Trust - It is Critical to Leadership?

2015-07-24T16:44:44-04:00

RP Members, Connections, and Friends here is a Post from July 2015 that got lost in never land here on RallyPoint, but it's still a great question - hope you enjoy the articel below, those who've not seen it.

Trust - It is Critical to Leadership? We all know the answer is YES, but let’s look a little deeper than just the YES. This article does that! Look beyond the obvious answer of YES! Answer the question, “why don’t we trust more?” Take Inventory of your Trustworthy behaviors! SEE ENTIRE ARTICLE BELOW!

By Marielena Sabatier
Managing Director, Inspiring Potential

The issue of trust is high on the leadership agenda for many organisations, especially following the financial crisis and recent scandals that have affected sectors such as banking, retail and energy in the UK. Companies in these sectors are all looking to regain trust amongst their customers and in many cases repair their damaged reputations. Trust is also important within companies and building trust can be the key to effective team working.

According to a report published last year from the CIPD, ‘Employee Outlook: Focus on trust in leader’,[1] which questioned 3000 employees at all levels and across different sectors, a lack of trust is a major issue in business. A third of employees said that trust in senior managers was weak and that a ‘them and us’ culture exists in their company. People also reported that trust is the third most important attribute they look for in senior managers (after competency and communication) and more than a third of employees also rated attributes such as openness and straight talking and honesty as being important.

I have noticed an increase in demand for my coaching services over the past few years from companies looking to rebuild teams and trust so it seems many senior managers are not doing a great job of fostering trust. Several academic books in recent years have also focused on the importance of creating and restoring trust, including, Stephen M.R Covey’s book ‘The Speed of Trust’[2]. His book discusses 13 behaviours that establish trust and looks at how an environment built on trust can be created and the exceptional results that can follow if this is achieved.

Why is trust so important in business?

It sounds obvious - managers need to trust their workers; workers need to trust their managers and employees need to be able to trust each other, but this cycle of trust is hard to achieve. When people trust their leader they are willing to follow and go the extra mile for them. As a result, productivity not only increases, but the quality of work improves because people care more. In terms of a monetary value, greater trust can result in less absenteeism, reduced employee turnover, and more productivity because people are engaged and motivated.

When there is trust managers stop micro managing and constantly double-checking work because they don’t trust someone to do a good job. This can reduce emotional stress in the workplace and promote a culture of open and honest communication. Fostering good trust is also about being vulnerable. Colleagues who trust each other are comfortable being open or exposed to one another about their failures, weakness and fears. They believe their colleagues have the integrity, competence and willingness to do their best and deliver results. Vulnerability is too often perceived as a weakness, but it is actually a sign of strength and showing your human side is what can make someone a great manager and leader.

Why don’t we trust more?

People are offended when their manager or colleagues don’t trust them, but too seldom stop to wonder why this might be the case. Have they behaved impeccably? Have they been open and honest and faced difficult situations and conversations with courage?

The key to building trust is behaving consistently with integrity. Often when people feel vulnerable or exposed they avoid difficult situations, creating ambiguity and doubt. They don’t trust how others will react to them and believe they will become overly emotional if they confront them. But in avoiding such situations, people are making a bad situation worse so communication and honesty is an important trust building ingredient.

Although we all probably understand the value of trust in the workplace, many managers don’t know how to encourage it or live it.

The first step for any manager looking at trust issues is self-analysis. They need to think about the people they trust and what it is about their behaviours that make them appear trustworthy.

Typically it will be that they display competency - the ability, experience and skills to perform in a way that meets expectations and character-wise they behave for the better good, rather than for their own wellbeing; they behave consistently and with integrity - they walk the talk, they display transparency and make the difficult choices with courage. They ultimately show a willingness and commitment to deliver the desired results.

Here are seven tips for managers to build or rebuild trust:

· Take an inventory of your trustworthy behaviours. We would hate to think that people don’t trust us, but have you ever blamed a colleague for your failure to deliver? How much do you trust? Trust is two-way and it is very fragile. It could be explained by the ‘Fundamental Attribution Error’, an idea proposed by US social psychologist Lee Ross in 1977.

