Are you raising your trust quotient?
A consistent outcome from many large employee surveys tells us that business leaders are among the least trusted professions in today’s culture. Overall, trust in leadership is the main employee concern in the workplace.
Trust has long been considered a powerful trait that enables leaders to succeed. People who trust their leader are willing to follow them. They are more willing to engage their duties, make strong efforts to benefit their organization, prize the quality of their work, and feel like their efforts have value. Conversely, a leader who is not trusted can never overcome large, inevitable pitfalls.
Trust is a decisive difference maker in personal and collective prosperity, so it makes sense for leaders to raise their trust quotient as high as possible.
Why don’t more leaders pursue this?
They may not grasp its gravity, or they may not understand (or practice) these four basic elements.
This article explores research on trust in leadership, the mindset needed to establish trust, and suggests ways leaders can raise their trust quotient and build trust in organizations.
This is a brief synopsis of a 1,100 word article and 3 Article Nuggets*, suitable for coaches’ and consultants’ newsletters for executives and leaders in organizations. It is available for purchase with full reprint rights, which means you may put your name on it and use it in your newsletters, blogs or other marketing materials. You may also modify it and add your personal experiences and perspectives.
The complete article includes these important concepts:
- A helping hand
- A spirit of appreciation
- A life of integrity
- A heart of humility
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