November 21, 2019

6 Truths About Leading People

People At WorkAs a leader, you have probably read countless books and articles about how to lead people.  Some of the information you have read in the past is great…some needs to be thrown in the trash.

One of the big problems I have with much of the information out there in books and journals about leadership is that these books focus on the leader…not on the followers.  My belief is and always has been is this:  As a leader, if you know some general truths about people, about what motivates them and what drives them away, you will be a much better leader.  So, today, I want to share with you six truths about leading people.  While these do not apply to every single person out there, these are so common that I feel I need to write about them today.

1.  The majority of people you are leading are doing their best…even if you think they are not.  As a leader, you may have some preconceived ideas and expectations about what your followers should or should not be doing.  The question I have is this “Have you spoken to them about those expectations?”  If not, then this is not their fault…it is yours.  As a leader in today’s world, you have to be willing to place a top focus on the training and development of the people in your company and then be willing to bring in coaching to encourage people and to hold them accountable to their own greatness.  If you are walking around silently complaining about what someone should be doing, there is a good chance your employees don’t know this, and it is up to you to assign someone in your company the job of implementing a world class development program.

2.  People are inspired by public recognition and will do more for you when they get it.  As someone who works with leaders and teams every day, I have heard so many people speak about the lack of public recognition for a job well done.  From my perspective, people are craving recognition, and they are just not getting it, and they are craving recognition for not only big accomplishments but the small things that make the biggest difference in your company.  Why are we doing this to our employees?  My hunch is the old excuse of “We just forgot…or we just did not have time.”  Hmmm…I say it’s time to “make time” for public recognition every day.  The public recognition does not need to be in front of hundreds of people…it could be in front of just one other person, and the employee needs to hear something like this:  “Thank you so much for handling the incoming calls yesterday for 30 minutes.  I cannot tell you how much time this freed up for the whole team to finish the project we were working on.”  So, you name the good deed while explaining how it had an impact on the team and/or your company.

3.  Every person in your company has a different level of readiness for change.  Generally speaking, most people don’t like change, because change challenges us all to go into unknown territory.  Having said that, some people will adapt to change quickly while other people will change gradually over time while others will never buy into the change you are trying to implement.  To expect everyone to jump on board with your change initiative or new idea is almost impossible.  A tool like the DiSC assessment can help you understand a bit about how people view risk and change so that you aren’t blindsided when some people don’t automatically jump on board.   For those people who do not easily buy into change, give them an end date for getting on board. For those people who don’t get on board with your new initiatives, it will be time for a tough conversation.

4.  People are watching you to see if your actions match your words.  Because of the lack of integrity in some of our leaders, our world now looks at leaders through scrutinizing eyes.   They may hear your lips flapping, but they don’t see your actions lining up with the words you speak.  The first rule of integrity is probably “Tell the truth and live the truth, even when no one is looking”.  Right up there with this rule is “If you say you are going to do something or you want your team to act a certain way, you better do it”.  If you don’t, your credibility will instantly become tarnished, and people will lose trust in you and the words you speak.

5.  Not everyone in your company wants to be an “A player” on your team.  Somewhere along the way, company leaders have grabbed onto the idea that every single person in their company wants to “play to their full potential” and “rise to the top”.  This is just not the case.  There are many people in companies who love playing a support role.  They are your “B players”, and they are perfectly content playing that role.  As a leader, if you are going for only “A players” or people who want to get there, I recommend you read the book Topgrading by Brad Smart and then only hire people who have the qualities of the “A players” of the world.  Having said this, I just don’t know how well a company would operate with all “A players”.  I feel that we need people in support roles who don’t want to rise to the top of the company, but that is just my opinion.  The truth is to know that even though you may want everyone succeeding beyond their wildest dreams, there are people who just don’t want that for their lives, and as a leader, you have a decision to make:  You either have a mix of “A and B Players”, or you only hire “A players” who are going to rise to the top of your company.  It’s all up to you.

