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Archive for the ‘trust’ Category
Tuesday, January 20th, 2009
A week ago, the Los Angeles Times printed an article about Barack Obama’s desire to postpone the United States federally mandated switch to digital broadcast television.
When I read the first few lines, I thought “Why postpone? Haven’t we been aware of the switch for years?” Haven’t we been bombarded by media making us aware of this transition, the approaching deadline, and what we need to do? This makes me think of holding people accountable.
 The Government created a program where individuals could request a coupon that would allow them to purchase a new digital antenna box for their T.V.’s at a low cost. According to this article, there are 1.1 million coupon requests that cannot be filled due to a lack of funding. Furthermore, as the article stated, 8 million households rely on antennas and are unprepared for the switch.
When I read this, my thought went back to the concept ACCOUNTABILITY. These 1.1 million people obviously waited until just a few months before the antenna box was required, rather than being proactive. They knew of the transition, they knew what was required of them, and they knew the deadline was February 2009.
From my perspective, these 8 million people need a little tough love and a lesson on accountability. The government shouldn’t be required to take care of every need or every issue facing society. Especially when it comes to funding the availability to sit in front of a television set. Shouldn’t these people either make do, or do without? What about your organization. Have you developed processes to have them put off or ignored?
Here are a few thoughts on accountability:
- Unaccountable behavior is costly for your organization. How much is it costing you?
- As a leader, you have a greater challenge when it comes to accountability. Not only do you need to model the behavior yourself, but you need to instill it in those you manage.
- People with integrity and accountability do make a difference in the organization’s performance which will translate to bottom line results.
- A culture of accountability will shift people from being reactive to more proactive.
- Accountability can be summed up as acting in a responsible way and following through on your commitments.
This article in the Los Angeles times is a great example of a lack of accountability. It reminds me of the woman who spilled coffee on herself while at a major fast food chain. She sued the organization for a few million dollars because she didn’t want to be accountable for her own foolish actions. What’s next? A 50 billion dollar Ponzi investment scheme? Let’s start holding people accountable for their own actions. If you have a good example of accountability or lack-of, post it into our comments section below.
Tags: accountability, management
Posted in accountability, management, performance, trust | 1 Comment »
Wednesday, November 5th, 2008
Life’s greatest joys and its greatest sorrows often come from the relationships we have developed with others. In fact, our existence is quite dependent upon this interaction with other individuals and groups of individuals.
 In our world today, it seems that most people strive for happiness through pleasant physical surroundings and economic security. These are great, but if there is discord in human relations, these things do not bring happiness. Think about the last time you were having an argument or a disagreement with one of your co-workers, your boss, your friend, or a family member. Was it easy or difficult to focus on your priorities? Even though you might have been having some success in many areas of your life, did you find yourself still feeling some discomfort due to the stress in that particular relationship? Conversely, you may know people who are happy in abject poverty and/ or with physical stress if they have meaningful, pleasant relations with those around them.
If this is true, and certainly all of the evidence of human experience says it is, then should we not cultivate the best possible feelings for those within our circle of influence first and then focus on physical goals and results?
Consider the most relationship that you have ever had with any individual. To some degree it probably is or was marked by absolute honesty, deep levels of trust, respect for that person’s skills, knowledge, or capabilities, open communication, acceptance of differing views without acrimony, and little concern for pretenses and images. Also recognition for each others contributions and certainly a willingness to help one another in any occasion.
In effort to make the relationships we currently have the best that they can be, remember that persuasion usually cannot take place unless there is some sort of close, meaningful connection between the two people involved. The result will be a relationship of respect and progression.
Despite the injunctions, many of us have difficulty in accepting the faults and weaknesses of others; co-workers, work leaders, family members, or members of our social or religious groups. Our tendency to demand perfection of others can cause us to lose sight that we, ourselves, are less than perfect. This creates static in relationships. Undoubtedly, there are differences among us. Some of us are even abrasive and unpleasant. Others may have cultural differences that are stumbling blocks that affect us. But learning to look for the similarities instead of those things that set us apart, embracing differences, and seeing the best in others rather than the worst will lead to relationships of deep respect and lasting value.
Tags: Build lasting relationships, building lasting relationships, disagreement with coworkers
Posted in character, communication, relationships, trust | 2 Comments »
Monday, October 27th, 2008
 In a previous post I introduced the book, As A Man Thinketh, by James Allen, as a book that could be interpreted as an introduction to effective leadership. For this post I want to focus on Chapter 1, Thought and Character.
