Trust, Transparency, and Vulnerability

 

Sometimes, people link trust to transparency as if they are either interchangeable or one is dependent on the other. I do believe a successful leader must be trusted by their followers and that a leader should be as transparent as humanly possible -- especially when so much of our work is being done remotely.

We know that trust isn't something a leader can demand or even build. Trust must be earned. Trust is earned when we demonstrate competence, reliability, honesty, and kindness. According to Rachel Botsman, an academic and author at Oxford University, "trust is earned in the smallest moments, not through heroic deeds or highly visible acts."

We also know that employees always seem to want to know more than they probably need to or should know. And if you say you are being transparent and then legitimately hold back information the staff thinks should be shared, will their level of trust be diminished? Maybe yes, and then what?

Here's a thought. What if we didn't link transparency to trust but instead coupled it with vulnerability? How might that help leaders earn trust?

Patrick Lencioni, author of The Five Dysfunctions of a Team, says that strong leaders are the ones who aren't afraid to show vulnerability -- especially when they admit they don't have all the answers. When we show vulnerability to our employees and it is authentic, we're going a long way toward earning the trust of our teams. A vulnerable leader can inspire greatness and engender trust.

Showing vulnerability can also encourage questions that might lead to workplace solutions. When the leader acknowledges they don't have all the answers, it encourages others to share their ideas and maybe even share their own vulnerability. 

Other ways to build trust are:

• Live your values every day
• Listen more than you talk
• Get to know your employees and trust them to make good decisions
• Operate in a way that encourages openness and transparency
• Treat everyone with respect
• Show your employees that you value them as individuals -- not just for their work
• Communicate often
• Set clear expectations and hold people accountable

Be transparent when you can, trust your team, and let them see your "not so perfect" side from time to time, and odds are you will earn the trust of your staff. 

Change – A View from the Top

I recently heard this statement: “Spring is a lovely reminder of how beautiful change can truly be.”  So, consider the change taking place in the following situation:

At the beginning of the school year, the executive director of a private school announces he is retiring at the end of the school year. So everyone affected has nine months to get used to the idea. Shouldn't be a problem, right?  Well, not until the board completes their search and makes a decision between two final candidates – one internal, one external who had previously taught at the school. Needless to say, a majority of the staff wants the internal candidate chosen, but their hopes are dashed when he's not. 

As soon the announcement is made, the gossip and the rumors start. They aren't just about the new executive director or the internal candidate not chosen. They are rumors about the teachers too – which ones may leave because of the choice. Even the students are getting pulled into the scuttlebutt. 

We discuss this very situation in The Essential Workplace Conflict Handbook. No matter how hard the new leader tries to instill confidence and let the existing staff get to know her, this change can bring conflict out in the open. In this scenario, the new leader won't be starting for several months -- and conflict is already rearing its ugly head. 

What to do?  The current leadership must recognize change causes fear. Respect the fears being manifested and listen to people's concerns. Use the rumor mill to spread accurate information to counter the gossip and negative information that's rampant. Over-communicate. Use every available communication methods to reach the staff (including the teachers), parents and, yes, the students. Be honest with people and treat them with respect. Communicate realistic expectations keeping in mind that everyone wants to know how the changing organization is going to affect them.

Remember, the hardest part of change is getting through it.  The conflict tunnel can be dark, but the light at the end may be brighter than the one at the beginning. You can learn more by reading Chapter 1 of The Essential Workplace Conflict Handbook which discusses What’s New at Work?