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Establish a Culture of Trust
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Dr. Maynard Brusman - Emotional Intelligence & Mindful Leadership Dr. Maynard Brusman - Emotional Intelligence & Mindful Leadership
San Francisco , CA
Monday, April 30, 2018

 

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Dr. Maynard Brusman, Consulting Psychologist

San Francisco Bay Area Executive Coach

Trusted Leadership Advisor


Emotional Intelligence & Mindful Leadership Consultant

Conversational Intelligence (C-IQ) Coach

We help innovative companies and law firms develop emotionally intelligent and mindful leaders who produce results in a purpose-driven culture.

415-546-1252

mbrusman@workingresources.com

http://www.workingresources.com

San Francisco, California – April 30, 2018

Establish a Culture of Trust

Countless management books, seminars and programs offer insights into how leaders can develop trust within their organizations. Their consistent theme—"It begins with you"—is certainly valid, as leaders must model trust and set an example for their people. Success depends on a personal campaign of inner reflection, values assessment and relational intelligence. Training can be effective and rewarding, but much of the focus often stops there.

Leaders develop trust (defined as "relying on others to do the right thing") after observing people's character and behavior over time and gaining confidence in them. They earn trust by consistently displaying personal integrity, accountability and concern for others.

Trust, in fact, is the most potent tool in a leader's arsenal, asserts JetBlue Airways Chairman Joel Peterson in The 10 Laws of Trust: Building the Bonds That Make a Business Great (AMACOM, 2016). Trusted leaders are more productive, profitable and prosperous. Their people are more engaged, morale and loyalty soar, and the overall work ethic is enviable. The organization sees lower turnover, waste and inefficiency.

But trust is not limited to Mahogany Row. While we're often led to believe that trustworthy behavior will permeate the work environment like ripples in a pond, this trickle-down theory is overly simplistic. As Gallup studies reveal, employees trust their coworkers even less than their leaders. Organizations cannot reach their full potential until leaders establish a culture where employees trust their coworkers. Leaders may require assistance from a professional coach to achieve this goal.

Create a Standard of Integrity

Leaders are standard-bearers who establish the basic tenets of integrity throughout their organizations. They must clearly communicate four key values and expectations: truthfulness, honesty, respectfulness and positivity.

1)    Truthfulness

Speaking the truth is challenging in toxic environments where messengers get shot. It may be tempting to ignore reality and tell people what they want to hear, notes management consultant Jim Dougherty in The Best Way for New Leaders to Build Trust (Harvard Business Review, December 13, 2013). Leaders must nonetheless deliver bad news when it's warranted—and demand honorable behavior from those who receive it.

People sense less risk when an organization's culture respects those who tell the truth, even when it hurts. When leaders address mistakes constructively and avoid embarrassing their staff, there's no need to lie or stretch the truth. The penalty for lying must outweigh that for making errors. Enforce this mindset in your culture so truthful coworkers earn others' trust.

2)    Honesty

When employees treat each other honestly (do the right thing), trust grows over time. Dishonesty must be met with consequences. If you deal with it firmly, even for subtle infractions, your culture of integrity strengthens and people trust each other more.

3)    Respectfulness

A culture of respect and honor fosters high levels of trust among coworkers. Again, a leader's behavior sets the stage for success. Respectfulness includes basic social considerations like accepting people and listening to their opinions and ideas.

Leaders also demonstrate respect when they seek feedback without favoritism, encourage participation from everyone on a team and value each staff member within the organization. Such behaviors enhance trust; being judgmental, resentful and prone to attack destroy trust. Instill a mindset of respectfulness into your culture so trust among coworkers can flourish.

4)    Positivity

Positivity is an often-overlooked means of building mutual trust, as long as one's efforts are neither faked nor forced. Infusing your culture with a positive mindset has many powerful benefits. Cynicism and sarcasm are trust killers. People are repelled by these behaviors, knowing nothing trustworthy comes from them.

A positive approach assumes the best in people and gives them the benefit of the doubt, thereby setting them at ease. Trust-building leaders expect their staff to exhibit thoughtful behavior and language. Add this requirement to your organization's code of conduct or formal HR policy.

Promote a Spirit of Unity

Employees trust their peers once they experience teamwork. Unity becomes the norm when people share the load and help each other. Reciprocity is a noticeable trust-building act that's contagious. Coworkers dedicated to a common cause commit to each other. They lift each other up and spur one another on. Leaders who instill a spirit of unity build a culture more prone to trust.

Great leaders help employees grasp the power of reconciliation when dissention arises. They don't expect their people to always get along, but they count on them to apologize and forgive so relationships can be restored and strengthened. Durable relationships lead to mutual trust.

Raise the Level of Empowerment

Leaders confer the highest levels of authority and trust on employees who effectively complete tasks, resolve problems and make fair decisions. These employees, in turn, become more open to trusting others. Trust is a commodity people spend in proportion to what they receive.

As a leader, you convey trust by honoring people's ideas and suggestions and letting them pursue those with merit. Give people opportunities to earn your trust, and allow them the luxury of failure as they work toward accomplishing their goals. Failure is often the most valuable way to learn and grow. As JetBlue's Peterson points out, sharing some of your power creates a higher level of trust among your employees.

Develop a suggestion-submission system, where employees' ideas for improvement are evaluated. Reward those whose ideas are implemented. Examine your policies and procedures to determine whether any can be improved based on the staff suggestions. Employees are the true experts in how things work at the most detailed organizational levels. The trust they feel from leadership will carry over to their peers.