Think about the effective leaders you’ve known throughout your life. I’m not talking about the leader who just had the authority to boss people around pushing their own will. They might be in a position of leadership, but are they true leaders?
Effective leaders aren’t born, but rather developed. Value added thoughts develop leaders. The word “thought,” by itself, is very vague and could lead to a number of different subjects. For my purpose here, I would like to relate it to a leader and tie it to another word “character.”
Thought and Character compliment each other. One cannot have good character without good thoughts. Our thoughts and actions develop our character and how we are perceived by those we lead. Effective leaders have learned to control their thoughts and actions in a manor that elevates their perceived leadership skills and ability.
Character is a trait that has been learned and is made up from one’s habits, attitudes and attributes. Values that might define good character include: Respect, Responsibility, Fairness, Trustworthiness and Caring. A leader with sound character finds it easier to achieve loyalty and dedication. People around this leader are more apt to follow and be supportive of the leader’s decisions and direction.
Individuals in supportive roles trust that the character of their leader is as described above. They respect and trust the leader, who has proven to be someone with a strong character. This leader creates a team that grows the organization because peers and direct reports have a desire to succeed and will support the efforts of this leader.
These are just some of my thoughts. I invite you to submit your information below to download your own copy of the book. Read it at your convenience and determine for yourself if it has value as a guide to qualities of leadership.
Tags: As a Man Thinketh, James Allen, qualities of leadership
Posted in leadership, trust | No Comments »
Wednesday, July 30th, 2008
Currently, I am reading Daniel Goleman’s book, Social Intelligence. He begins his book with a story from the early days of the second Gulf War. For me, this story is a remarkable example of strong team leader and a well developed team.
 The story involves Lieutenant Colonel Christopher Hughes and a local mosque. His mission was to ask for help from the cleric in organizing the distribution of relief supplies.
However, fearing the soldiers were coming to arrest their spiritual leader or destroy their mosque, a holy shrine, a mob gathered. As hundreds of devout Muslims surrounded the soldiers, waving their hands and shouting, pressed in toward the heavily armed platoon. Hughes thought fast.
Hughes picked up a loud speaker and told his soldiers to “take a knee” meaning kneel on one knee. Then he ordered them to point their rifles toward the ground and “Smile.”
The crowd’s mood quickly changed. A few people still yelled, but the majority began to smile in return. Some people even patted the soldiers on the back as Hughes ordered them to walk slowly away, backward and still smiling.
Courage to Trust
Think about the trust that these soldiers had in their leader. A large group of people is moving towards their smaller group. The people are angry, frightened, and clearly agitated enough to cause bodily harm. Then their leader says, drop to a submissive position.
Would you do it? You are in high stress. Your body is telling you to fight or flee. You don’t want to hurt anyone; your purpose is to give aid. But you don’t want to be hurt or killed either. So, it takes a great deal of courage for you to follow this type of leadership. The deciding factor is your trust in this person, gained over time and with personal interaction. Trust is not developed in a moment. In their book, The Team Approach, Stephen J. Stowell and Stephanie Mead explain, “Trust and respect are fragile and are earned over time through genuine actions.”
Courage to Lead
Maybe more important to this incident was Hughes’ courage to ask his team to take a precarious position. It was possible that the situation would not have defused. It was a calculated risk. Dr. Stowell and Ms. Mead emphasize that, “Courage is primarily learned. It is something that team leaders must seek out, study, and emulate in response to specific obstacles and defining moments. Great leaders generate courage in the moment and recognize when action is required, regardless of the risks involved. Courage can be refined, and it becomes easier through regular practice.” Lt. Colonel Hughes’ courage was developed through dedication, conviction, and clearly defined values exercised daily. He was confident in his beliefs that he could respect the Mosque and what it represented. He was also not afraid to acknowledge the behavior that infuriated the local people and then take immediate action to rectify the error.
These qualities must have been demonstrated and observed long before this crisis incident. His team had to have seen his commitment, felt his conviction, and understood his values well enough to know that he would not easily risk their lives.
How does your team respond in a crisis? Do they trust you enough to follow a calculated risk? Perhaps it is time to re-evaluate your leadership style.
Posted in communication, leadership, management, teamwork, trust | 2 Comments »
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