Why Trust Is A Critical Management Skill
Trust in the workplace is a very patchy thing to observe. In some areas there are high levels of trust where cooperation and collaboration flourish. In some areas, sadly, this is not the case.
Where trust can be seen the teams in those arras flourish, people shine, there are lots on new ideas and approaches being trialled but above all exceptional work outputs are the norm. Very importantly this can come from the style of both formal and informal leaders in those environments.
So how do ordinary leaders use trust to be excellent leaders?
Effective leaders using trust give out trust, they use excellent communication methods and they are there when things get difficult or problematic and can be relied upon no matter what happens.
- They are highly proficient at their tasks. Competence builds performance trust and if you are competent at the job this will very quickly promote high levels of trust in the groups of staff that you are managing.
- They are passionate about their work. Such people have a real inner desire and drive to succeed which makes the difference between an excellent leader and an also-ran leader.
- They operate with self-awareness. Leaders that inspire trust do so by paying attention to what and how they communicate while showing a strong sense of integrity in what they are doing. They never commit to something that they cannot deliver or control.
- They are people-focused and operate with kindness, compassion but still with a view to getting things done. This also includes setting challenging targets but, in a way, that such objectives help in the development of their people.
- Communication is central to their approach. This includes active listening as well as just talking and giving out instructions. This helps to deliver a culture of being open and receptive to ideas and new ways of doing things.
- They have perspective. They can rise above the initial situation and see the bigger picture and fully understand the implications of their decisions and their wider context.
- They give details of the bigger picture so that staff can see that their work has a context and that it is part of a larger and more diverse vision that the organisation is working towards. They set direction but leave their teams to work out the details of how to get there!
- They simplify things and reduce bureaucracy so that it is easier for their staff to get done what needs to be done.
- They say thank you. They appreciate, value, and acknowledge the efforts and contributions of those they work with.
Trust is always hard-earned but easily lost! Look at the points above and see which of them you are already competent at and which ones you need to develop!
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