Did you read my post How to Earn Your Team’s Devotion? I’d like to follow up on that today. It’s simple but not simplistic.
- Be loyal.
- Think of others as well as yourself.
- Show you care about people.
- Be considerate.
- Tell the truth.
- Keep your promises.
- Be discreet.
- Build people’s self-esteem, self-worth and dignity.
- Tell people you appreciate them.
That’s all to do with trustworthiness, really, isn’t it. Trust is an absolute; you either trust someone or you don’t. Trust is fragile; it takes time to develop but seconds to destroy and once lost, it’s difficult to earn back.
I had a boss once who talked about trust like money in the bank. When you keep drawing on it without replenishing it, your account quickly empties. You make deposits with generosity, empathy, integrity and so on. When you don’t deposit enough, you can’t draw on it. (Unfortunately, it was just talk. I soon learned he didn’t keep his word and quickly lost trust in him. But that’s a different story and anyway, it’s a good analogy, that trust is like money in the bank.)
And then there’s competence. Can you deliver? You need be both trustworthy and competent to be an effective leader-manager.
The private, public and not-for-profit sectors are having a tough time of it, with layoffs, outsourcing, relentless change — in short, breaking the psychological contract, which looks a lot like not being loyal to employees. Not making enough deposits. Much of that can’t be helped. But the result is a trust account that’s in the red.
Except, that is, when the organisation has enough trustworthy and competent leader-managers. Then its trust account is likely to be in the black.