how To Create A Reputation for Honesty as a Leader-Part 3
how To Create A Reputation for Honesty as a Leader-Part 3
Barry came into my office and sat down in the chair. Barry was the last holdout. I needed Barry. He was the loyal leader of the opposition. He was a supervisor and his team produced. I knew, absolutely knew that we could break records and in this economy if I could get Barry to understand that I was trustworthy.
It had been four months since I had taken over the department and everyone else had come around. It had taken a while to walk the walk to trust. I had surprised the staff by making fewer promises. Shocked them keeping all of them. And then I had repeatedly driven home the point starting my meetings on time and sticking to the agenda and stopping a minute early.
I had asked Barry to come back to my office after the previous week’s meeting.
Barry had sat down, openly friendly enough. I had seen him with other people on his staff, those that he did trust, and that Barry was the one I wanted on my team. The one who trusted and checked and kept his word.
“Barry, I have asked you in to tell you what a great job you did on the Jones account. We could have very easily lost that business, a piece of business that is vital to us, if you hadn’t established such a strong bond with the client. Thanks!”
“Just doing my job, John”
“And you do your job very well. And that brings my to my other reason for asking you in Barry. Remember last week what it was going to take for you to trust me and you said, “Time.”
“I remember John.” Barry was a man of few words.
“How much time Barry?”
One of the things that I like about Barry was his habit of pondering a question. And repeating questions to make sure he understood the words and intent of the speaker.
“You are asking me how much time it will take for me to trust you?”
“Right,” I said.
“Man, that is a tough question to answer. You and I have talked over my history here and at the last place. You know I was passed over for your job, promised it in fact. And at the last place, and the one before, I was lied to and thrown under the buss. I am a little cynical.”
‘Barry here is what I would like you to do. I know your memory is good and I would still like you to take notes here.”
Barry was taking notes all along. A handy habit developed through years of being burned.
“Go John.”
Question # 1: What actions is John taking that show him to be untrustworthy?
Question # 2: What actions would John need to take next time that he is not taking to prove that he is trustworthy?
“Barry, I don’t expect you to answer those questions now. Can you make another meeting at 8:30 next Friday to give me answer? And if you can’t give me an answer to question #1 or question #2, actions I can to take to prove my trustworthiness, I would like you to man up and trust me. Trust and check. Trust and verify. I am not your former boss or the one before that or the one before that. I am me. I trust you and verify. I want you to do the same.”
Barry sat there for a few seconds with a puzzled expression on his face. Then he smiled and said, “It’s a deal John.”
That was Friday morning. The next Monday morning after I had said hello to the few members of the team that beat me in to the office, Barry walked into my office and said, “John, can a take a few minutes?” I always kept the first half hour Monday open for scheduled emergencies.
“Sure, Barry,” I said. Barry looked more relaxed than I could every remember him being around me.
“I thought long and hard about what you said Friday and I got home. Talked it over with my partner. I thought they were great questions. As far as number #1 the answer is nothing. As far as number #2, the answer is nothing except for one thing.”
“What’s that Barry?”
“I’d like you to buy me, Becky, Susan, Ted, Ted Junior, Achmed, Hong, and Natasha one beer each Friday night at Rick’s Place. Oh and you are right. I am going to man up and trust you. The beer is just for fun.”
With that he stood up shook my hand and walked out of the office relaxed and smiling. Not nearly smiling as much as I was.
Action Items. If you have people who have no reason not to trust you and they tell you it is going to take time, tell them.
I beg to differ. Time, absent proof for or against, will prove nothing.
Tell me how I can prove to you that I am trustworthy by either:
1. Tell me what actions I need to take that I am not taking to show that I am trustworthy.
Or
2. Tell me what actions I need to stop that i am dong now that show that I am not trustworthy.
and if the answer to 1 and 2 is nothing-
Man up
Or
Woman up
and trust me. And check. Not trust, but check Trust AND CHECK
3. Enjoy your deserved reputation for honesty.
how To Create A Reputation for Honesty as a LeaderPart 3 - To learn more about this author, visit John Cameron's Website.