It states that when it comes to other people, we attribute negative behaviour in others to their character and our own negative behaviour to context. This means that when we behave badly it is because of the situation we are in. If others behave badly it is because they are pre-disposed to behave badly. We attribute their success to their environment - they were ‘just lucky’ - whereas if we are successful it is because we are inherently good and talented.

· Act with integrity. Everyone has a different definition of integrity, but in general it means doing the right thing even when nobody else is looking. It means doing what you say you will do and leading by example and having the greater good in mind rather than your own wellbeing.

· Admit mistakes. Often people are afraid of admitting mistakes because they don’t trust others to treat them fairly. However, people need to take responsibility for their failures and not blame others or circumstances. Taking responsibility ensures your people can do something about a situation and learn from mistakes.

· Straight talk. Don’t avoid difficult conversations or feedback; people have the right to know what you think otherwise they’ll never grow or learn from their mistakes. However, whilst people may value some straight talking, difficult conversations must be balanced with empathy. When people are straight talking but lacking in empathy they could be considered opinionated, close-minded or even bullies. . Empathy is the key ingredient to get people to listen and to know you have their best interests at heart.

· Be approachable. Not only listen, but ask for your team’s opinions and suggestions, and act on them or, if you choose not to, explain why you have chosen a different course of action. Often people ask for opinions, but do not listen or do anything about them. Once you have requested information, it is critical to do something with it, either take action or reject appropriately.

· Right wrongs and go the extra mile. People often apologise, and do nothing more. Apologies like these mean nothing. If someone has been wronged it is critical to take action to make it right.

· Hold people accountable. It is important to hold people accountable for their results. When a leader lacks the courage to confront an employee who is not performing well, if affects the trust of others in the leader. People need to understand the benefits and consequences of their actions or lack of them.

Remember that trust is a privilege and not a right – it is hard to win and easy to destroy, but it is a key ingredients in any successful business.

Response by LTC Stephen F. made Jul 24 at 2015 4:53 PM

2015-07-24T16:53:33-04:00

Yes trust up and down the chain is critical to leadership COL Mikel J. Burroughs

Response by CMSgt Mark Schubert made Jul 24 at 2015 4:53 PM

2015-07-24T16:53:45-04:00

I've always said this is one of my weaknesses - I trust to easily. I have ALWAYS given the benefit of the doubt - to a fault - but I still believe that this is the best practice for me - and it worked for me.

Response by CPT Private RallyPoint Member made Jul 24 at 2015 4:55 PM

2015-07-24T16:55:35-04:00

This is a great piece. Integrity is essential to maintaining trust. It takes individuals with integrity to build a work place with integrity and a workplace built in such a manner provides the foundation for a positive work environment, where policies are built on ethics and this becomes the established/expected way of doing business. It's about having confidence in those above and below yourself.

Response by Maj Chris Nelson made Jul 24 at 2015 5:04 PM

2015-07-24T17:04:55-04:00

Trust is very important, in both military and civilian sectors. The civilian side may have some different challenges in gaining said trust then the military. Military is ALMOST inherited based on rank...of course, the person wearing the rank must do their part to gain the trust/keep the trust also... Military also has a greater chance of spending time living together (think deployments and even barracks/dorms). Civilian sector does not have the same bonding opportunities. Much more about going own way at the end of the work day. Applying the good, fixing the bad, and getting rid of the Ugly on civilian side must be done with some caution....many civilians do not appreciate abrupt change based on 'your orders'. There is room to do all this and more on both the military and civilian side.

Response by Capt Private RallyPoint Member made Jul 24 at 2015 5:13 PM

2015-07-24T17:13:51-04:00

Can't see success without it.

Of course there are some where it sort of works in reverse. If you go with the opposite of what they say, you can trust you are going the right way.

Response by Sgt Kelli Mays made Jul 24 at 2015 5:40 PM

2015-07-24T17:40:31-04:00

Absolutely!

