Trust - The Most Vital Component in Leadership

Written by Guy Harris


"Trust isrepparttar emotional glue that binds followers and leaders together." - Warren Bennis and Bert Nanus "If you don’t believe inrepparttar 119410 messenger, you won’t believerepparttar 119411 message."

- James Kouzes and Barry Posner


I see it allrepparttar 119412 time - leaders who blame followers for breakdowns inrepparttar 119413 organization. I often hear complaints like these: - “If those people would just do what I tell them.”

- “You just can’t find good workers today.”

- “Why won’t these people get onboard with what needs to be done?”

- “Why do they complain allrepparttar 119414 time?”

Each of these leadership laments focuses on what’s wrong withrepparttar 119415 follower. Each concern excludes leadership responsibility as a source of or contributor torepparttar 119416 breakdown.

I see employees who won’t do what needs to be done, or, at best, perform at a bare minimum level. I see team members who drag their feet on new procedures or work practices. I see workers who do just enough to get by.

I see these behaviors and I ask myself - what’srepparttar 119417 problem?

When I getrepparttar 119418 opportunity to discussrepparttar 119419 issue, I usually hear at least some component of violated trust. I hear people say that they want to perform at a higher level, but they don’t trust that they will be recognized or rewarded. I hear people concerned that they’ll be penalized if they speakrepparttar 119420 truth and identifyrepparttar 119421 real problems inrepparttar 119422 organization. I hear people who have been beaten-up by current or previous leadership. All signs of violated trust.

Creating an environment of trust is a tricky issue. People carry past hurts with them. Some people expect more from their leaders than they are willing to give themselves. Leaders do things that unintentionally confuse or scare people. Some people just don’t want to trust organizational leaders. But, regardless ofrepparttar 119423 past or current situation,repparttar 119424 responsibility to build trust lies first, and foremost, withrepparttar 119425 leader. It’s not always fair, and it’s not always easy. But it is alwaysrepparttar 119426 leader’s responsibility.

The Four Laws Of Leadership (Part Two)

Written by Brent Filson

PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided torepparttar author, and it appears withrepparttar 119409 included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to:

Word count: 1077

Summary: The best leadership is motivational. Butrepparttar 119410 author contends that most leaders misunderstand motivation. Here are four laws of motivation that will help you be a better motivational leader. In this second of two parts,repparttar 119411 author expands onrepparttar 119412 laws he described in Part One.

The Four Laws Of Leadership. (Part Two) by Brent Filson

In Part One, I describedrepparttar 119413 laws of motivation. In Part Two, I'll examinerepparttar 119414 laws in more detail.

Law 1. Motivation is physical action. Motivation isn't about what people think or feel but about what they physically do. In leadership, you should understandrepparttar 119415 difference between inspiration and motivation.

The word "inspiration" comes fromrepparttar 119416 ancient Greeks andrepparttar 119417 oracle of Delphi. The oracle would sit in front of a fissure inrepparttar 119418 earth and breath in (inspire) earth vapors and in a half-drugged state, make her pronouncements. For instance, when she toldrepparttar 119419 Greeks only a "wall of wood" would save them from being annihilated byrepparttar 119420 Persians, it wasrepparttar 119421 Greeks themselves who had to take action and build up a great navy that ultimately defeatedrepparttar 119422 Persians atrepparttar 119423 Battle of Salamis.

Motivation, onrepparttar 119424 other hand, comes from a complex of words beginning with "mo." Motion, motor, momentum, etc. all denote physical action.

Getting people to not simply be inspired but motivated to take physical action may seem like a simple, even simplistic, approach to leadership. However, once you begin to see your leadership interactions in terms of physical action, you'll see your leadership, andrepparttar 119425 way you get results, in fresh ways.

For instance, in my seminars, participants develop Action Plans designed to achieve measurable and continual results back onrepparttar 119426 job. I have them challengerepparttar 119427 cause leaders they enlist to take physical action by asking them, "What three or four leadership actions, PHYSICAL ACTIONS, will you take to achieverepparttar 119428 results we need?" The difference between people simply saying they will execute their part ofrepparttar 119429 Plan and their committing to specific physical actions leads to a significant difference in results.

Remember, people who simply take some action are useless torepparttar 119430 organization. The useful ones are those who take action for results. Forrepparttar 119431 end of all action in an organization is results. Therefore,repparttar 119432 best action is freely chosen action directed toward specific results.

Law 2. Motivation is their choice. When you face a particularly tough challenge, avoid meeting that challenge by ordering people; instead, have people makerepparttar 119433 choices to meetrepparttar 119434 challenges.

An effective way to have them makerepparttar 119435 right choices is to ask them questions.

Here is a tip that you can start using immediately to become a more effective leader. Put question marks, not periods, atrepparttar 119436 end of your sentences. That's one ofrepparttar 119437 best ways of developing an environment in which people are makingrepparttar 119438 choices for results.

Some ofrepparttar 119439 most powerful questions a leader can ask are: "What is our challenge here? Why is it worth tackling? How do we feel about it? Do we haverepparttar 119440 facts we need? Are we askingrepparttar 119441 right questions? What results are we really seeking? What'srepparttar 119442 worse thing that can happen? Why are we having this problem? Can you explain that further? What if we do nothing? Have we explored creative approaches? What do you propose? And what can I do to help?"

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