So what is a Leader to do? Step up and lead. The same mindset and attitude for success we had in solving the issues our clients and customers face everyday, the attitude of success and confidence, that brought all of us to where we are, will
What is a Leader to Do?
Most of us have faced significant challenges in our lives, yet none perhaps as challenging as the current business environment. Regardless of your confidence and experience even you may be questioning or feel elements of doubt where only a solid direction/vision and confidence existed only six months ago. The concerns are not just about our businesses but transcend to our personal retirement plans, investments, and futures for our kids, just to name a few.
Who can you trust?
Regardless of your political affiliations I think we all are wondering if the current government direction will work, or when we may see some changes, or the net-net affect on the economy, or more specifically on our business as well as our personal lives. Do you trust having so much of our potential success resting in the hands of decision-makers who have seemed to violate our trust both past and present? I am referring to not only Government but the Financial Community and leaders of large Corporations on a more “Macro” basis as well.
Can you imagine how your employees are feeling regarding the same issues? Survey Data from 2008 clearly reflects that employees under the age of 40 come to the workplace with a lack of trust in leadership. Recent studies before the crisis reflect that close to 60% of employees do not trust senior management, we can only assume the number is on the increase.
So with all that being said what is a Leader to Do?
Whether you lead a small organization, a large corporation, for profit, non-profit, the challenge before you is unprecedented. And before discussing techniques for re-building and maintaining trust, the first step in the process has to be the attitude of all of us as leaders.
Remember that our employees are studying our actions far more than our words, or should I say “rhetoric.” Most of us have recently conducted meetings we have sung the praises of the strength of our internal teams. Leaders are becoming “cheerleaders” in an attempt to rally the troops, reassure our key people, and continue to strive to exceed our ability to provide solutions for our clients or members, all on less budget or with less people. But I might suggest the words will fall short when compared the perception of our real attitudes and more critically, our actions. If there was ever a time for us to “Walk the Walk” this is it…beginning today! I might respectfully recommend two concepts for your consideration.
Accept vs. Agree
Not all of us are CEOs. And even though we are leaders, many of us find ourselves caught in the middle between Mahogany Row and Main Street. We are being asked to communicate policies and cutbacks with a high degree of confidence when all the while we might even question the future ourselves.
This is a simple technique but critical in maintaining trust with our employees as well as sincere empathy for their concerns and doubts. We have to be careful to maintain the integrity of the organization’s position because once it is lost; it is lost forever, especially with Gen X and Millennial employees.
The fine line between “Accepting” the concerns and issues of trust from employees is far different than necessarily “Agreeing” with the elements of mistrust and doubt that can quickly erode the culture of an organization. For example, to respond to an employee’s concern, “ I can really appreciate and understand your frustration,” is radically different than, “Those folks up top do not have a clue, they are always changing their minds…”
Leaders need to demonstrate empathy, perhaps far more with younger employees than those from the Boomer and Traditionalist genre. But once you (as a Leader) or your actions side on the negative silos of mistrust or question leadership policies, you have lost influence with your people and crossed the line forever. Your individual credibility as a Middle Manager is gone and very difficult to re-coup. Your next attempt on the next key issue to communicate a policy or cultural shift even if it is truly a positive move will be questioned in a jaundiced way that will reduce your effectiveness in ways you probably will not even realize. And the key element of trust takes a major step backward.
Continue or Increase Employee Development
Today’s younger employees are impatient. According to a Novations Study in 2008, 77% of Millennials will determine if they will stay with your organization or not in the first six months of employment. As we try to rally our employees with positive words of encouragement in tough times, in the eyes of our employees, our actions, policies, and decisions will tell the real story.
Organizations that are cutting back on training and development programs will be seen as hypocritical in the eyes of their employees at levels far above any of those you might expect. As many organizations have cut back on people, it is critical to reach out and ‘hug’ those remaining for the increases in workload that are sure to come their way. We tell them verbally how much we appreciate their efforts, and then eliminate training that would potentially enhance their development. Metaphorically, we tell them how much we appreciate them, and then we take away the coffee pot. What is the true message we are sending through our real actions?
It is an extremely shortsighted perspective. The resources invested in training and development to increase trust and engagement are but a fraction of the real cost of reduced trust and engagement. Employees no longer trust our words, they are perceived as rhetoric. Can you blame them? Our Actions speak far louder and with more credibility. Our actions begin with our attitudes. Our people are taking their lead from how we act. But I would ask you to remember to, Lead with Positive Actions….