Leading with Trust

JUNE 12, 2022

Many managers either haven’t had the opportunity to develop these skills, are resistant to doing so, or don’t have an interest in them. The first step in your journey is investing in your own development. When you add up all these reasons, it’s easy to see why we have an empathy deficit among leaders and their people.

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Self-aware Leadership Servant Leader Blanchard 122

Leading with Trust

JANUARY 12, 2020

The Ken Blanchard Companies recently unveiled the results of their 2020 HR Learning and Talent Development Trends Survey. Over 800 Learning and Development professionals participated in the survey, comprising a wide cross-section of roles, age, and level of responsibility in organizations. Photo by Lukas on Pexels.com. Pacific Time.

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Blanchard Skills Leadership Survey 76

Leading with Trust

FEBRUARY 22, 2020

It doesn’t matter if it’s a sports team, a military team, a work team, or any other kind of team, the best teams have developed a high-level of trust among team members to the point that each individual knows they can count on each other to do their part. Hire and develop great team members —You may be asking what this has to do with trust.

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Team Strategy Sports Learning-by-Doing 126

Leading with Trust

MAY 16, 2021

Reciprocation is a key factor in the development of trust. Warring factions have developed a singular membership criterion: you’re either with me or against me. You achieve goals consistently and develop a track record of success. There is a social dynamic in relationships known as the Law of Reciprocity.

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Ethics Magazine Skills Definition 120

Leading with Trust

NOVEMBER 22, 2020

Reciprocation is a key factor in the development of trust. Warring factions have developed a singular membership criterion: you’re either with me or against me. There is a social dynamic in relationships known as the Law of Reciprocity. In the public square these days, negative reciprocity is the norm.

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Advice Influence Class Participative 109

Leading with Trust

JUNE 29, 2020

Like some sort of relational osmosis, people figure trust just naturally develops over the course of time, and the longer you’re in relationship with someone, the greater the likelihood you’ll build a strong bond of trust. They assume trust “just happens. Well, if you believe that, I’m sorry to burst your bubble.

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Learning-by-Doing Bond Planning Workshop 104

Leading with Trust

JANUARY 24, 2021

You likely developed a reputation as someone who could solve any problem that came your way and that ability probably helped you get promoted. Don’t cheat your team and stunt their development by sugarcoating performance feedback. Here are four common ways manager’s cheat their team members: 1. Solving their problems.

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Micromanagement Management Learning-by-Doing Team 118

Leading with Trust

MARCH 8, 2020

I explained that power is a dynamic present in all of our relationships and it’s one we need to properly manage to help our relationships develop to their fullest potential. Servant leaders seeking more power? In and of itself, power is amoral; it’s neither good or bad. The way we use power is what determines its value.

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Servant Leader Power Influence Stress 102

Leading with Trust

JUNE 7, 2020

It’s through that act of vulnerability that intimacy can develop and trust can flourish. If we are ever going to bridge the racial divide that separates us, we need to start trusting each other. The only way for trust to begin is for someone to take the risk of extending trust to another.

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Influence Education Development 93

Leading with Trust

JANUARY 26, 2020

You want team members to take responsibility for owning the goal and developing their own plans for executing against that goal. Instead, treat mistakes as learning moments and view them as an opportunity to teach and develop your team. Micromanaging thwarts initiative and creates dependency on you, the leader.

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Team Micromanagement Leadership Goal 116

Leading with Trust

JUNE 26, 2022

Trusted servant leaders, on the other hand, develop and empower their people so that they will perform just as well, if not better, on their own as they do when the leader is present. They’re concerned that when they’re not around, people will get off-course and do something stupid that will reflect badly on the leader.

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Servant Leader Team Blanchard Leadership 95

Leading with Trust

APRIL 1, 2020

Our people need to believe they will be able to grow, develop their skills, and have the opportunity for advancement or career progress. Employees need to take responsibility for their own development and learn how to manage their motivational outlooks. So true…leaders are dealers of hope.

