Leaders never forget that ethics and morales must always outweigh the drive for results. They are more than willing to suffer a short-term setback for long-term success achieved with honor. They know that it’s not just what they achieve that matters, they know that how they achieved it matters even more.

If that all seems too pollyanna to you then perhaps you’re a bit too bottom line results driven to be a truly Authentic Servant Leader. You may want to consider balancing your need for results with the need to actually lead as well.