I like to think of myself as a “good” employee, as ambiguous a term as that may be. I am bright and dedicated. My work ethic is strong. I am honest and committed and willing to happily tow the company line. I haven’t called in sick to a job, any job, for over five years. I always meet my deadlines. I seek out new things to learn. I am loyal to a fault. I need very little in terms of supervision, because I believe that the work I produce is a direct reflection on my character, and I work very hard to make sure that reflection is an accurate one.

My demands are meager, and they are few. But what I do require, now and then, is a little pat on the head. An occasional “good job” or a “we’re glad you’re here” or a “you really went the extra mile on that one.” I’ll take feedback, good or bad, thin or robust, over a silent, perfunctory pay raise any day. Although at my previous employer, I couldn’t even rely on that. Of the twelve years I worked in my job, I received one major promotion and no increases in pay, as I happened to be unlucky enough to work for someone who believed neither in annual raises nor in merit-based ones. There was literally zero external incentive to do anything more than a passable job. And yet I kept showing up.

I worked for a business that had experienced unprecedented growth and jaw-dropping success almost since its inception. Because it was so successful early on, the management team became complacent, arrogant about the approach they felt was the right one to take in running the business. The industry environment began to change, slowly eroding the company’s share of the market year by year. It was almost imperceptible—a long, slow death. Because I had been with this company from the very beginning, watching this slow, internal rot was like watching a dear old friend die of bone cancer. And as the company’s illness spread, people who do poorly with power were given positions in which they held it, and the longstanding employees among us, those who felt the grief most strongly, bore the brunt of management’s fury.

The general manager, my friend, had inherited a sickly giant, which was not entirely his fault. But what was his fault was digging himself in; betting his life, his livelihood, and the safety and stability and overall wellbeing of his family on the success of this business. And when he began to realize that he had made a bad choice as a person, he lashed out as a manager. The atmosphere inside the building grew more and more oppressive as the months, and then years, passed. The staff rarely smiled. Every person in every division, except for the very new among us, began to tread lightly around management, knowing that the slightest misstep would result in, at best, public humiliation. The business held on, but barely, in the same way that a person who has fallen off a cliff grasps desperately at the face of the sheer rock wall.

I loved my job, and so I worked under these conditions for seven years. For the last two, just the thought of going to work made me feel kind of sick. But I was afraid to leave. I had given so much of myself to that company. I feared that the tempestuous job market wouldn’t sustain the change I wanted to make, and I was terrified that I might never find work that I truly loved ever again. Silly and pessimistic, I know, but the pull of an abusive relationship is equally as seductive as it is poisonous. I finally resigned myself to the facts of the situation: I loved my job, but I simply couldn’t continue to work under the conditions that my manager had created. I couldn’t suffer a culture that would allow these abuses to take place. I couldn’t bear the idea of sacrificing what remained of my respect for my friend in the interest of supporting his actions as a manager. So I left.

Before I went, I tried to muster up the courage to explain, in detail, why I had decided to leave. Instead of being honest about my feelings—my hurt, my disappointment, and my disgust—I made vague statements about how it was “just time to move on.” Maybe that makes me a coward. Maybe it makes me an enabler. But if my experience had taught me anything, it was that even the most benevolent of criticisms would be met with excuses, and defensiveness, and cruelty, and I decided that it just wasn’t worth my breath.
I said it was time to move on, and it was. But the push I needed was working for a really awful manager and finally getting fed up. I moved on, and none of the things I’d feared so tangibly came to pass. I suppose that this individual ultimately did me a favor, but these aren’t the stories that you want your employees—either current or former—to tell about you when you’re not around. Failing to provide others with appropriate, useful, and timely feedback is a leadership failure, but it is also a personal one. Knowing of the deficit and refusing to do anything about it is simply irresponsible. These failings can be overcome. These skills can be learned. Don’t underestimate the power that feedback, or lack thereof, has over your effectiveness as a leader, the morale of your employees, the culture of your business, and your organization’s ultimate success. If you see yourself in my words, let me give you some well-worn advice: take matters into your own capable hands and do something about it.

• Increased focus on leadership as opposed to the task of managing.
• Quality partnerships between all types of people (team members, customers, suppliers, etc.).
• Better cross-team collaboration.
• More team based organizations and projects.
• Greater employee commitment and loyalty.

Is your team cohesive?  Do your members work well with internal and external customers?  What would members on your team say if you asked them, “What level of trust do you have in the organization?”

