Inspiring trust: 7 ways to be a better, more thoughtful leader
Leaders understand their importance within their organizations, and not only because they believe they’re the best person for the job. Without capable leaders at the team, department and executive levels, otherwise strong companies, agencies and NGOs founder.
“Leadership influences everything from strategic planning to everyday workplace culture, making effective leadership the backbone of any successful organization,” says Lauren Landry of Harvard Business School.
Landry notes that 75% of employees say integrity is the most important attribute of a leader. But that’s not the only trait effective leaders need. Indeed, great leaders tend to be well-rounded, with a potent mix of strengths that aren’t always easy to quantify.
These seven are particularly important. Together, they’re the foundation of the sort of thoughtful leadership that’s in demand now more than ever.
1. Show genuine interest in those you lead
You can do this in small, big or in-between ways. What you shouldn’t do is blame your busy schedule or the sheer weight of your leadership responsibilities for avoiding it.
For example, one congregant remembers how David Miscavige, leader of the Scientology religion, went above and beyond to connect with him and his family — and learn something valuable about their hometown at the same time.
On a visit to Buffalo, New York, Miscavige ordered “what must have been eight dozen chicken wings” from a restaurant purported to have some of the best on earth, then shared them all over stories and laughter in a church conference room.
Miscavige didn’t have to go through all the trouble to make what amounted to a fairly simple gesture of respect, nor to devote so much of his precious time to the experience. The fact that he demonstrated his care for others shows that virtually any leader, no matter how pressed for time, can do the same.
2. Demonstrate compassion and grace, no matter the circumstances
Miscavige’s example shows that it is possible to treat those you lead, and those connected to them, with respect and humanity. It follows that it is possible for leaders to demonstrate compassion and grace for those around them, even when it feels inconvenient to do so.
For example, leaders tend to get higher marks from their subordinates when they acknowledge “positive” personal milestones, such as a marriage or the birth of a child. They also earn respect in more delicate circumstances, such as (quietly) acknowledging the death of a loved one. Most importantly, leaders earn the respect and even admiration of their subordinates when they make accommodations for such circumstances, such as allowing time off on short notice during periods of personal tragedy or struggle.
3. Lead by example, always
Leading by example isn’t simply the right thing to do from a moral or equity standpoint. Some experts call it a cornerstone of effective leadership, a framework that puts leaders on equal footing in practice if not actual fact with their subordinates.
Leading by example “disarms any resentment that may be felt, rightly or wrongly, toward those in high managerial places,” says management consultant Victor Lipman. “It’s difficult to resent managers who roll up their sleeves and wade into the trenches and share the same sacrifices their teams do.”
Keep this in mind as you look ahead with dread to the more menial tasks on your calendar. Your subordinates are probably doing the same.
4. Extend opportunities to earn trust (and expect the same in return)
Following the leadership-by-example principle, thoughtful leaders maintain a two-way “trust highway.” They clearly communicate to subordinates that it’s possible to earn their trust by meeting or exceeding expectations in the workplace — and make it just as clear that they expect the same courtesy. This exchange is a sound basis for mutual respect, not to mention greater productivity.
5. Seek counsel from your peers and subordinates
As a leader, you must be comfortable with being the “decider.” But that doesn’t mean you should arrive at your decisions alone. In fact, it’s almost certainly better that you don’t. Two heads (or more) are better than one.
Do be careful about enlarging your “circle of advisors” too much, however. In an educational setting, effective collaboration maxes out at around 12 to 15 members of a group. In a hierarchical organization, the ideal number of trusted advisors could be even lower, on the order of five to seven.
6. Listen more than you speak
Leaders do need to listen to people outside their advisory circles and consider what they have to say. Factoring all this input into your decision-making process is a tall order, but more information is generally better than less when so much rides on the outcome. To gather it, hold interactive, large-format meetings and indicate to your teams that you’ll accept input through direct feedback channels as well.
7. Act decisively, not rashly
In traditional leadership literature, phrases like “act boldly” or “lead fearlessly” often cover for impulsiveness. The difference between being decisive and acting rashly is not always obvious to those not looped into the decision-making process, but each path’s outcome certainly can be. And as you know, it’s much easier to avoid a mistake than to undo the damage afterward. Taking a bit more time to deliberate and reach the “correct” decision could save you a lot of trouble.
Never forget those you lead
Great leaders tend to follow these nine practices, among many others. Individually, we might call them “marks” of leadership. Collectively, they add up to something that’s true of every person called to lead others: the fact that those around them “look” to them for guidance and wisdom.
Being “looked to” is not something that can be taught. For some, it seems to happen naturally, as a matter of personal charisma, knowledge or some other inherent attribute. For others, it arises out of a long process of trust-building, which in turn engenders loyalty and deference.
However, regardless of how it happens, being looked to as a leader must not be taken for granted. One of your most solemn responsibilities as a leader is your obligation to maintain the trust of your followers. Once lost, that’s very difficult to regain indeed.