6.  There is a 99.9% chance that the people in your company are gossiping about you and others.  Let’s face it: People talk about other people in your company.   Of course, they love to spread around the bad stuff, but as a leader, you must be willing to know that there is a grapevine in your company, and it is important to know what is being heard through the grapevine.   I don’t want to suggest that you dwell on this topic, but it is important that you put your ear to the ground enough to know what is being said at the water fountain, over lunch and during breaks about you, your team or your company.  It could be very valuable information that can lead you to making a decision that could turn your company around.

To learn more about the people in your company and what they want from you as a leader, contact me today for a complimentary coaching session.  I am happy to see how I can help you.

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Leadership Coaching for Abrasive Leaders: The Boss Whispering Institute

I posted a recent post by the name of Leadership Coaching is Not for Everyone.  I had a lot of responses to this post, and I wanted to make you all aware of The Boss Whispering Institute, brought to my attention by Laura Crawshaw, Ph.D., BCC, Founder of The Boss Whispering Institute, dedicated to research & training in the field of coaching abrasive leaders

The Boss Whispering Institute is the world’s first organization dedicated to research and training in the field of coaching abrasive leaders, including medical, legal, and academic professionals, and Laura mentioned on LinkedIn that she is happy to share the methods with everyone.  You can access it by going to their website www.bosswhispering.com, going to the Research & Publications page, scrolling down to Coaching-Related Publications, and clicking on “Coaching Abrasive Leaders: Using Action Research to Reduce Suffering and Increase Productivity in Organizations”, Crawshaw, L., International Journal of Coaching in Organizations, Autumn, 2010. This will allow you to download the PDF of the article.

I just want to remind everyone to re-read the article I posted.  I do want to emphasize that I said this:

Now then, I want to shift just a minute to the clients who are more than likely not going to respond well to coachingThis is not always the case, but I have seen these five scenarios dozens of times, and I have actually ended contracts with people who have exhibited these behaviors, because I can tell that the situation is just not getting better.

I want to emphasize that I did not say that leaders with certain behaviors could not be coached.  In my experience, people who get about six to eight weeks down the road in a coaching engagement and who are not shifting (in my experiences) will tell me upon questioning that “the company wanted this…not me”.  And, as we all know, a person has to want to change to truly change on the inside.

I applaud Laura and the Boss Whispering Institute for their work with being able to turn around the more challenging leader.  So, you can check out their work, or you can refer a more difficult client their way if you feel you cannot coach a leader who is just not shifting.

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Leadership Coaching Strategies to Stop Top Talent From Quitting

The Revolving Door of Top TalentDo you ever feel like your hiring process is just like a revolving door?  Top talent in…top talent out!

If so, you are not alone!

During the past ten years of offering leadership coaching and executive coaching services to companies, one of the biggest complaints I hear is about the revolving door of the hiring process.  One of two things usually come up in leadership conversations:

  1. Top talent comes, they stay for about six to nine months and then they leave
  2. The company “settles” for bodies rather than digging to find the top talent they need, so the department or project team now has some drag on their team

What I have found is this:  If employees feel disconnected from their work, bored or if the work is elementary and mind-numbing, employees will leave, regardless of the many tricks you try to lure them into staying.  So, here are a few suggestions to help you with this challenge:

  1.  Match the job to the employees talent and level of capability.  Humans actually want to be challenged.  They want to be stretched.  So, if the job is not challenging or could be done by someone with half of their experience, they may be going through the motions, but their heart and soul are not in the work.  Having said this, if the job is too hard, an employee can get very frustrated and just give up.  Striking the right balance is critical.
  2. Offer leadership coaching.  With leadership coaching, you can help your employees strike that “right” balance between being totally bored and disconnected and being way in over their heads.  By offering weekly leadership coaching to your employees, you can discuss what’s working and what is not, how to challenge them more and when and how to maybe back down just a bit.  This is also a great time to provide training to your employees if they feel they are in over their heads.  They may just need some additional training or a tiny question answered to get back moving again in the right direction
  3. Work on building trust.  It is not uncommon for people to simply not trust a boss, a co-worker or the company.  As a leader, one of your biggest jobs to do every day is to build those strong bonds of trust that employees need to feel safe and secure in the jobs they have been empowered to do.
  4. Talk with your employees about what inspires them and what outcomes they most value.  You may think that money inspires your employees, but in my experiences as a leadership coach, I have found that what matters more than money are the following:

