Training Industry Quarterly - Summer 2013 - (Page 11)
LEADERSHIP 2.0 | KEN BLANCHARD AND SCOTT BLANCHARD
IS A DEFINING
DEALING WITH TRUST ISSUES
People won’t go out on a limb for you unless they know it’s not
going to be cut off. That requires trust, something that’s in short
supply in many organizations. Because of low trust, in too many
organizations innovation is stifled, collaboration is strained, and
self-interest rules the day. It doesn’t take long for these companies
to become stuck in the status quo, unable to take even the smallest
risks. And, unless they are in heavily regulated environments
with little or no competition, these companies will miss out on
opportunities and see their market share decrease.
Addressing trust issues in an organization can be challenging at
best. That’s the experience our friend, Cynthia Olmstead, ran into
as she worked with organizations on change initiatives. Trust is
hard to define. People know what it feels like when trust doesn’t
exist, but describing what trust is and what creates it can be a
challenge. That’s what led Cynthia on a six-year exploration to find
out what behaviors people most identified with trust.
After countless discussions, Cynthia identified four key attributes
of trust that she outlined in a new book, “Trust Works! Four Keys
to Building Trusting Relationships.” These were the four behaviors
that when present, built trust among people, and when absent
(even just one) eroded people’s trust:
• Able: Demonstrate competence with your ability to solve
problems, get results and strive to be the best at what you do.
• Believable: Act with integrity. Beyond being honest and
sincere, this includes showing respect for others, keeping
confidences, and admitting your mistakes.
• Connected: Care about others. This includes showing interest
in others, asking for input and listening, as well as showing
empathy and praising the efforts of others.
• Dependable: Maintain reliability by being organized, timely
and responsive to requests, as well as being accountable and
consistently following up.
TRUST AS A DEFINING COMPETENCY
The ability to build trust is a defining competency for leaders in a
world where people are being asked to stretch, do more, risk more
and achieve more. How would you assess your trustworthiness in
the four key areas above?
If you’re brave, ask your colleagues and direct reports to evaluate
you as well. Getting feedback on your trustworthiness can be an
eye-opener for many leaders. This was true for Ken, who asked
his executive team to rate him in all four areas. Ken was surprised
to find out that while he scored well in being able, believable
and connected, he didn’t score as high as he would have hoped
on being dependable. It’s not an unusual situation. Leaders are
often unaware of the impact of their behavior and how it may be
perceived by others.
Direct reports often accept the behavior, create workarounds, and
move on. But in this case, a common understanding of the ABCD
Trust Model allowed Ken’s team to do something extraordinary.
They were able to discuss it openly with him. Together, they
discovered that the root of the problem was Ken’s tendency to
overcommit. He hated to disappoint people, loved just about
every new idea he heard, and was always trying to help others. His
intentions were all good. But, the unfortunate result was that he
ended up disappointing people when their expectations couldn’t
By using the ABCD Trust Model, Ken’s team was able to identify
his weakness in the Dependable area, brainstorm, and create
systems that would manage people’s expectations. As a result,
Ken’s Dependable score soared.
For organizations to thrive, trust is not a nice-to-have; it’s a
must-have. And while many people assume that trust grows over
time, in many cases just the opposite happens. Don’t leave trust
to chance in your organization. Identify the trust issues in your
organization and use the ABCD Trust Model to address them
openly. Building trust is one of the most needed skills for leaders
today. People will follow — but they have to trust you first.
Scott Blanchard is the co-founder of Blanchard Certified. Ken
Blanchard is the best-selling co-author of The One Minute Manager
and 50 other books on leadership. You can follow Ken Blanchard
on Twitter @KenBlanchard or @LeaderChat and also via the
HowWeLead and LeaderChat blogs. Email Scott and Ken.
Training Industry Quarterly, Summer 2013 / A Training Industry, Inc. magazine / www.trainingindustry.com/TIQ
Table of Contents for the Digital Edition of Training Industry Quarterly - Summer 2013
Training Industry Quarterly - Summer 2013
From Where I Sit: Talent Management: An Emerging Business Strategy
Table of Contents
Guest Editor: Lessons from Shakespeare
Dealing with Trust Issues
Younger Boss, Older Worker
Four Skills Needed in the Future Workplace
Survive & Thrive with Performance Support
How to Optimize Behavior Change for Business Impact
Addressing the Skilled Trade Crisis
Cultural Differences in Training
Gender Communication in the Workplace
Meeting the Needs of Gen Y Learners
A Leaders 'Crashless' Course: Helping Employees Drive Career Development
DeVry: Growing Talent with Blended Learning Solutions
Live Face-to-Face Training Still Leads the Way
Training Industry Quarterly - Summer 2013