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Creating a Reputation for Honesty as a Leader: Part 3
Barry came into my office and sat down in the chair. Barry was the last holdout. I needed Barry. He was the loyal leader of the opposition. He was a supervisor and his team produced. I knew, absolutely knew that we could break records and in this economy if I could get Barry to understand that I was trustworthy.
It had been four months since I had taken over the department and everyone else had come around. It had taken a while to walk the walk to trust. I had surprised the staff by making fewer promises. Shocked them keeping all of them. And then I had repeatedly driven home the point starting my meetings on time and sticking to the agenda and stopping a minute early.
I had asked Barry to come back to my office after the previous week’s meeting.
Barry had sat down, openly friendly enough. I had seen him with other people on his staff, those that he did trust, and that Barry was the one I wanted on my team. The one who trusted and checked and kept his word.
“Barry, I have asked you in to tell you what a great job you did on the Jones account. We could have very easily lost that business, a piece of business that is vital to us, if you hadn’t established such a strong bond with the client. Thanks!”
“Just doing my job, John”
“And you do your job very well. And that brings my to my other reason for asking you in Barry. Remember last week what it was going to take for you to trust me and you said, “Time.”
“I remember John.” Barry was a man of few words.
“How much time Barry?”
One of the things that I like about Barry was his habit of pondering a question. And repeating questions to make sure he understood the words and intent of the speaker.
“You are asking me how much time it will take for me to trust you?”
“Right,” I said.
“Man, that is a tough question to answer. You and I have talked over my history here and at the last place. You know I was passed over for your job, promised it in fact. And at the last place, and the one before, I was lied to and thrown under the buss. I am a little cynical.”
‘Barry here is what I would like you to do. I know your memory is good and I would still like you to take notes here.”
Barry was taking notes all along. A handy habit developed through years of being burned.
“Go John.”
Question # 1: What actions is John taking that show him to be untrustworthy?
Question # 2: What actions would John need to take next time that he is not taking to prove that he is trustworthy?
“Barry, I don’t expect you to answer those questions now. Can you make another meeting at 8:30 next Friday to give me answer? And if you can’t give me an answer to question #1 or question #2, actions I can to take to prove my trustworthiness, I would like you to man up and trust me. Trust and check. Trust and verify. I am not your former boss or the one before that or the one before that. I am me. I trust you and verify. I want you to do the same.”
Barry sat there for a few seconds with a puzzled expression on his face. Then he smiled and said, “It’s a deal John.”
That was Friday morning. The next Monday morning after I had said hello to the few members of the team that beat me in to the office, Barry walked into my office and said, “John, can a take a few minutes?” I always kept the first half hour Monday open for scheduled emergencies.
“Sure, Barry,” I said. Barry looked more relaxed than I could every remember him being around me.
“I thought long and hard about what you said Friday and I got home. Talked it over with my partner. I thought they were great questions. As far as number #1 the answer is nothing. As far as number #2, the answer is nothing except for one thing.”
“What’s that Barry?”
“I’d like you to buy me, Becky, Susan, Ted, Ted Junior, Achmed, Hong, and Natasha one beer each Friday night at Rick’s Place. Oh and you are right. I am going to man up and trust you. The beer is just for fun.”
With that he stood up shook my hand and walked out of the office relaxed and smiling. Not nearly smiling as much as I was.
Action Items. If you have people who have no reason not to trust you and they tell you it is going to take time, tell them.
I beg to differ. Time, absent proof for or against, will prove nothing.
Tell me how I can prove to you that I am trustworthy by either:
1. Tell me what actions I need to take that I am not taking to show that I am trustworthy.
Or
2. Tell me what actions I need to stop that i am dong now that show that I am not trustworthy.
and if the answer to 1 and 2 is nothing-
Man up
Or
Woman up
and trust me. And check. Not trust, but check Trust AND CHECK
3. Enjoy your deserved reputation for honesty.
how To Create A Reputation for Honesty as a LeaderPart 3 - To learn more about this author, visit John Cameron'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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