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Human Needs Learning-by-Doing Morale Motivation 116

Leading with Trust

AUGUST 2, 2020

In a future article I will share specific skills you can develop to reduce your tendency to minimize or win and boost your ability to stay candid and curious. The goal, obviously, is to stay in the sweet spot by balancing the amount of candor and curiosity in the discussion. After all, the sweet spot is where good work happens!

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Team Discount Stress Article 135

Leading with Trust

MARCH 13, 2022

Leaders must be nimble, move quickly, and develop empowered teams who take ownership of their own work. I mean you can’t approach today’s leadership challenges with yesterday’s solutions. The tired and worn command and control style of leadership doesn’t work in today’s fast paced workplace.

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Servant Leader Leadership Blanchard Supply Chain 101

Leading with Trust

FEBRUARY 9, 2020

Building trust is a skill you can learn and develop, it’s not something that just happens automatically. Unhealthy competition creates a scarcity mentality and perceptions of mistrust among team members, whereas collaboration encourages people to develop trust and reliance on each other to accomplish goals as a collective unit.

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Succession Planning Blanchard Leadership 84

Leading with Trust

SEPTEMBER 22, 2019

Like some sort of relational osmosis, people figure that trust just naturally develops over the course of time, and the longer you’re in relationship with someone, the greater the likelihood you’ll build a strong bond of trust. Most people assume that trust “just happens” in relationships.

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Bond Mentor Diversity Course 78

Leading with Trust

JULY 19, 2020

Despite organizations investing in a broad array of team development strategies, research shows only 15% of mergers and acquisitions succeed, 9 out of 10 organizational change initiatives fail to achieve their intended results, and teams consistently fail to meet their goals.

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Team Teamwork Productivity Products 135

Leading with Trust

FEBRUARY 16, 2022

For more than 30 years, Jim Dittmar has served in the field of leadership development as a practitioner, teacher, consultant, researcher, and author. When that happens, there’s no telling what good things will emerge as everyone answers the questions, “Am I a leader?” with a resounding, “Yes!”. in Organizational Leadership Program.

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Books Blanchard Leadership Influence 101

Leading with Trust

OCTOBER 20, 2019

A few, infrequent occurrences of those behaviors don’t have much impact on trust, but when they happen often enough that the leader develops a reputation of being unreliable, a trust gap has developed that can be difficult to overcome. Dishonesty – Being dishonest is the cardinal sin of trustworthy leadership.

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Leadership Micromanagement Follow-up Commitment 89

Leading with Trust

MAY 22, 2022

I think in-person gatherings are critically important for team formation, bonding, and cultural development. Nothing yet invented can replace human-to-human interaction, and I doubt it ever will (although, I wouldn’t be surprised to see future technological innovation that closely mimics in-person interaction).

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Servant Leader Leadership Blanchard Teamwork 132

Leading with Trust

JANUARY 23, 2022

When performance is going well or falling short of expectations, give them appropriate praising, redirecting, or coaching—or reexamine whether your leadership style matches the person’s development level on a specific goal. Admit Your Mistakes. If you make a mistake, own it.

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Blanchard Servant Leader Succession Leadership 106

Leading with Trust

JULY 18, 2021

I was interviewed about the opportunity to build trust as organizations develop plans to return workers to the office. Enjoy this article that was recently published in Ignite! , the newsletter of The Ken Blanchard Companies.

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Blanchard Strategy Learning-by-Doing Micromanagement 133

Leading with Trust

AUGUST 18, 2019

Competence – Too often people stop focusing on their personal learning and development once they reach a leadership position. It results in helping people to know each other better, foster team cohesiveness, and develop a greater appreciation and understanding of their teammates. Here’s a good place to start: Show.

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Simon Learning-by-Doing Information Leadership 81

Leading with Trust

NOVEMBER 14, 2022

Scientific studies show that removal of choice increases the release of cortisol (the stress hormone), suppresses the immune system, and results in the development of what researchers call “maladaptive” (aka, bad!) behaviors. [iv].