Allow employees to be cross-trained so they can be more empowered. This raises their level of engagement. Offer them training or continuing-education opportunities. The feeling of being trusted to add value raises their appreciation for trust. A mentor program also empowers both mentors and mentees. Employees who feel trusted claim a higher stake in the organization and have greater trust in their coworkers, leaders and future.

Reinforce Personal Accountability

People who can't be counted on lower organizational morale and engagement. They flame resentments and dissatisfaction throughout the rest of the organization. Address this issue by reinforcing the importance of personal accountability.

People demonstrate accountability by doing what they say they're going to do, when they need to do it. Leaders promote this by holding people to their commitments and making accountability part of the performance assessment. In fairness, leaders also need to provide their people with the means to meet these commitments.

Accountability also means tackling problems head on and not running from them. People trust coworkers who meet challenges with noble efforts so everyone wins. A culture of trust thrives only when people at all organizational levels fulfill their responsibilities. Managing work with measurable criteria expands trust in the system. Clarity is a strong trust builder, according to leadership consultant David Horsager, author of The Trust Edge: How Top Leaders Gain Faster Results, Deeper Relationships, and a Stronger Bottom Line (Free Press, 2012).

Accountability often overlaps integrity, in that people who admit their mistakes are trusted more. Inspiring this kind of transparency allows people to air their mistakes and learn from them. Be a leader who encourages learning, focusing on fixes instead of blame, to build trust. The pursuit of solutions empowers people to reach new levels and expands trust.

Sharpen Communication

Many trust issues stem from poor communication. People who don't communicate clearly or authentically aren't trusted. Properly conveying information makes conversations, emails, phone calls and meetings more effective and trustworthy. Leaders need to provide training in communication skills and monitor employee progress.

Anger, resentment, offensiveness and rumors destroy trust. Leaders must take aim at these issues and set behavioral standards that are continuously reinforced. Ask your people to put themselves in other team members' shoes when communicating. How will their words be perceived? Can they achieve a win-win situation? Can they step back from a conflict, calm down and form a more reasonable response?

Employees who communicate reasonably and professionally with each other raise workplace trust. Integrity is best revealed through communication, and unity is best realized in a high-integrity environment.

There's no question that leaders set the tone for every aspect of workplace trust, and the necessary mindsets are passed down through the ranks. Leaders must put policies in place to monitor and correct undesirable behavior. Those who see the highest levels of coworker trust provide ample training, support and enforcement for trustworthy behavior policies.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-i 2.0, Hogan Lead, CPI 260 and Denison Culture Survey can help leaders nurture strengths-based conversations in the workplace. You can become an inspiring leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

Working Resources is a San Francisco Bay Area executive coaching and leadership development firm helping innovative companies and law firms develop emotionally intelligent and mindful leaders. We help build coaching cultures of positive engagement.

...About Dr. Maynard Brusman

Dr. Maynard Brusman

Consulting Psychologist and Executive Coach|

Trusted Leadership Advisor


Emotional Intelligence & Mindful Leadership Workplace Expert

I coach leaders to cultivate clarity, creativity, focus, trust, and full engagement in a purpose-driven culture.

Dr. Maynard Brusman is a consulting psychologist and executive coach. He is the president of Working Resources, a leadership consulting and executive coaching firm. We specialize in helping San Francisco Bay Area companies develop emotionally intelligent and mindful leaders. 

Maynard is a highly sought-after speaker and workshop leader. He facilitates leadership retreats in Northern California and Costa Rica.

"Maynard Brusman is one of the foremost coaches in the United States. He utilizes a wide variety of assessments in his work with senior executives and upper level managers, and is adept at helping his clients both develop higher levels of emotional intelligence and achieve breakthrough business results. As a senior leader in the executive coaching field, Dr. Brusman brings an exceptional level of wisdom, energy, and creativity to his work." — Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching

The Society for Advancement of Consulting (SAC) awarded rare "Board Approved" designations in the specialties of Executive Coaching and Leadership Development. Alan Weiss, Ph.D., President, Summit Consulting Group

Are you an executive leader who wants to be more effective at work and get better results?

Did you know that research has demonstrated, that the most effective leaders model high emotional intelligence, and that EQ can be learned? It takes self-awareness, empathy, and compassion to become a more emotionally intelligent leader.

Emotionally intelligent and mindful leaders inspire people to become fully engaged with the vision and mission of their company.  Mindful leadership starts from within.

I am a consulting psychologist and executive coach. I believe coaching is a collaborative process of providing people with the resources and opportunities they need to self manage, develop change resiliency and become more effective. Utilizing instrumented assessments - clients set clear goals, make optimal use of their strengths, and take action to create desired changes aligned with personal values.

I have been chosen as an expert to appear on radio and TV, MSNBC, CBS Health Watch and in the San Francisco Chronicle, Wall Street Journal, USA Today, Time, Forbes and Fast Company.

Over the past thirty-five years, I have coached hundreds of leaders to improve their leadership effectiveness.

After only 6 months, one executive coaching client reported greater productivity, and more stress resiliency helping her company improve revenues by 20%. While this may depend on many factors most of my clients report similar satisfaction in their EQ leadership competence leading to better business results.

You can choose to work with a highly seasoned executive coach to help facilitate your leadership development and executive presence awakening what's possible. 

For more information, please go to http://www.workingresources.com, write to mbrusman@workingresources.com, or call 415-546-1252.

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Dr. Maynard Brusman
Consulting Psychologist and Executive Coach
Working Resources
San Francisco, CA
415-546-1252