The following elements have been identified as key factors in the level of trust within an organization both as an individual contributor and as a team:

Results + Integrity + Concern = Level of Trust (Robert Shaw)

Achieve Results

Individual contributor: Follows through on business commitments

The Team:

1.            Has a long-term, customer- and market-based vision

2.            Establishes clear, ambitious and measurable performance targets

3.            Has consensus on key targets and measures

4.            Celebrates accomplishments

Act with Integrity

Individual Contributor: Behaves in a consistent manner

The Team:

1.            Has a clear purpose and guidelines for working together

2.            Openly shares essential information about the business

Demonstrate Concern

Individual Contributor: Promotes the well-being of others

The Team:

1.            There is a feeling of one vision, one organization, one team

2.            Peoples’ contribution are recognized and appreciated

3.            Everyone benefits when business goals are met

As you review these elements for developing trust within an organization, which of these three areas do you feel your team needs to improve the most?  Why?  With this in mind and understanding the why, what are the three most important things your team could do right now to improve the team’s level of trust.

This is just a beginning as your team moves forward to raise their level of trust.  As this is accomplished there will be more robust communication within the team and greater productivity as all work towards a common goal. Teamwork makes beautiful music.

When I read the first few lines, I thought “Why postpone?  Haven’t we been aware of the switch for years?”  Haven’t we been bombarded by media making us aware of this transition, the approaching deadline, and what we need to do?  This makes me think of holding people accountable.

The Government created a program where individuals could request a coupon that would allow them to purchase a new digital antenna box for their T.V.’s at a low cost.  According to this article, there are 1.1 million coupon requests that cannot be filled due to a lack of funding.  Furthermore, as the article stated, 8 million households rely on antennas and are unprepared for the switch.

When I read this, my thought went back to the concept ACCOUNTABILITY.  These 1.1 million people obviously waited until just a few months before the antenna box was required, rather than being proactive.  They knew of the transition, they knew what was required of them, and they knew the deadline was February 2009.

From my perspective, these 8 million people need a little tough love and a lesson on accountability.  The government shouldn’t be required to take care of every need or every issue facing society.  Especially when it comes to funding the availability to sit in front of a television set.  Shouldn’t these people either make do, or do without?  What about your organization.  Have you developed processes to have them put off or ignored?

Here are a few thoughts on accountability:

• Unaccountable behavior is costly for your organization.  How much is it costing you?
• As a leader, you have a greater challenge when it comes to accountability.  Not only do you need to model the behavior yourself, but you need to instill it in those you manage.
• People with integrity and accountability do make a difference in the organization’s performance which will translate to bottom line results.
• A culture of accountability will shift people from being reactive to more proactive.
• Accountability can be summed up as acting in a responsible way and following through on your commitments.

This article in the Los Angeles times is a great example of a lack of accountability.  It reminds me of the woman who spilled coffee on herself while at a major fast food chain.  She sued the organization for a few million dollars because she didn’t want to be accountable for her own foolish actions.  What’s next?  A 50 billion dollar Ponzi investment scheme?  Let’s start holding people accountable for their own actions.  If you have a good example of accountability or lack-of, post it into our comments section below.

In our world today, it seems that most people strive for happiness through pleasant physical surroundings and economic security. These are great, but if there is discord in human relations, these things do not bring happiness. Think about the last time you were having an argument or a disagreement with one of your co-workers, your boss, your friend, or a family member. Was it easy or difficult to focus on your priorities? Even though you might have been having some success in many areas of your life, did you find yourself still feeling some discomfort due to the stress in that particular relationship? Conversely, you may know people who are happy in abject poverty and/ or with physical stress if they have meaningful, pleasant relations with those around them.

If this is true, and certainly all of the evidence of human experience says it is, then should we not cultivate the best possible feelings for those within our circle of influence first and then focus on physical goals and results?

Consider the most relationship that you have ever had with any individual. To some degree it probably is or was marked by absolute honesty, deep levels of trust, respect for that person’s skills, knowledge, or capabilities, open communication, acceptance of differing views without acrimony, and little concern for pretenses and images. Also recognition for each others contributions and certainly a willingness to help one another in any occasion.

In effort to make the relationships we currently have the best that they can be, remember that persuasion usually cannot take place unless there is some sort of close, meaningful connection between the two people involved. The result will be a relationship of respect and progression.

