Trust - The Most Vital Component in Leadership

Written by Guy Harris

Continued from page 1

Trust isrepparttar foundation for every successful leader’s accomplishments. When people don’t trustrepparttar 119410 leader, they won’t follow very far.

How do you,repparttar 119411 leader, addressrepparttar 119412 issue of trust?

Entire books have been written about trust, but, forrepparttar 119413 purpose of this newsletter, I’ll stick with two quick tips.

The first comes fromrepparttar 119414 book, The Leadership Challenge. In their survey of leadership behaviors, James Kouzes and Barry Posner askedrepparttar 119415 question, “What do you look for in a credible (i.e. – trustworthy) person?” The number one response – “They do what they say they are going to do.” So, trust building tip number one – do what you say you’re going to do.

The second idea comes fromrepparttar 119416 world of social psychology. Social science researchers have identified a key behavioral principle that affectsrepparttar 119417 development of trust. This principle is known asrepparttar 119418 Principle of Reciprocity. The Principle of Reciprocity states that we tend to feel obligated to repay in kind what someone else has given to us. In a nutshell, it says that if you want trust, you must first give trust. Trust building tip number two – show people you trust them if you want them to trust you.

Trust issues almost always come back torepparttar 119419 leader. It’s possible that you can have isolated trust issues with just a few people. In this case, it may be just their personal problem. If you find yourself or if you hear someone else askingrepparttar 119420 questions atrepparttar 119421 top of this page - look out. You may have a systemic trust problem. If that’srepparttar 119422 case, your team is either in trouble or it’s about to be in trouble. Carefully evaluate what might have happened or might be happening to damage trust and immediately start applyingrepparttar 119423 two tips above to beginrepparttar 119424 repair.

You may use this article for electronic distribution if you will include all contact information with live links back torepparttar 119425 author. Notification of use is not required, but I would appreciate it. Please contactrepparttar 119426 author prior to use in printed media.

Copyright 2005, Guy Harris

Guy Harris helps entrepreneurs, business managers, and other organizational leaders improve team performance by applying the principles of human behavior.

Guy co-authored "The Behavior Bucks System(tm)" ( to help parents apply behavioral principles in the home. Register for Guy's monthly “Positive Principles” newsletter at

The Four Laws Of Leadership (Part Two)

Written by Brent Filson

Continued from page 1

Law 3. Emotion drives motivation. The words "emotion" and "motivation" come fromrepparttar same Latin root meaning to move. When you want to move people to take action, you must engage their emotions. I'm not talking about getting people emotional. I'm talking about having people make strong emotional commitments to what you're challenging them to achieve.

The best way to make that emotional connection is with Leadership Talks.

My experience working with thousands of leaders world wide forrepparttar 119409 past two decades teaches me that most leaders are screwing up their careers. On a daily basis, these leaders are gettingrepparttar 119410 wrong results orrepparttar 119411 right results inrepparttar 119412 wrong ways.

Interestingly, they themselves are choosing to fail. They're actively sabotaging their own careers.

Leaders commit this sabotage for a simple reason: They makerepparttar 119413 fatal mistake of choosing to communicate with presentations and speeches -- not leadership talks.

In terms of boosting one's career,repparttar 119414 difference betweenrepparttar 119415 two methods of leadership communication isrepparttar 119416 difference between lightning andrepparttar 119417 lightning bug.

Speeches/presentations primarily communicate information. Leadership talks, onrepparttar 119418 other hand, not only communicate information, they do more: They establish a deep, human emotional connection withrepparttar 119419 audience. For more onrepparttar 119420 Leadership Talk, click on my website inrepparttar 119421 resource box.

Law 4. Face-to-face speech is generallyrepparttar 119422 best way to motivate people (i.e., have those people choose to be motivated.) A middle-manager told me, "Where is our new CEO? We call him‘Elvis'. We seldom see him in person. There're only purported sightings of him. Maybe I'll see a blurry photo of him in one of those supermarket check-out tabloids."

In another company, a secretary said, "Our division chief stays in his office most ofrepparttar 119423 time. But onrepparttar 119424 rare occasions that he's out and about,repparttar 119425 only evidence of his existence isrepparttar 119426 odor of his pipe smoke."

Isolation may be good for monks but it's an affliction with leaders. When you want to motivate people, relationship isrepparttar 119427 name ofrepparttar 119428 game; and you can't have a relationship, at least a productive one, as an absentee leader.

Get out and about. This is more than MBWA, (Management By Walking Around). The key is what you do when walking around. Don't be about simply sharing information but also creatingrepparttar 119429 environment for motivation. People hunger to be motivated. Even more: people are ALWAYS motivated. And if they won't be motivated for your cause, they will be motivated for their cause – a cause that may be at cross purposes with yours.

Make no mistake: Motivation isn't about bands playing, people cheering, hugging, and singing kombaya. Those are onlyrepparttar 119430 surface features of motivation. True motivation happens inrepparttar 119431 profound quiet of human relationships.

So, in your interactions, strengthen those relationships by keepingrepparttar 119432 laws of motivation in mind. When interacting with people, challenge them to take physical action, understand that motivation is their free choice, their HEARTFELT free choice, give Leadership Talks to develop deep, human, emotional relationships; and take opportunities to speak with them face-to-face.

2005 © The Filson Leadership Group, Inc. All rights reserved.

The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: "49 Ways To Turn Action Into Results," at

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