The opportunity to be challenged, succeed and then be recognized for that success

The reward of extra free time to spend with friends and family

The feeling of doing a great, great job and bring proud of a finished product

So, if you are having a tough time keeping employees, start looking at both your hiring process and take the time to sit down (without judgment) and ask your employees why they are leaving.  Ask them what you could have offered that would have made them want to stay, and ask them if they felt the work they were doing was truly meaningful.  You may be surprised at the answers as they come forward.

If you are having any challenges with either hiring or keeping top talent, contact me today so that we can talk a bit about how to turn your specific situation around.

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5 Warning Signs that Your Arrogance is Tearing Your Team Apart

ArroganceArrogance is something that we often discuss in the world of leadership.  A little bit of arrogance can go a long way in the direction of success, but when overused, arrogance can tear your team apart.  The main reason?  As a leader, if arrogance is your leadership skill of choice, your team is more than likely feeling devalued, rejected and angry.  When I speak in private to team members about their arrogant leaders, they usually shrug and say “It is a waste of my oxygen to mention anything or bring new ideas to the table.  He always thinks he has the right and only answer”.

If you are an arrogant leader, these behaviors will be seen by others:

1. You think you have the only answer.

2. You always think you are right and that the rest of the world is wrong. And, your team hears this constantly.

3. You dismiss the ideas of others on your team.

4. You appear aloof and that you don’t really like other people.

5. You pull rank constantly and try to overpower other people.

6. You rarely share credit with others.

7. You don’t take feedback from others as an opportunity to learn or grow.  You think you are already masterful at everything.

Here are the signs that your arrogance is tearing your team apart:

1.  Team members don’t speak up during meetings or one on one discussions.  Why should they?  You know it all!

2.  Team members work in a robotic fashion.  They would never want to come up with an innovative idea, because you will more than likely squash any new ideas.

3.  When speaking with team members, they stumble through their words, get flushed and anxious, and they will always back down from their opinion.

4.  Team members quit, because they are living in fear.  They are afraid they will say the wrong thing, and you would rather be right than keep your top talent in place.

5.  Team members are talking about you behind your back.  You may not know it, but trust me…they are talking about you behind your back.  When a team is not aligned with their leader, and the team is talking about you behind your back, get ready for your productivity, teamwork and bottom line results to fall into a very dark hole.

If you are a leader who is living with arrogance, there are some steps you can take:

1.  Most people living with arrogance don’t know it, but you need to hear it if you are.  I highly recommend that you commit yourself to getting feedback from your team on an annual basis.  I suggest that you bring in a 3rd party who knows nothing about your company to ask about 10 questions of your team and the people who know you.  Then, it’s time to sit down and hear what your team has to say about you.

2.  Work on opening up your body.  This sounds odd, but most arrogant people have facial expressions that send the message they are not open to others.  They will look away, turn their back or pretend they are not listening.  Sit down with your team members, remove anything that is blocking you from your team, and really listen without all of the sighs and looks that you may usually send.

3.  Disclose your shortcomings to your team.  Most leaders believe that this will make them appear weak and incompetent to their team members.  The opposite is true.  When you open up to your team about your shortcomings, your world will change overnight.  You don’t have to drag every bone out of the closet, yet it is important to tell your team about some of the feedback you have received and your plan of action.  Then, you must act on your plan.  Your actions will speak so much more loudly than words.

4. Be a coach…not a know it all.  In today’s business world, true leaders are becoming great coaches.  With coaching, you will be collaborating with your team on a way to “win”.  (Dave Buck’s Coach to Win and Play to Win methods are really great for this purpose).  With coaching, you are not telling people what to do…you are pulling their strengths to the surface and then coaching them on how to leverage those strengths so that they become stronger and better at what they do.

