Fourth Quarter 2011- Issue 6
Note from Coach Mario- At the End of the Day- “Trust- Creating and Sustaining A Favorable Leadership Culture”
Trust permeates every fabric of our being and significantly impacts the culture we operate or live in. When trust exists over a sustained period of time, a culture is enriched with self-efficacy, open and honest dialogue and relationships that lead to amazing levels of performance. When trust does not exist, a much more guarded mindset and actions are front and center. Just think about some of your favorite products that you have come to trust and the time saved knowing that you do not have to read the fine print on their label. Now think of the people in your organization that you trust and enjoy working with and whom you do not have to read the fine print or read between the lines of their character or competence. The trust is high and the productivity is at sustained high levels. Now think back on the products where they may look like your favorite products but something is not the same about them. Maybe it is the different label or maybe a word used in the product identification that causes you to have to read the fine print. You might ask more questions or spend more time looking or inspecting because you are somewhat guarded about their contents. Over time you may develop that trust, but it requires more in time, energy and/or in resources. So it is with people that you may not have a trusting relationship with.
In his book, “The Speed of Trust,” Stephen M. R. Covey discusses the principle of credibility or believability that allows us to establish and sustain trust at all levels. At the epicenter of credibility is our character and competence along with four cores, Integrity, Intent, Capabilities and Results. When evaluating your trust in others or your own trustworthiness, picture a “trust matrix” where you would or would not put a check mark under each credibility core. Are the people (i.e. boss, direct reports and peers) in your “trust matrix” of good character, good intentions, with impeccable expertise, knowledge and skill and a good track record? How about your own trustworthiness? Is it based on your good character, good intentions, excellent knowledge and skill and a record of producing sustained results?
As a leader, your responsibility includes creating and sustaining a favorable leadership culture. A culture that houses trust as a cornerstone has the best chance of sustaining a favorable leadership climate when substantiated by the four cores of credibility, Integrity, Intent, Capabilities and Results. A culture without trust is like exploring a dark cave without the proper lighting. The footing can be treacherous and costly.
— Mario Flores
Mario Flores. All Rights Reserved. No part of these materials may be reproduced in any form without written permission.