Response by SFC Private RallyPoint Member made Jul 24 at 2015 6:26 PM

2015-07-24T18:26:53-04:00

You know Sir, I am currently getting my degree in BSM - PM. The more that I get into the actual Project Management parts of the program, the more that I realize that when you look at the job description of a Project Manager, and then you compare this with what a Platoon Sergeant does for example you see that it is the same thing. Naturally, I then have great difficulty translating my knowledge to the civilian side and the actual business side so it is a struggle for real. Anyway you are absolutely correct that these two correlate directly. Something to remember is that the military is the biggest business in the world. At one point, we were one of the largest employers, of course we are not that way now and in the future we will not be. Management is a game of trust though. Looking at Upper Management correlating with Field Grades and Sergeant Majors and First Sergeants would be your Managers, your Actual Project Managers would be those Platoon Sergeants. SSGs would be your Project Team leaders and then the SGTs would be the actual team leaders with all those below that would fit into the various teams.
OK, so with my breaking this to this point, getting back to your point - TRUST. In the military naturally if the CSM does not trust his 1SGs, then he/she is going to tend to micro manage. The same thing happens when the 1SG doesn't trust his PSG so on and so forth. Going back up the line, if the PSG does not trust his 1SG, then he/she tends to show that in the way that they interact, and it goes on the up the chain. When you translate this to the battlefield, it is devastating. It WILL cost lives. The money in lost equipment, etc does not REALLY matter in the long run because it is going to be overshadowed with the loss of life. When the un-trusted 1SG, gives an order to the PSG, they may not carry it out to the letter because they do not think that it is in the best interest of the troops. If the PSG is not trusted, then naturally as mentioned often times the 1SG will take over, causing a distrust in the troops. The ensuing chaos is such a mess that no one really knows that to do.
Taking this to the business world. If a person learns to work "independently" because they do not trust those that are above them then when they take that trait out to the civilian world, people that do not simply counsel them for their actions do not deal well with that. They are not going to take the fact that these people may have issues with trusting leadership into account, they are simply going to find someone that DOES trust them, and they are not going to have to deal with all of the time. In the military we are forced to deal with difficult people, we cannot just fire someone because we do not get along with them. In the civilian world, it is simply a matter of finding a new person.
TRUST - as a leader you have to foster trust. People will NOT follow you just because of your pretty little railroad tracks, leafs, bird, or stars on your shoulder. They may do what you SAY, but this is NOT following you. If you are an NCO, this applies, does not matter if you have a star and wreath, diamond or how many chevrons with rockers you have. People WILL do what you say, but having someone FOLLOW you is DIFFERENT. Everyone has heard the saying, I would follow that man/woman to hell and back. They are doing this because they TRUST that person, not because of their jewelry. Our goal as leaders MUST be, to BE that person that those under us say, "I WOULD FOLLOW HIM/HER TO HELL AND BACK. This is trust and THAT is why it is important.

I took the long way around to answer your question didn't I?

Response by SFC Joe S. Davis Jr., MSM, DSL made Jul 24 at 2015 7:27 PM

2015-07-24T19:27:39-04:00

It reminds me of the Army Values that is a part of my post military life.

http://www.army.mil/values/

Response by COL Charles Williams made Jul 24 at 2015 8:29 PM

2015-07-24T20:29:45-04:00

Trust is key COL Mikel J. Burroughs to being a good leader. It is also a two way street. Once you lose it... it is near impossible to recover from. It is in our military oaths, it is part of our values. It can also be a double edge sword. Because, if you live by the values, and to do the right thing, even when no one is looking (harder right over the easier wrong), you can sometimes fail to see those who are not doing what is right. Knowing there are bad actors, I still believe most people are good and want to do the right thing. I have always endeavored to give everyone that benefit, but more than once, that has caused me to not see badness... until it was an issue. Nevertheless, I never changed my beliefs, that all people are inherently good an trustworthy. I am at times too trusting. Thanks for sharing.

Response by PO1 John Miller made Jul 25 at 2015 5:25 AM

2015-07-25T05:25:10-04:00

While I don't really have anything to contribute to the discussion I definitely have to agree. Everything I learned about leadership in the Navy I've seen afterwards in the civilian world!

Response by MSgt Curtis Ellis made Jul 25 at 2015 3:40 PM

2015-07-25T15:40:40-04:00

I would have to say yes... There were a couple of times that I questioned someones leadership and the usual culprits were a lack of trust in their ability, integrity, personality or a mixture of them which negatively affected their leadership. I'm sure there are other areas that would affect this, but in my experience, the word "trust", or should I say a lack of, is usually before said area...