Despite the injunctions, many of us have difficulty in accepting the faults and weaknesses of others; co-workers, work leaders, family members, or members of our social or religious groups. Our tendency to demand perfection of others can cause us to lose sight that we, ourselves, are less than perfect. This creates static in relationships. Undoubtedly, there are differences among us. Some of us are even abrasive and unpleasant. Others may have cultural differences that are stumbling blocks that affect us. But learning to look for the similarities instead of those things that set us apart, embracing differences, and seeing the best in others rather than the worst will lead to relationships of deep respect and lasting value.

Think about the effective leaders you’ve known throughout your life. I’m not talking about the leader who just had the authority to boss people around pushing their own will. They might be in a position of leadership, but are they true leaders?

Effective leaders aren’t born, but rather developed. Value added thoughts develop leaders. The word “thought,” by itself, is very vague and could lead to a number of different subjects. For my purpose here, I would like to relate it to a leader and tie it to another word “character.”

Thought and Character compliment each other. One cannot have good character without good thoughts. Our thoughts and actions develop our character and how we are perceived by those we lead. Effective leaders have learned to control their thoughts and actions in a manor that elevates their perceived leadership skills and ability.

Character is a trait that has been learned and is made up from one’s habits, attitudes and attributes. Values that might define good character include: Respect, Responsibility, Fairness, Trustworthiness and Caring. A leader with sound character finds it easier to achieve loyalty and dedication. People around this leader are more apt to follow and be supportive of the leader’s decisions and direction.

Individuals in supportive roles trust that the character of their leader is as described above. They respect and trust the leader, who has proven to be someone with a strong character. This leader creates a team that grows the organization because peers and direct reports have a desire to succeed and will support the efforts of this leader.

These are just some of my thoughts. I invite you to submit your information below to download your own copy of the book. Read it at your convenience and determine for yourself if it has value as a guide to qualities of leadership.

The story involves Lieutenant Colonel Christopher Hughes and a local mosque. His mission was to ask for help from the cleric in organizing the distribution of relief supplies.

However, fearing the soldiers were coming to arrest their spiritual leader or destroy their mosque, a holy shrine, a mob gathered. As hundreds of devout Muslims surrounded the soldiers, waving their hands and shouting, pressed in toward the heavily armed platoon. Hughes thought fast.

Hughes picked up a loud speaker and told his soldiers to “take a knee” meaning kneel on one knee. Then he ordered them to point their rifles toward the ground and “Smile.”

The crowd’s mood quickly changed. A few people still yelled, but the majority began to smile in return. Some people even patted the soldiers on the back as Hughes ordered them to walk slowly away, backward and still smiling.

Courage to Trust
Think about the trust that these soldiers had in their leader. A large group of people is moving towards their smaller group. The people are angry, frightened, and clearly agitated enough to cause bodily harm. Then their leader says, drop to a submissive position.

Would you do it? You are in high stress. Your body is telling you to fight or flee. You don’t want to hurt anyone; your purpose is to give aid. But you don’t want to be hurt or killed either. So, it takes a great deal of courage for you to follow this type of leadership. The deciding factor is your trust in this person, gained over time and with personal interaction. Trust is not developed in a moment. In their book, The Team Approach, Stephen J. Stowell and Stephanie Mead explain, “Trust and respect are fragile and are earned over time through genuine actions.”

Courage to Lead
Maybe more important to this incident was Hughes’ courage to ask his team to take a precarious position. It was possible that the situation would not have defused. It was a calculated risk. Dr. Stowell and Ms. Mead emphasize that, “Courage is primarily learned. It is something that team leaders must seek out, study, and emulate in response to specific obstacles and defining moments. Great leaders generate courage in the moment and recognize when action is required, regardless of the risks involved. Courage can be refined, and it becomes easier through regular practice.” Lt. Colonel Hughes’ courage was developed through dedication, conviction, and clearly defined values exercised daily. He was confident in his beliefs that he could respect the Mosque and what it represented. He was also not afraid to acknowledge the behavior that infuriated the local people and then take immediate action to rectify the error.

These qualities must have been demonstrated and observed long before this crisis incident. His team had to have seen his commitment, felt his conviction, and understood his values well enough to know that he would not easily risk their lives.

How does your team respond in a crisis? Do they trust you enough to follow a calculated risk? Perhaps it is time to re-evaluate your leadership style.