13 Behaviors that Forge Resilient Organizations
Weak organizations have weak relationships internally with each other and externally with customers. Forging resilient organizations means building strong relationships.
All strong relationships require trust.
All wise leaders build relationships because organizational success depends on it. If trust is something “they” do, you are the problem.
But, how can you build strong relationships that forge resilient organizations?
Behaviors:
Stephen M.R. Covey, says, “Relationship trust is all about behavior … consistent behavior.” (From: “The Speed of Trust.” Today, seven years after publishing, it’s still #2 in Business-Life, Ethics, on Amazon.)
Covey explains 13 Behaviors common to high-trust leaders:
- Talk straight. Let people know where you stand. Use simple language.
- Demonstrate respect. Genuinely care and show it.
- Create transparency. Tell the truth in a way that can be verified. Err on the side of disclosure.
- Right Wrongs. Apologize quickly. Make restitution where possible.
- Show loyalty. Give credit freely. Speak about people as if they were present.
- Deliver results. Don’t overpromise and underdeliver. Don’t make excuses.
- Get better. Thank and act on feedback.
- Confront reality. Take issues head on, even the “undiscussibles.”
- Clarify expectations. Disclose, reveal, discuss, validate, renegotiate if needed, don’t violate, expectations.
- Practice accountability. Take responsibility for results. Be clear on how you’ll communicate.
- Listen first. Don’t assume you know what matters most to others.
- Keep commitments. Make commitments carefully. Don’t break confidences.
- Extend trust. Extend trust abundantly to those who have earned it. Extend trust conditionally to those who are earning it.
Join me tomorrow (June 12) for a complimentary conversation with Stephen M.R. Covey, one of the world’s top trust experts. Learn how Stephen faced a crisis of trust in his own leadership.
Register: Crisis of Trust
Date: June 12, 2013
Time: 1:00 p.m. EDT
Cost: Free
Space is limited
Which of the 13 are most challenging to leaders? Why?
Good post, Dan.
I think the most difficult areas for leaders who end up undermining their own organizations is both giving credit and expecting accountability. People are often on-board with one and not the other. If they give credit too freely, then they try to shoulder all of the blame themselves. If they blame others, they wish to get all the credit when things go well. And, what is required is balance.
And both of these point back to trust and respect. Good leadership and “good to great” organizations are built upon the issues of trust. Trust and respect for everyone in good times and bad.
Well I believe putting first things first.
Also believe in context. For me with the advantage of hindsight and what has been discovered and developed over the last 7 years that all 13 of these behaviors follow WHY?
I believe behaviors develop trust but FIRST I have to take time to look deep into me and figure out what I am all about. Then have the ME I present to the world the same as the one I am telling myself I am. Congruency. Get my own house in order.
I have learned over time that FIRST I have to have my own house in order. If I can’t lead me who am I supposed to lead? If I am not leading me who am I gonna lead? I cannot transmit to others what I have not GOT!!!!!!!!!!!!!!!!! No one else can either. Hello!!!!!!!!!!!!!
So we are all in sales, people either buy our stories or we buy theirs. People do business with people they like and they trust.
Work harder on YOU, get things harmonious with you, then the law of attraction kicks in and you get back what you give, positive. Plus if you are pretty much a non-aware lying scumbag that comes right back to you too. As humans we get back what we give, period, whether we like it or are aware of it or not.
I guide my life by 12 Steps, got 13 behaviors listed here so thats cool. In AA there is a 13th step but I do not recommend it. LOL
Guess I like number 10 most Dan, just got to know the person first and foremost I got to hold accountable is me.
Live from the inside out! Works lots better for me.
I Concur!
Shifterp OUT! Back to the edge to see what’s next!!!!!!!!!!!!!
Love the point about taking accountability for results– leaders must be accountable to followers in success and in failure. Taking responsibility means not only owning up to the results but finding a way to bring them to success.