Response by MSgt Curtis Ellis made Jul 25 at 2015 3:41 PM

2015-07-25T15:41:47-04:00

Response by MSgt Curtis Ellis made Jul 25 at 2015 3:42 PM

2015-07-25T15:42:04-04:00

Response by MAJ Ken Landgren made Feb 23 at 2016 5:20 PM

2016-02-23T17:20:50-05:00

Trust is the peg that everything good hangs on. Subordinates need to know if the old man is tactically sound and will make the right decisions.

Response by SSG Leonard J W. made Feb 24 at 2016 1:03 AM

2016-02-24T01:03:06-05:00

COL Mikel J. Burroughs, I think this is the best topic yet! Trust is essential in all that we do. In the words of Army doctrine, it is the "bedrock" of relationships. I have a saying that I have often used as a project manager: "The most complicated part of any operation is the human aspect." This is largely based upon the ability of others to trust one another to accomplish their share of the work. The other part, of course, is interpersonal difference.

My answer to the question of "Why don't we trust more?" is a combination of "fear of the unknown" and "reliance upon past experiences". It is very difficult to trust a person that you don't know very well, and it is potentially even more difficult to ignore painful memories of being stabbed in the back by people who initially seemed trustworthy.

I think Ms. Sabatier is exactly right when stating that the "Good, Bad, or Ugly" is as much a part of the civilian sector as it is in the military. I would daringly say that it's worse, because Veterans share values, and the military does not give "Two-week notice." Military supervisors often are not authorized to say "You're fired." The military's "system" drives trust and dependence upon others to do their part. Command structure and evaluations are great examples. No interdependent system can function without trust.

Response by CW4 Craig Urban made Apr 17 at 2019 8:26 PM

2019-04-17T20:26:06-04:00

Even in my experience the higher they go their trust gets too political
I have briefed up to the 3 star level told the Truth but they did not want to hear it

Response by SGT David A. 'Cowboy' Groth made Apr 18 at 2019 12:39 PM

2019-04-18T12:39:04-04:00

Most definitely it is crucial to being a leader, if your men can't trust you, why should they follow you.

Response by Lt Col Charlie Brown made Apr 18 at 2019 1:55 PM

2019-04-18T13:55:10-04:00

More people stay in jobs due to good leadership (over benefits, salary) and people leave well paying jobs when they don't trust the leadership

Response by CPT Scott Sharon made Apr 18 at 2019 2:18 PM

2019-04-18T14:18:13-04:00

Thanks for the report COL Burroughs. I've heard that before and it makes sense to me that trust would be so important to leadership for business and the military. It's very important to get the most out of your people and they won't give you their all without trust.

Response by SPC Margaret Higgins made Apr 18 at 2019 2:42 PM

2019-04-18T14:42:34-04:00

I am a leader; and I figure if my group members, people with whom I come in contact, people on the telephone, etc.: don't trust me- then I better stop leading. And, people do indeed trust me: as a leader/a Soldier/a coach/a stranger. I am very blessed and fortunate; that way. I take on a lot of responsibility as a leader; and I need to learn to delegate. Enough said. COL Mikel J. Burroughs

Response by SSgt Boyd Herrst made Apr 18 at 2019 2:56 PM

2019-04-18T14:56:51-04:00

Some have or have had at one time in their mind to trust e’one and no one...

Response by PVT Mark Zehner made Apr 18 at 2019 3:00 PM

2019-04-18T15:00:49-04:00

Great article! I'd have to agree!

Response by SSG Jeffrey Leake made Apr 18 at 2019 3:34 PM

2019-04-18T15:34:50-04:00

Great article share COL Mikel J. Burroughs. For me, trust is like respect. It has to be earned, not just given.

Response by SSG Private RallyPoint Member made Apr 18 at 2019 3:45 PM

2019-04-18T15:45:27-04:00

Sure is but far too often, when something trickles down to the soldiers who have to actually accomplish the task, it has become so convaluted that the junior NCOs and joes are scratching their heads and wondering WTF is going in higher's collective heads

Response by SSG Donald H "Don" Bates made Apr 18 at 2019 3:50 PM

2019-04-18T15:50:48-04:00

Can only relate to my personal opinion, in service and in civilian life, TRUST is critical to me. Great article, glad it was found.

