Effective leaders know that trust and credibility must be created and earned. But the process is not difficult. In fact, it can easily become powerful and enjoyable. As you read the following factors for meeting the challenge of developing trust and credibility, identify the factors that you now possess; then identify those that you would like to develop and implement.
Before you begin this process, you need to decide if you need to increase your own trust and credibilty as a leader. Regardless of the answer, ask yourself "why?" Are your goals to gain influence? To increase your impact on your world? To feel more dominant or effective? To get others to believe in you? Whatever the rationale, the process is the same.
First, be insightful. Ensure that what you say, do, and write are consistent with your values and beliefs, or at least your stated values and beliefs. Many people are more accurate than you might think when they compare what you said last month to what you say this month; or what you state are your values and beliefs vs. what you demonstrate are you values and beliefs. Basically, we're talking about integrity and authenticity. When someone at any level in your organization asks you for something, whether it be directions, a request for materials, or a review of an Excel spreadsheet, if you cannot respond immediately, tell that person when you can. And then make responding to that person a priority. Not to do so will be a mistake that will decrease their perception of your trustworthiness and credibility far faster and far easier than it will be to build or re-build that credibility. If you want others to listen, participate, and follow you, then you need to be honest and authentic: "walk the walk and talk the talk," as they used to say. If you don’t, neither will they.
Next, what kind of foundation or competence do you have for being honest? Are your decisions, thoughts, and actions based on solid KSAs? That's HR-speak for Knowledge, Skills, and Abilities. Do you have them? Do you have a sufficient amount of them? Even more importantly, do other people think and believe that you have them? Very few leaders can be effective or trusted if they cannot display proficiency in what they do and say. Certainly, few leaders are skilled in every aspect of the corporate operation. However, where they are not skilled, they have a key and trustworthy team that can fill in the blanks. And the result of the advice given by advisors and the actions taken by the leader need to combine to produce correctness, productivity, and goal accomplishment. If not, your credibility will decrease.
Third, credible, and competent leaders are consistent. This does not mean that they always take and perform the same actions the same old way all or most of the time; hardly. Change and improvements are the keys to organizational survival and success. In this sense, consistent means that they are reliable, predictable, and use judgment as often, i.e., as consistently as possible. So do not fear that if you react one way today and another way in a similar situation next week, that you will be consistently inconsistent. Just be fair and rational. You could hardly go wrong!
Fourth, credible, and trustworthy leaders display loyalty to their colleagues, employees, clients, and bosses. They demonstrate a willingness to go out of their way to help others save face, to avoid embarrassing situations, or avoid presenting substandard work. These leaders are willing to build a 360 shield around other people to protect them from a loss of self-esteem or from ridicule. This does not mean, however, that these leaders will cover-up errors or misconduct. Quite the contrary, loyal bosses can be counted on to consistently do what's right. They simply attempt to minimize the embarrassment and then take action to fix the problem and ensure that it does not re-occur.
Similarly, loyal leaders produce loyal employees. The former serves as a role model for the latter who then go on to model loyal behavior to others. As the old saying goes, "what goes around comes around."
Fifth, credible, and believable leaders display an appropriate openness to others. This is not to say that they "give away the store" or reveal proprietary information. Hardly. But they are prepared to take risks and show when and how they do not know all of the answers.
They are not saying, "Hey, look at me, I'm stupid and have just made another mistake!" On the other hand, they are honest about admitting what they know and do not know, without creating a false rational whose truthfulness will become evident later. By openly admitting to an error or a lack of information or insight, the leader gains considerable credibility in the eyes of the constituency. Trustworthy leaders invite others to participate in decision-making and discussions, especially when they need advice or input from others, despite the level in the hierarchy. In a sense, open leaders are displaying a loyalty to others by consistently admitting to voids, needs, and interests in involving others. Clearly, however, if the leader demonstrates or admits to too much lack of competence or lack of appropriate KSAs, then the leader's competency becomes called into question.
By developing and implementing these powerful factors, integrity and authenticity, competency, consistency, loyalty, and openness, any individual at any level in an organization can easily and comfortably create a sense of credibility and trust as a leader.
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