LEADERSHIP: BUILDING TRUST

Published: 2007-04-10   please add a comment below

We all believe in honesty. And, for most of us, this disbars stealing from colleagues or our employer. But, what about failing to pull our weight on a team project or using work time to pursue personal interests? We've all done it. And, in that sense, I haven't always been honest. And, that's possibly true for most of us.

But, that doesn't absolve us from aiming high. And, as leaders, the actions we take that demonstrate pursuit of constructive values, encourage people to trust us.

In many years of both line and consulting experience, there are few things I've seen as damaging long-term as a leader's lack of fairness or honesty. It becomes a cancer eating away at the team's or organisation's culture. And, over time, it kills off trust.

How would your customers, subordinates, peers and other colleagues rate you? As trying to set good standards of behaviour - or not? Doing what's right and decent - or cutting corners and settling for near-enough? Keeping your word - or being casual about honouring promises to staff as opposed to customers? Being open about information, processes and decisions - or keeping information from others? Giving people some leeway and second chance, albeit with a warning - or not?

The list could go on. But, the basics remain the same: being fair, honest and compassionate. Doing to others, what we'd like the world to do to us.

Magazines and journals are full of articles and interviews about ethics, governance and culture. But, the most challenging element in all of these is honesty. And, neither legislation nor policy can guarantee it. As leaders, it's something we have to model and deliver: whether at the front line, in middle management and in the boardroom.

So, start by being honest with yourself!

Dr. Timothy Pascoe AM
PhD (Cambridge), MBA (Harvard), BE & BEc (Adelaide)
Creator, V|E|C|T|O|R Leadership^®