Response by SPC Robert Gilhuly made Apr 18 at 2019 4:04 PM

2019-04-18T16:04:26-04:00

Great read, I am quite fortunate I have a great chain of command in my job, I don’t have a Micromanager for a boss, I do my job to the best of my ability and he expects the same. I hope while I am shopping for a new employer in Oklahoma, I will be blessed with the same style of leadership

Response by Sgt John H. made Apr 18 at 2019 4:26 PM

2019-04-18T16:26:50-04:00

Excellent article. Trust is something earned and is an absolute in leadership. Thank you for sharing

Response by SGM Major Stroupe made Apr 18 at 2019 4:37 PM

2019-04-18T16:37:54-04:00

Trust is a critical ingredient of a successful organization. Integrity builds trust and trust is the glue that holds that bond together. It is difficult to have trust without integrity. And it also holds that without trust there is little to hold the organization together. As servicemenbers from the beginning we were taught about team building and the importance of trusting your chain of command. If your reflect back on almost any incident you encountered the trust and integrity of the leadership chain were crucial in the success or failure. So you must ask yourself if you trust your boss or leadership. If there is even a question about that trust it must be dealt with to maintain a successful organization. Good leadership has good integrity and breeds trust. So to answer the question, yes, trust is critical to leadership.

Response by SGT Juan Robledo made Apr 18 at 2019 6:03 PM

2019-04-18T18:03:53-04:00

Trust works both ways, simple as that, but once the trust is broken it's difficult to get it back, and that happens in family, friends, military, civilian life, so to get trust you must be able to give trust, that's my opinion

Response by Sgt Vance Bonds made Apr 18 at 2019 6:42 PM

2019-04-18T18:42:54-04:00

I based my leadership style on this. I believe in trusting our Soldiers, Sailors Marines and Airman

Response by MSG Danny Mathers made Apr 18 at 2019 6:57 PM

2019-04-18T18:57:17-04:00

Trust has to be earned. Simply put.

Response by LTJG Richard Bruce made Apr 18 at 2019 9:12 PM

2019-04-18T21:12:34-04:00

Disagree with the wide definition of trust. I trusted my seniors and juniors in doing what was in their (75%) and the unit's (25%) best interest. I never trusted them in doing what was in my best interest. I wasn't disappointed in both military and corporate worlds. In a perfect world, a person's best interest and the unit's best interest should match. But, I live in the real world.

Response by CSM Charles Hayden made Apr 19 at 2019 12:43 AM

2019-04-19T00:43:17-04:00

COL Mikel J. Burroughs Colonel, that is such a basic query that I was confused!

TRUST is the major quality of leadership that causes others to follow! PERIOD!

Response by MSgt Stephen Council made Apr 19 at 2019 2:30 AM

2019-04-19T02:30:02-04:00

COL Mikel J. Burroughs I always mentored my people that your subordinates should follow you out a trust that you will lead them to success, not because they think it will be a funny show to watch! I also told them that they should always know where the line is between right and wrong and NEVER find themselves on the wrong side of that line. As demonstrated by the many times they would come to me to advise and assist with professional and personal problems, I believe they viewed me as a competent leader who could be trusted to provide guidance and advice. Many of them still seek me out to this day (been retired for 13 years) for advice, recommendation letters and just to stay in touch.

Response by GySgt Thomas Vick made Apr 19 at 2019 12:03 PM

2019-04-19T12:03:16-04:00

With out trust you cannot be a leader, your words only fall on deaf ears, as I've said before my greatest fear is not being worthy of the respect from those I work with, and for. Without that trust I am nothing.

Response by SSgt Richard Kensinger made Apr 19 at 2019 12:46 PM

2019-04-19T12:46:10-04:00

Absolutely that trust and integrity is extremely integral, especially in a combat zone. I can only reflect on the Vietnam Conflict. I served as an AF ER medic from 1969 to 1973. The VC stands out as the most despised and disgusted conflict back home. Very few of us felt an immediate threat from Communism. Many served anyway. We were never, ever supported back home. Witness the countless demonstrations. And as accused back home, we did kill lots of women, children and the aged. In fact more civilians died than enemy combatants of both sides. So, a sad statement about human morality!