5.  Drop the cocky attitude and listen.  People who are over the top on arrogance are cocky.  This intimidates others.  You can be confident and come across as approachable, but not if your goal is to be cocky.  There is a very fine line between being confident and being arrogant.  If you are arrogant, you are probably very smart and talented, and you don’t need to throw that all over people.  Just observe yourself for one week in listening and curiosity mode and do your best to bite your tongue.  Watch the responses as you open up, listen and become more curious.  Your team will shift if you practice listening and being curious.  It just works!

 

The 5 Things Leaders Hate to Do that Stop them From Being Great

Unless you have been living under a rock for the last decade, you probably have heard all about the book Good to Great by Jim Collins.  In the book, Collins discusses the universal distinguishing characteristics that cause a company to go from good to great, and much of this process has to do with the leadership skills of the people at the top.

I have had the honor of coaching over 1000 business leaders in the last ten years, and while I do agree with Collins on the points he makes about great leaders and great companies, I have learned through the years that there are five things that most leaders hate to do.  As a result, they push these five to the back burner, and allow the simmering process to burn the team and/or company down…a slow and painful death for everyone, including the leader.  I am writing this post today, because I don’t want you to become one of those leaders who becomes a “has been” in the next 1-3 years and has a California wrongful death case in the process.

So, here we go:  The 5 Things Leaders Hate to Do that Stop them From Being Great:

1.  Being open to coaching, hiring a coach and working with a coach.  I don’t care how great you are, if you are a human being, you need a coach.  I am not saying that you need me (yet that would be great if we are a good fit), but if you are a leader at the top of your game, a great coach can help you go even further, stretch even more, build a more effective team and hire the best talent in the world.  For some reason, leaders think hiring a coach means they must be problematic or broken.  It is truly just the opposite.  As a leader, if you are a big thinker, you will understand quickly that an objective opinion and support from someone outside of your company can offer you new perspectives, new insights into your role as a leader.  A coach can also help you leverage your strengths, identify your weaknesses and learn how to leverage both to create new opportunities for yourself and your team.

2.  Addressing conflict.  Many leaders believe if they just ignore a conflict, it will magically go away or die on the vine.  Conflict breeds contempt, and if you are a strong leader, you will find yourself addressing some type of conflict on a weekly basis.  The goal is to strike while the iron is hot and to learn how to address conflict effectively.  I highly recommend the book Crucial Confrontations for this purpose.  It is hard to speak to others about a conflict or to “confront” others.  Rather than using the word “confront”, I recommend using the term “Critical Conversation”.   By using this language, the conversation becomes “mission critical”, and you are compelled to address the problem right upfront.

3.  Taking personal responsibility for company problems.  The issues with Enron, 9/11, bad loans and Bernie Madoff marked the end of leaders being above the law and the beginning of personal responsibility.  At the end of the day, as a leader, your company and team is not about you.  It is about your employees and customers.  It is absolutely critical that you take personal responsibility for failures in your company and that you speak about them to the public.  While there may be others who fell short of their responsibilities, at the end of the day, as the top person in the company, there is something you did that helped contribute to the problem.  You have have:

  • Hired the wrong person
  • Withdrawn yourself from over the top communication
  • Micromanaged too much OR isolated yourself too much

Each time a problem happens in your company, it is important to sit quietly and figure out what role you played in the process.  If you dig deep enough, you will find it.  Once you find it, it is then time to speak to your employees and customers about the issue, where you went wrong and what you are going to do about it.

4.  Dedicating yourself to ongoing learning and development.  This goes a bit back to the first point about hiring a coach.  You may be the top dog, but everyone has something new to learn.  Leaders often send their employees to training and development events, but they never put learning and development on their own calendar.  If you want to be great, you will be dedicated to lifelong learning and always looking at new ways to expand your depth and breadth of knowledge.  Learning and development opportunities are always available in your own industry, but I would like to stretch you to think about learning opportunities outside of your own industry.  This could be in the area of technology, social networking or the arts.  Finding creative ways to use information outside of your own industry is a characteristic of someone who is willing to think way out there on the bleeding edge, and we need this in our leaders of today.