I really enjoyed todays post Dan. Forging these type’s of positive relationships both at work and in ones personal life take time and effort. Building a sence of community at work and home add’s strength and reliability. Trust will always play a huge part. And you ‘really must’ prove your trustworthyness to others. “Do you want your people to trust you”? Then trust them first. When relationships are built on a foundation of trust, your people begin to have the faith that together, even under the worst of conditions, something bad can be turned into something good. The simple fact is, when you treat people rite, you get the very best they have to offer in return and everyone wins, you, them, customers, and community…
The list imples this, but i say trust is a reciprocal relationship. You earn trust by trusting others. And the list of behaviors are ways to demonstrate trust and then trust is returned.
“Listen first. Don’t assume you know what motivates people.” I really love this. I think talking is easier than listening, and “knowing” is easier asking. What’s easiest is often the wrong thing, though. Listening and admitting you don’t know creates loyalty, and loyalty speaks for itself!
That part resonated with me, too. I like what you said “listening and admitting you don’t know creates loyalty” – that rings true to me.
Actually I do believe it is trust that builds loyalty.
If you really think about that statement more than a second or two and you get back what you give, admitting you don’t know creates people knowing you don’t know, right? Hehe
Sometimes the meaning people use to try and communicate gets lost in the excitement of the delivery.
I like you, know exactly what the intended point of that statement is the problem is the actual wording means something very different.
For me trust comes when I clearly state what I am gonna do and do it. Trust comes when I make commitments and follow through. Trust comes when I give my word and people know through my actions I will honor my word. I have found no other way.
Anyway just thought I would share that for what’s its worth.
SP
I think I see what you are saying, but what struck me about the statement was the honesty of admitting that you don’t know – for me, that honesty creates trust, which in turn builds loyalty. There is a vulnerability you have to give in to to admit you don’t know to others. But I see your point. (That was my anonymous comment above – not sure why my info didn’t post with the comment last time).
“Trust and respect are like any worthwhile crop. They must be nurtured and tended.” Dean Korthof
It’s a good list and I like Covey in general.
Here’s the problem.
If the management culture doesn’t start from the top up, it’s difficult to build leaders rather than mere managers.
I was handed a team of effective managers. By giving them real responsibility and truly empowering them to make decisions they turned into leaders. Their previous senior manager, my predecessor, was a very effective manager, but only a manager and wanted tight control. They were not a micro-manager but they were very authoritarian. The team was a well oiled machine but they also knew to keep their heads down.
I don’t blame my predecessor for their style, it was the accepted style in the company. I’ve never been comfortable with that style and I believe my results speak for themselves, so I never fussed over what my superiors expected so long as I could give them quantifiable results.
In most organizations though, the management team is not going to do that. Deviating from culture like I did is a risk, and being risk averse is all too common especially in the middle management ranks. I would say that your line managers or your executives are probably less risk adverse than your middle managers. That has been my general experience.
So if your culture says [X], your middle managers will do [X], and their managers will follow their example.
I’ve made some good traction. Other teams have noticed the changes in my teams. Executives outside our group have noticed and like the changes. My managers are engaged and morale is high. Turnover is ridiculously low and our performance routinely exceeds my high expectations.
Yet look one level of management higher than me and you’ll see it is not typical. That’s why the change is not across the board.
Great great great posts!!!!! Hearing someone talking about having a set of nads and getting results use very very inspiring .
Thanks Rob. You aught to share MORE!!!! Hehe
SP Out!!!!
Thanks for initiating the conversation today. 🙂
I think keeping commitments is one of the most important things. If you’ve listened to your team and said you’re going to act then you have to follow through.
There’s nothing more demotivating than having a boss who talks a good talk but never follows through.
It should never be “okay” for anyone to purposely lack the “essentials” of trust in their own lives simply because they stare at their leaders hard and long enough to find fault in their life. One must keep personal integrity regardless of anyone’s lack thereof. It’s the same as saying just because everyone’s doing it, it’s okay for me. It is the reason why people of the greatest inner character become so hurt when the trust and sacrifice they give to others is shattered. It’s very common for them to state that they’ll never loan their trust out to anyone again when that would be the worst thing they could do. No matter how many times we’re let down, we must always remain true to the code of inner integrity and trust we possess.