And read H.R. Mcmasters account how we were betrayed by 5 consecutive C-in-C. Over 58,000 soldiers died, and at one point, we had 650,000+ deployed there.

Trust and integrity are extremely valuable in the primary psychosocial unit: the combat squad!
I've dedicated my entire professional life to healing, not killing. As I've said in a previous comment, "combat is more gory than glory"!
Rich

Response by Sgt Dan Catlin made Apr 19 at 2019 1:48 PM

2019-04-19T13:48:53-04:00

Good article. Besides the military, I've been in leadership/lower management positions in civilian life as well. To me, trust starts with the job. Everyone above and below you in the chain must know and understand that the job or the mission comes first with me if they are going to trust me. Taking care of personnel is subsumed under getting the job done. In that respect I must be fair and even handed, which I can be when the job and not personalities drives my decisions on things like time off, or slack time vs. all hands maximum effort.

Another thing is I was never afraid to discipline or fire the slacker or problem person, nor was I afraid to promote the unpopular choice. It was my responsibility to build a team where everyone worked, to train them and make sure they had what they needed to get the job done, to clearly articulate what that job was, then to get out of their way and let them do it! There are times to lead from the front, and no manager should shirk that responsibility. But usually the managers job is that of a facilitator. God people will work best when you allow them to take ownership of their job. I'm there if they need additional instruction, tools, or supplies, or if there are unforeseen problems. And yes to periodically check that things are going to plan. Other than that, I have other duties to keep me out of their way so the job can get done.

Those are the things I look for in management above me, and certainly how I strive to be with those under me. And I think it is in line with what the author is saying.

Response by SFC George Smith made Apr 22 at 2019 12:42 AM

2019-04-22T00:42:56-04:00

Good One... Thanks for the share

Response by SFC Private RallyPoint Member made Apr 23 at 2019 1:33 AM

2019-04-23T01:33:23-04:00

Without a doubt. Those who trust you will go to hell and back for you and never question why.

Response by SFC Kenneth G. made Apr 26 at 2019 6:58 AM

2019-04-26T06:58:23-04:00

After retirement from the Army and going into the civilian sector for work, I saw a difference in the leadership styles and trust gaining of the leaders. I always learned that there is a difference between a LEADER and a BOSS. A LEADER is one who possesses the ability to develop and nurture the development of his/her subordinates through his/her experiences in the job and life. He/She is caring, positive, and a mentor to the subordinate on a daily basis. The main goal for the military was mission first, people always. The leader in the military gained a lot of knowledge from the leadership schooling we received as well as the NCO's and Officers that mentored us. The leadership I have seen a great deal in the civilian sector is more of a BOSS than a LEADER. The ultimate goal of the leader in the civilian sector is more about the money and what have you done for me today attitude. The care and compassion is there but is in the back corner to the job or a lot of times lacking. If you go into a business in the civilian sector, you can always tell the LEADERS that have been leaders in the military because they display the care and compassion for their workers as they did when they were in the military. It is my thought that all leaders should attend a military leadership school and they would have a better understanding of the leadership role in any business.

Response by MAJ Montgomery Granger made Apr 26 at 2019 1:21 PM

2019-04-26T13:21:30-04:00

Trust, like respect, is earned. But trust can be LEARNED. Leadership and other training can help develop trust among colleagues, leaders and subordinates. Learning styles, briefings, debriefings, journal writing and teamwork all help develop trust. There are programs out there utilized in the civilian world which, if adopted by the military, would increase trust among peers and subordinates. Using cooperative sports and games, teammates learn to focus on the GOAL (mission) rather than on personalities and preferences. Project Adventure has been around for many years and, among other things teaches trust. For military purposes all one would need to do with some of the activities is adapt them to situations unique to the military. Even just inserting a time element into some of the activities would be suitable. Making cooperation necessary for achievement helps groups develop trust and develop teamwork, always important in the military environment. Hooah!

Response by SFC Ralph E Kelley made Oct 16 at 2019 8:11 AM

2019-10-16T08:11:00-04:00

Great share.