5.  Speaking less…leaving a few things unsaid.  Many leaders talk way too much.  They think they know all the answers, and leave very little opportunities for their teams to come up with answers and find their own way.  Deep listening is a critical skill all leaders need in their toolkit, and just as important is the ability to empower others to speak and act.  While you may have all of the answers, your team will step up and bring your answers to the table, but only if you empower them to do it.  While it may take a bit more time for your team to figure out the best solution to problems or to find their way through a maze, they will exercise their strategic thinking and problem solving skills, but only if you back off.

If you are a leader, congratulations and thank you for all that you do for your followers, companies, cities, schools and government.  If I can be of support in any way by offering you a bit of leadership coaching to help you move from being a good leader to a great one, contact me at 910.692.6118.

 

The Top 3 Most Common Employee Complaints

What would your employees write on the wall next to your suggestion box?

This cartoon always makes me laugh.  In looking at this cartoon, simply ask yourself this question “If uncensored, what would your employees write on a wall next to a suggestion box about you and your executive team?”

In the leadership coaching work I have provided executive level leaders and their teams over the last ten years, I have discovered that there are 3 main complaints employees seem to voice regarding upper management and the leadership team.  These complaints or concerns are not isolated.  They are common across all geographical boundaries, so take note of these and rather than take my word for it, go ask your employees how they feel about these concerns.

1.   Micromanagement: We all know what it feels like to be micromanaged.  Your boss, parent or authority figure is constantly checking up on you, breathing down your neck or looking over your shoulder to make sure the job you are doing is absolutely textbook perfect.   Micro-managers are usually obsessed with controlling the project and pushes everyone around them to succeed, beat the clock and “do it the way we have always done it”.  If you are a micro-manager, you are taking a big risk of disempowering your employees,  actually hurting their work performance and destroying their confidence.  In this case, it is not uncommon for a top employee to eventually become so frustrated they will leave and go to work your biggest competitor.

Solution: Prior to the start of a project, fully train your team on the plan, strategy, processes, expectations, where to go for resources and when to ask questions, and then…let your employees go and implement the job you have empowered them to do.  Give them the freedom to take on the project, and if you do observe an employee going way off track, invite them into your office, explain your observations and retrain on that one aspect of the project.   During a new project, you may also notice an employee taking on a task that may not be what you asked, but it is actually getting better results, so take note of that.   Ask someone you trust to observe you during the project and to call you on the carpet when you start back down the micromanagement track.

2.   Lack of Accessibility. It is not uncommon for the executive level leaders and senior managers to become isolated from the employees of the company.  Their offices are located in the executive tower at the top of the building and they literally stay on that one floor for the entire day.  This creates a feeling of a hierarchy at play, and as an employee, if you are  below the top of the totem pole,  you will feel so far removed from the decision makers that you may either:

  • Do a really lousy job, because you think no one is looking or cares
  • Start down a path that is illegal (stealing, harassment)
  • Begin wondering what secrets the company is trying to hide from you
  • Quit your job

In my opinion, there is no excuse for this.  This approach is the “good old boys network” approach, and is really outdated and no longer an advantage for success.

Solution: Lead and manage by walking around the company on an every other day basis.   Simply pop in and out of different departments to say hello and to find out what is going on.  Take a notepad or your digital device with you to jot down complaints and suggestions and notice if you see repeating patterns in concerns, worries or doubts.

Another approach to improving accessibility is to hold town hall meetings two times per month, and give your employees the opportunity to gain access to you and your team and to talk to you openly and candidly.  During the town hall meeting format, as a leader, your job is to listen and to thank your employees for their suggestions…not to justify or make excuses for why something may not be going so great.  It is perfectly fine to explain why a certain decision was made to clear up any confusion, but it is not okay to argue or make excuses during dialogue with your employees.  At the end of the day, your employees need a voice, and if there is a negative perception floating around your company,  it is your job to change the perception from negative to positive.