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Power Resistance Management Stress 52

Leading with Trust

FEBRUARY 3, 2020

They achieve goals consistently and develop a track record of success. For trust to develop, someone must make the first move by extending trust to another. They show good planning and problem-solving skills and they make sound, informed decisions. Their people trust their competence.

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Mission Statement Leadership Servant Leader Motivation 98

Leading with Trust

MARCH 20, 2022

Is it possible to help our people develop good character or do we simply accept that if they don’t have good character by adulthood, they never will? Without some sort of development intervention, this can be a bad hire. So much so that I developed and offer a course called Values-Based Decision Making (VBDM).

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Ethics Servant Leader Execution Team 90

Leading with Trust

AUGUST 30, 2020

Fortunately, there are four skills we can learn and develop to counteract our tendencies to win or minimize. Both tendencies, win and minimize, pull a team away from the communication sweet spot and lower the team’s overall capacity to have productive conversations. Testing and Inquiring. Let’s look at how to tame our desire to win.

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Skills Team Learning-by-Doing Teamwork 132

Leading with Trust

MAY 17, 2020

They achieve goals consistently and develop a track record of success. There are four primary characteristics that distinguish high-trust leaders. Trustworthy leaders are: Able —They demonstrate competence by having the knowledge, skills, and expertise for their roles. Their people trust their competence.

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Ethics Film Skills Policies 94

Leading with Trust

JUNE 2, 2020

Ultimately, my job as a leader is to help my people develop to become the best version of themselves. I can’t do that by telling them what to do. They have to figure it out themselves, but I can coach them along the way. Using a reflective inquiry approach will make them, and me, more successful.

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Open-book Leadership Styles Leadership Advice 100

Leading with Trust

JULY 12, 2020

It’s a skill that must be developed and practiced over time for leaders to become comfortable navigating the complexities of organizational change. Yet research has shown that 70% of all organizational change efforts fail, cost more, or take longer than expected. Leading people through change is not a natural-born talent for most people.

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Blanchard Proposal Information Resistance 126

Leading with Trust

APRIL 18, 2023

Involve Employees in Creating the Strategy —If you find some sort of monitoring of remote employees is needed, digital or otherwise, involve the people who will be impacted in developing the strategy. People will have greater ownership and commitment to the strategy if they understand the purpose of it and help create and implement it.

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Blanchard Servant Leader Survey Organization 54

Leading with Trust

SEPTEMBER 15, 2019

Team leaders and members need training to learn the stages of team development, how to build trust, how to channel conflict into productive problem-solving, and how to sustain their high performance over time. But it doesn’t happen by accident.

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Team Blanchard Teamwork Leadership 80

Leading with Trust

DECEMBER 1, 2019

The employee experience of your organization will develop with or without your involvement. Obviously, it’s in your best interest to proactively influence the process.

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Influence Human Resources Leadership Quality 66

Leading with Trust

AUGUST 11, 2019

They achieve goals consistently and develop a track record of success. An individual is trustwort hy when he/she is… Able —An able person demonstrates competence by having the knowledge, skills, and expertise for their particular job. They show good planning and problem-solving skills and they make sound, informed decisions.

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CPA Advertising Learning-by-Doing Ethics 75

Leading with Trust

JUNE 22, 2020

In that regard, Hu-Chan suggests the BUILD model as a construct for developing and preserving face. I find the concept of face to be interesting given its close connections to trust. Saving face is a means to building trust in relationships.

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How To P&L Self-aware Emotional Intelligence 99

Leading with Trust

MARCH 10, 2020

The out of sight, out of mind pitfall often befalls virtual workers, thereby limiting their personal development and advancement opportunities. Virtual workers must advocate for themselves and need their leaders to champion their efforts in being included in the broader organizational community.

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Strategy Team Training Bond 126

Leading with Trust

JULY 28, 2019

Early diagnosis of these negative communication patterns, and replacing them with positive ones, will help you develop healthy and productive relationships. Having time and space to process your feelings allows you to gain perspective which often isn’t visible when you’re in the heat of the conversation.

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Sharpe Morale Positioning Report 77