Leaders Build TRUST
Leaders Build TRUST
R - Realistic
U - Unscripted
S - Sensitive
T - Transparent
Timely
Successful leaders devote the majority of their time to those areas that truly need it. They make timely decisions as often as decisions are needed - no more and no less.
Time is not something to be filled with activity for activity's sake. Leaders understand the nature of time and are skilled at prioritising it to make an impact. It is impossible to lead a growth charge without mastering the importance of time.
Most managers simply get up and do what they want to do. Growth leaders get up and do what needs to be done.
Realistic
What distinguishes growth leaders is their unrelenting focus on what really is and what truly can be. While positive thinking has its place, delusions are dangerous.
Facing reality isn't merely a good idea; it's an imperative. Your organisation is depending on someone to challenge the organisation's most closely held beliefs today. Why couldn't that be a leader like you? Too often, closely held beliefs are kept on our shelves long past their expiration dates. Growth leaders seek only the truth and welcome any and all reality checks.
Unscripted
Today our world is filled with skeptics. People are simply jaded, and why shouldn't they be? It should be obvious to any twenty-first-century leader that many people are reluctant to believe anything. Everyone's rubbish detector has become finely calibrated.
What we long for is authenticity. We want leaders who speak plainly and from the heart, not from talking points. We want bosses who reject corporate mumbo jumbo. We want professionals who don't cloak themselves in a blanket of buzz-speak.
In order to lead, it is critical to master the authenticity. Reject the tired clichés, lose the latest buzzwords, and say what you mean and mean what you say.
Sensitive
Sensitive leaders are acutely aware of their surroundings and are keenly observant. They have an intuitive knack for understanding the motivations of others. They are able to feel the barely perceptible winds of change long before the actual storm.
How well do you read others in complex social situations? How much do you trust your gut feelings? How well do you handle displays of emotion in yourself and others? How easily do you move from perception to action?
Most growth leaders are naturals at these types of skills. Others need to regularly extricate themselves from day-to-day activities to work on them. Either way, being sensitive is an attribute that gives leaders another arrow in their organisational growth quiver.
Transparent
It's human nature not to trust those who attempt to hide things from us. For instance, when an organisation gets into trouble and spirals downward because of a public relations crisis, it nearly always has something to do with not being transparent.
In contrast, people and organisations that are transparent in their actions are the ones that consistently grow and come out ahead in the long run. Those who are forthcoming with information - good and bad - can more effectively lead a team to accomplish great things.
An organisation itself can and should be transparent, but to be so, it needs leaders who are transparent in their actions. Employees, customers, vendors, and shareholders know what to expect from transparent leaders. Fostering transparency takes commitment and confidence. It can be tempting to hide problems, but the transparent leader knows that the truth eventually slips out anyway - and often looks worse than it did originally. As an ancient Eastern adage says, "Three things cannot be hidden forever: the sun, the moon, and the truth."
Leaders Build TRUST - To learn more about this author, visit Geoff Flemming's Website.
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T - Timely
R - Realistic
U - Unscripted
S - Sensitive
T - Transparent
Timely
Successful leaders devote the majority of their time to those areas that truly need it. They make timely decisions as often as decisions are needed - no more and no less.
Time is not something to be filled with activity for activity's sake. Leaders understand the nature of time and are skilled at prioritising it to make an impact. It is impossible to lead a growth charge without mastering the importance of time.
Most managers simply get up and do what they want to do. Growth leaders get up and do what needs to be done.
Realistic
What distinguishes growth leaders is their unrelenting focus on what really is and what truly can be. While positive thinking has its place, delusions are dangerous.
Facing reality isn't merely a good idea; it's an imperative. Your organisation is depending on someone to challenge the organisation's most closely held beliefs today. Why couldn't that be a leader like you? Too often, closely held beliefs are kept on our shelves long past their expiration dates. Growth leaders seek only the truth and welcome any and all reality checks.
Unscripted
Today our world is filled with skeptics. People are simply jaded, and why shouldn't they be? It should be obvious to any twenty-first-century leader that many people are reluctant to believe anything. Everyone's rubbish detector has become finely calibrated.
What we long for is authenticity. We want leaders who speak plainly and from the heart, not from talking points. We want bosses who reject corporate mumbo jumbo. We want professionals who don't cloak themselves in a blanket of buzz-speak.
In order to lead, it is critical to master the authenticity. Reject the tired clichés, lose the latest buzzwords, and say what you mean and mean what you say.
Sensitive
Sensitive leaders are acutely aware of their surroundings and are keenly observant. They have an intuitive knack for understanding the motivations of others. They are able to feel the barely perceptible winds of change long before the actual storm.
How well do you read others in complex social situations? How much do you trust your gut feelings? How well do you handle displays of emotion in yourself and others? How easily do you move from perception to action?
Most growth leaders are naturals at these types of skills. Others need to regularly extricate themselves from day-to-day activities to work on them. Either way, being sensitive is an attribute that gives leaders another arrow in their organisational growth quiver.
Transparent
It's human nature not to trust those who attempt to hide things from us. For instance, when an organisation gets into trouble and spirals downward because of a public relations crisis, it nearly always has something to do with not being transparent.
In contrast, people and organisations that are transparent in their actions are the ones that consistently grow and come out ahead in the long run. Those who are forthcoming with information - good and bad - can more effectively lead a team to accomplish great things.
An organisation itself can and should be transparent, but to be so, it needs leaders who are transparent in their actions. Employees, customers, vendors, and shareholders know what to expect from transparent leaders. Fostering transparency takes commitment and confidence. It can be tempting to hide problems, but the transparent leader knows that the truth eventually slips out anyway - and often looks worse than it did originally. As an ancient Eastern adage says, "Three things cannot be hidden forever: the sun, the moon, and the truth."
Leaders Build TRUST - To learn more about this author, visit Geoff Flemming's Website.
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Dianne CramptonDianne Crampton is an executive leadership coach, team culture consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. Dianne's contribution to the 2010 Pfeiffer Consulting Journal (an imprint of John Wiley and Sons Publishers) entitled TIGERS Hearted Teams is available in November 2009. Her new book TIGERS Among Us: 5 Winning Business Team Cultures And Why, Three Creeks Publishing will release in March 2010. To receive publishing discounts, subscribe to the free TigerTracks Newsletter here. - Visit Dianne Crampton's Website |
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Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
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