Sunday, November 20, 2005

Trust: Commitments and Confrontation

(Part Six of a multipart series)

As we mentioned in our previous post, a leader cannot always control the trust experience in their organization. But, they can act in ways that promote trust within the immediate work environment. Today's post will explore integrity and keeping commitments as well as confronting the hard issues in a timely fashion.

Leaders should expect their supervisors and managers to act with integrity and to keep their commitments. By the same token, leaders should do the same. If you cannot keep a commitment, explain to the employees what is happening in the situation without delay. Never postpone addressing issues or breaches in integrity, or inability to deliver on a commitment. A leader's current behavior and actions will be perceived by the employees as the basis for predicting future behavior. Supervisors or managers who act as if they are trustworthy will more likely be followed with fewer complaints.

Next, confront the hard, or difficult issues in a timely fashion. Again, never postpone or ignore addressing important issues with employees. If an employee has poor work habits and/or is abusing the system, it is important to confront them about this, or other issues, as they occur. Other employees will watch and trust you more if you confront the hard issues with respect and courtesy, in a timely manner.

As we have noted above, a leader has an obligation to have high integrity, honor the commitments that are promised (either their own or that of the organization they work for) and to, in a kind and courteous manner, address any difficult issues with employees in a timely manner. By doing this, you will assure the employees that you CAN be trusted and are worthy of them putting their trust in you.

Copyright M. A. Webb, 2005. All Rights Reserved.

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