3.   Wrong Fit. In this scenario, an employee is hired to fill one job and the first day he shows up, he ends up in a completely different role.  In my mind, this is basically a form of lying to an employee.  If an employee is hired to do one job and placed in another, he will forever be miserable.

Solution: Perform a Strengths Finder Profile on each employee and place them in roles where they can thrive.  You can purchase the book Strengths Finder 2.0, and inside the book will be a code to go online and take the assessment.   If you discover at the last minute that the job  OR the job description is going to change, and it is not a good fit for your new employee based on her skill set and strengths, it is critical for you to communicate to her that the job role has changed and give her the option to stay or move on to find a better fit.

Leadership Coaching Question of the Week: Are You Truly Leading or Just Trying to Look Busy?

In the world of leadership coaching (often known as executive coaching), it is quite interesting to watch top decision makers in today’s world.  Many of our “busy leaders”  have a tendency to go on and on  about all that they are doing…running here and there, putting out fires and living in reaction mode.  As an executive coach, when I dig deeper, I often find out that what they are really spinning around about are the tiny details which truly should be reserved for someone on his team.  During a coaching session, when I ask leaders how they spend their day, here are some of the most common “distractions” I hear about.

1.  Checking email 8-10 times per day.  The mother of all leadership sins!

Solution: Check email once in the morning at 9:00 a.m. (your time zone) and again at 4:30 p.m.  If you are concerned about missing someone, simply enter an auto-responder into your email program which says “Thank you for your email.  I usually check email at 9:00 a.m. and 4:30 p.m.  If this is an emergency, you may call me at 555-555-5555 (put your telephone number in the blank).

2.  Writing other people about typos on an email,  website, a document or about subjects that are really not urgent.

Is this really your job, and did someone ask you to proofread their materials?  Probably not.  This job is usually reserved for a proofreader or an assistant in the marketing department.  As someone who types really fast, I do my best to double check my typos and my mistakes, but I don’t invest hours each day on proofreading.  If I want something proofread, I send it to someone at Roundtable Companies.  I don’t comb every blog post, because it squelches my creativity, and I am someone who does send out typos (not on purpose) on occasion by email.  If I make a mistake, I do my best to apologize for the inconvenience and correct my mistake.  As a leader, if part of your job is to notify people about their typos, then go for it.  But, I have found more often than not that this is never the job of a CEO.  This is usually a job handled by the marketing or PR arm of the company.  As a CEO, it is not your job to be the “internet police” and invest the majority of your day telling people that they have a typo on a page on their website or in an email.

3. Watching Hulu.com, You Tube, spending hours on Facebook or getting distracted by an article that leads you to another article and then to another article.

This revolving door can honestly suck hours out of your day…sending jokes to your friends, watching videos online, reading blogs and articles that have nothing to do with your business or getting on video chat with friends.  Set aside 30 minutes in the morning and 30 minutes in the afternoon to peruse two websites which are relevant to your business or target market.  The week-ends can be reserved for looking at funny dog and cat pictures and videos on You Tube or .for video chat with friends and family.

Are Your Constant Meetings Sending Your Company To An Early Death?

4.  Calling meetings on a daily basis that last for 1-3 hours.

I don’t want to say much about this other than this:  Read the book Death by Meeting by Patrick Lencioni.

5. Fixing broken technology.

I am just amazed at how many business owners and CEOs (who know very little about technology) who try to fix old, worn out, broken computers, servers and back up systems.  Hey…here’s a novel thought…maybe it’s time to regroup and replace your technology with state of the art systems.  If your computer is sluggish or if your phone continues to rattle with static, it’s time for an upgrade.  If your technological devices are not working, you may be investing precious hours fixing broken equipment that is only going to break again.  And…by all means, add an IT person to your team or outsource this job to someone who can fix your tech problems in a snap!

