Trusted Leader Blog
Access leadership and trust building communication tips to help you improve team productivity and safety.
Posts by Marie-Claire Ross:
Back when I was a kid in the 1980s, I attended one of my father’s business classes that he taught at a University. As an awkward 12 year old, in a class of what seemed like adults, I learnt about vision and mission statements. It made total sense and I fervently believed all companies needed to have them.
A few years ago, I remember reading a glowing interview with the CEO of a large Australian firm about the organisation’s sharemarket success and his new strategic plan. Everywhere you turned there was a business magazine promoting the words of the CEO and his ambitious Asian Pacific focused strategy, while he mocked other Australian companies for not following suit.
Over the years, I have worked with many low trust teams to improve their performance. Repeatedly, I still see well-meaning leaders inadvertently destroy trust in their teams.
Trust is the cornerstone of business. It’s the basis of every human relationship, every interaction, every communication, every initiative, every work project and even any strategic imperative you need to accomplish.
When it comes to helping companies build trust internally, one of the things I learnt pretty quickly is that if 1-2 members of the executive team do not support any initiatives to improve trust then all subsequent efforts will fail.
Thanks to our tribal ancestry, we see ourselves in terms of other people and groups. Evolution has taught us that it is beneficial to live in tribes, where we can share out the work of daily survival.
In today’s pressure cooker business world, there is greater uncertainty and risk for people and organisations. It’s during these turbulent and unpredictable times that trust issues begin to surface, sometimes unbeknownst to leaders. Used to the times when things were predictable and the stakes low, leadership didn’t even need to consider trust. But throw in some instability and fear, and all of a sudden trust problems can become a strategic execution derailer.