I have noticed a significant difference between the levels of self-trust in the world of exploration and in the world of business. In the world of adventure, leaders have a strong and unshakeable belief in their ability to complete a challenging assignment. It’s not arrogance, but a quiet self-confidence.
In my work with business leaders, I have been surprised just how many senior managers and leaders find it difficult to trust themselves and their ability to deliver. Encouraging people to trust you requires positive action. It is not something an organisation can mandate a person to do. Commit yourself to being trustworthy and make sure your actions reflect this.
You may have been surprised in the past by how difficult it is to earn people’s respect and trust. Maybe you were shocked, and even insulted, that your expertise and track record didn’t speak for themselves. To fix this dilemma you need to demonstrate your character - the intention to do the right thing. This is of particular importance to subordinates, who tend to analyse every statement and non-verbal gesture for signs of the new boss’s motives. Such scrutiny can be unnerving.
Trust is difficult to describe or define. We know when it’s there and when it’s not. We trust people who are predictable – not in the dull, plodding sense – but because we will receive a consistent response. Trust provides the motivation and energy that makes it possible for high performance teams to work. Here are some tips on how to generate trust
In my work with business leaders, I have been surprised just how many senior managers and leaders find it difficult to trust themselves and their ability to deliver. Encouraging people to trust you requires positive action. It is not something an organisation can mandate a person to do. Commit yourself to being trustworthy and make sure your actions reflect this.
You may have been surprised in the past by how difficult it is to earn people’s respect and trust. Maybe you were shocked, and even insulted, that your expertise and track record didn’t speak for themselves. To fix this dilemma you need to demonstrate your character - the intention to do the right thing. This is of particular importance to subordinates, who tend to analyse every statement and non-verbal gesture for signs of the new boss’s motives. Such scrutiny can be unnerving.
Trust is difficult to describe or define. We know when it’s there and when it’s not. We trust people who are predictable – not in the dull, plodding sense – but because we will receive a consistent response. Trust provides the motivation and energy that makes it possible for high performance teams to work. Here are some tips on how to generate trust
- Be Consistent - Be consistent in what you do as a business adventurer. Carry out your own task effectively both internally and to the wider environment.
- Be Committed - Demonstrate your commitment through repeated observable actions.
- Be Compassionate - Empathise with your teams by understanding how they feel and view the world.
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