Trust, Communication and Respect
Trust, communication and respect originate from demonstrated habits and behaviors of the leader. But how does one get there? Effective communication is more than information sharing. It’s more than delivering a clear, concise and compelling message. Great leaders, professional managers and yes, business owners establish and advance an environment of trust through their practical, effective and efficient use of communication. It’s more than what’s said. It’s more than how it’s stated; the context and the content. The attitude with which a message is delivered, body language included.
The 3-legged chair is built on trust, communication and respect. Building trust is about being trustworthy and not just during the times of rainbows and unicorns. It’s forged during the scorched earth of intense pressure, deadlines and ball juggling. Communication is a system of networks, formal and informal, title and juice. And not every title has the juice either. The success or failure of any change whether relatively small or significant rests on the behavior of the organization’s leader…that would be you. In leading a change or in a time of transition, communication is what separates us from the dinosaurs.
“Simply put, two ears and one mouth…lest I open one and validate the fool I am.”
“Why would I want to be this so-called great leader anyway?” Well, I’ll tell ya Mr. George. In nearly all private M&A business cases, there’s a 25% swing in value on either side of a potential transaction. For example, and illustrative purposes, your organization is valued at $10MM. That means there are offer sheets from $7.5MM to $12.5MM. Once you go into exclusivity and the potential buyer looks under your skirt, what will they find? An egotistical narcissistic demon, or a professional manager who has leaders that can be better than he is once they attain more experience? And just so we’re clear 25% is low, but you probably wouldn’t believe a larger figure.
The best leaders are committed to communicating information, thoughts and ideas clearly, frequently and in a variety of media. They inform, educate and inspire excellence. They keep processes and systems open and transparent. They lead their life’s work, an environment, a culture of authenticity and transparency. It is not some fluffy ephemeral aggrandized hooey that smells worse than Union Stockyards in Omaha.
The best leaders communicate effortlessly with power in its simplest form. They demand the best from their junior leaders and from first and second level managers and line workers. They understand and own how to preserve the core of the organization. They have standards and they’re not up for negotiation. Excellence IS the expectation. There’s a rhythm amongst their ego, the businesses results and the relationships across the organization.
The best leader listens, and they are the best communicators. They create an environment where employees are allowed to bitch, gripe or complain without the fear of active or passive recrimination. They pay attention to the why and what others are saying, thinking and feeling – the unspoken and much as the spoken. Listening intently to understand someone’s POV to gain insights into the pulse of the organization, its culture and people.
How a Leader Builds The 3 Legged Chair
They Build Unity in Team. Admit you don’t have all the answers and together you’ll accomplish more. Articulate your expectations clearly what, when, why and how work is accomplished. Creating a healthy level of competition establishes the framework for monitoring, measurement and reward.
They’re Always Honest, Genuine and Sincere. Committing to transparency requires Honesty, Integrity and Service. They establish and nurture honest, candid discussions, and follow through in everything said and done. Actions are more valuable than your words. The perceptions and active behaviors say more about you and your leadership than the charismatic verbiage.
They Understand Doubt. Establishing a climate that encourages professional objection. Objections are not ‘no’s’. They are opportunities to provide additional information and clarity. Answer the why/why not as we all have doubts, fears and uncertainty. You’re not supposed to have all the answers so quit believing your have to!
They Respect and Preserve the Culture. They spend more time with their people listening. Lending a hand and an ear through transition by demonstrating consideration and sincere interest in their uncertainty and acknowledge their attachment to history. You may learn something!
They Expect Confrontation and Conflict. Shit happens, it’s okay! Lead and act quickly. Address challenging issues or conflict immediately. Stop avoiding conflict and lead. Avoiding the difficult people or difficult issues does more harm than good to you, the team and the organization. I don’t care if he’s your brother-in-law. Address it. Stand up and Lead!
They Can Handle the Truth. Trust them to be able to handle the truth. They have the capacity whether you believe it or not – at some point, you’re going to cut the strings. Tell them what you know and own up to what you don’t know. And for the sake of Pete – avoid the false positive, shit sandwich crap.
“Mr. George sure is different nowadays.”
Tell them why, where you want the business to go and to achieve, what you expect from them and how you want to get there.
Elevate vs. Bury the Lead
You want to be trusted, then demonstrate you can handle their ugly truth by being dead-bone honest with your people; ALL of them! Based on your history, real and perceived, people may not readily tell you the truth or give you feedback. Remember the trust, communication and respect deal? You must earn the right to advance. You control that outcome by setting the tone and modeling the behavior that makes truth-telling safe. The best leaders have the best exits; they don’t bury their head in their hands and hope for the best or worse, quit.