As a business owner, your job is to not only work in the business but on the business (famous quote by Michael Gerber).  Working on the business does not include fixing your broken 1990 computer.  For a true business owner or leader, working on the business includes (but is not limited to) the following (these are not in order of importance.  These are in alphabetical order).  It is up to you to decide what is most important and to rank these according to importance for your company:

  • Addressing tough conversations (and not avoiding them)
  • Addressing your own self development (it does not matter how high up you are in your organization or how powerful you think you might be…we all need to grow if we want to stay competitive in today’s world)
  • Being a masterful coach
  • Being a positive role model and ambassador for your company
  • Being the first to bridge the gap across generations in your company
  • Decision making when the decision moves to the top
  • Delegating to others
  • Developing boss/team/employee relationships
  • Developing command and public speaking skills
  • Driving innovation
  • Improving efficiency and time management
  • Inspiring teams and people
  • Listening without interrupting
  • Managing resources wisely
  • Meeting with Centers of Influence
  • Stepping up and standing for the use of state of the art technology and then delegating the use of technology to your Director of Information Technology
  • Strategic planning
  • Strengthening your communication skills so that everyone in your company is “on board” and know exactly what to do
  • Thinking time to clear out the junk and the cobwebs
  • Upholding the values and ethics of the company
  • Visioning
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R Strands for Rebuilding Trust: A Quick Quiz to Test Your Trust Level With Your Team

"team of climbers on the summit"

Does Your Team Trust You? Take the Assessment Below to Find Out.

In today’s business world, leaders are finding that rebuilding trust…once broken can be a daunting task…one tiny thing happens or a wrong word spoken and trust goes flying out the window.  While there are numerous trust building and team building activities available today, I believe it is important to assess your current level of trust with your team before pursuing things such as outdoor trust building activities, retreats or even a conversation addressing any questions about trust.

When it comes to building trust, there are some very important things that employees are looking for in a leader, and they include (but are not limited to):

  1. A sense of safety.
  2. A sense that you are honest and truthful.
  3. A belief that you will make sacrifices, even put yourself and your job at risk for them.
  4. A sense that the team has a shared interest with each other AND with you…that you are all on the same page, moving in the same direction because you do share a common bond/interest.
  5. The ability to have open, honest and candid communication with you without feeling a fear of punitive action.
  6. A faith that you are leading them to a positive outcome (things may be shaky, but they know you are not going to leave them high and dry or throw them under the bus).
  7. A sense of confidence in your ability as a leader
  8. A feeling of authority…knowing that you are “in charge” but that you are not a dictator or a bully.
  9. A belief that know what you are doing…that you are competent at the job you are doing.
  10. A belief that you will honor your promises…and that if the promises don’t pan out, you will apologize and admit your shortcomings.

So, if you are a leader, and you are wondering how trustworthy you are, take this quick assessment.  When you complete the assessment, add up the number of “yes” answers you check and you will be directed to a page to give you an honest breakdown on how your team may feel about  you at this time. The only way to begin to rebuild trust is to become aware of your trust level at this time with your team and begin working on those things which may seem tiny to you but HUGE to your team members.  It may also be helpful to have a team member you trust take the assessment on your behalf to give you an honest read on how the team may feel.

For another great post on strategies for building trust, visit this blog.

Trust Assessment

Please honestly answer "yes" or "no" to the following statements to determine if you are inspiring trust in your team. Before you hit the submit button, calculate the number of "yes" answers you chose. The assessment results with an explanation of your score will appear once you hit the submit button.

Coaching Questions – Management Leadership Training

COACHING QUESTIONS Training Video from New Market Learning: Employee coaching is a large and complex subject. But at its heart lies effective questioning skills. This program by New Market Learning provides  your managers with practical illustrations of how to use questions to help people think through a problem or a task for themselves. If it is a managers intention to coach the other person, the type of questions they use will be different from those questions designed simply to elicit information.  And, when it comes to coaching, questions can be much more powerful than giving advice.

This scenario below is quite common, so for any of you who are interested in a few support videos to add to your training presentations, these look like they could stimulate some great conversation with your clients. Visit

Video Rating: 5 / 5