Monday, November 28, 2005

Trust: Interest and Competence

(Part Seven of a multipart series)

In previous posts we have been discussing the critical role that trust, and maintaining trust within your organization has, upon your employees. Today's post will explore the role that genuine interest and the leader's competence has in a successful organization.

It is very important for a leader to protect the interest of all employees in a work group, as well as the interests of the company. You do this by: not talking about absent employees to their peers, not allowing others in a work group or team to place blame on their peer(s); by not (ever) tolerating name calling or finger-pointing. If you observe these types of behavior you, as a leader, MUST take quick action (albeit still being kind and courteous) to stop this type of negativity from eroding the trust and confidence from your work group.

Next, leaders must be able to display, if not literally "ooze" confidence in supervisory and other work tasks. You should take the time to carefully study, understand and "know" what you are talking about. If you don't know it, then admit it and ask for your team to help you understand, learn and grow in your position.

We've seen somewhat of a recurring "theme" in how trust is instilled and maintained in an organization. However, we cannot emphasize enough how important it is for the leader to pay close attention to its power to either build up, or destroy, employee confidence and/or productivity and job satisfaction. As a leader, you need to pay careful attention to, and protect the interests of those you lead (and within the organization) as well as display competence at all times.

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

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