Last month, I had the pleasure of talking with Dr. Hara Charlier, President of Central Lakes College about her onboarding experience as a new president in Minnesota State. President Charlier has a natural ability to connect with people and even over the phone, had me enjoying our conversation. During our talk, she shared some very useful insights about building relationships and trust on her campus. Knowing that other leaders would benefit from her wisdom, I asked if we could feature her on our blog this month.
Here are some highlights from our conversation:
We talked about your onboarding experience as a new president at Central Lakes College in Minnesota State. During that conversation, you told me that your very first challenge was a cultural challenge around trust. Can you tell me more about that?
Sure. I think that trust can be challenged any time there is a leadership transition. People think about the new leader and ask: Can I trust him or her? Will he or she uphold the traditions of this college? Will he or she make decisions that are in the best interest of the college? Leadership transitions can shake the foundation of trust.
When I first came here, Central Lakes College was experiencing extensive turnover in leadership positions, from deans to directors and vice presidents. Issues of trust were evident from years of leadership transition. It was no reflection on the leaders themselves. It takes time to build trust and because of the continual turnover, there was no time to build trust with individual leaders.
What specifically did you do to build trust on your campus?
I believe that leaders should listen and learn first. So, as a part of my onboarding process, I conducted focus groups with all employees. I asked employees: What do we do well? What can we improve? What is our ideal culture? And how can we create our ideal culture?
That is when I realized there was a trust issue. People were fearful and did not feel heard. They were not trusting of administration.
The focus groups helped me to really hear employees’ voices and provided fabulous data to help us understand and begin to create the culture people wanted.
Based on the data, we formed a community-building team of volunteers to begin building the culture that people had identified…one where all employees are respected, feel heard, and care about each other. The team led an employee recognition day and created a calendar of social events with the goal of connecting people from different parts of the college so they could get know each other as people.
I also send out regular email newsletters to the campus community… helping them to see all of the terrific things happening on our campuses, thanking them, and letting them know that we value all that they do. This often takes the form of a top ten list. People report that they like hearing about the great work that is happening at CLC. It helps people feeling valued, contributes to the sense that we’re doing good work together, and helps to build trust.
Why do you feel building trust is essential to your effectiveness as a leader and to the success of your institution?
I believe everything we do is about “relationship,” which is the foundation of trust. It’s a personal value of mine, and it aligns with the values of the college. We are really in the relationship business.
It sounds so simple. As a public proponent of relationships, I talk about the value of people and relationships at every opportunity. We have been very vocal about how relationships are a top priority at CLC, and we work to share that message consistently across the college.
A college can’t do its work without relationships with students, each other, and with our community. CLC employees do that every day. They go above and beyond. I watch them. It is the cornerstone of what we do. We can’t get momentum without valuing and trusting one another.
How have you helped your team focus on relationships at Central Lakes?
Our leadership team actively works on strategies to build relationships – how to ensure that employees feel supported, valued, and heard, how to have meaningful conversations, and how to nurture a culture of respect. This work happens through professional development and ongoing conversations about relationships and trust, so that it is instilled in the employees of Central Lakes College.
One of our key initiatives has been knowing people’s names. If we believe that we should know employees as whole people, we need to know their names. We ask people to wear name tags at college events to help people learn and remember each other’s names. We ask them to please know each other’s names and smile at each other. We are whole, complicated beings, with lives outside of work. Knowing each other’s names is the beginning to know people.
In your role as president, people are paying attention to you. How does that influence your actions every day as a leader?
I believe that it is important for leaders to be authentic. I think it is important to just BE me. I work hard to be authentic, vulnerable and let people get to know me. It is only when we know who people are and what values guide them that we can trust.
We also spend lot of time working to gather input about decisions and ultimately conveying the WHY we make decisions. Explaining “the why” is important so that we are all going in the same direction. That contributes to trust.
The most important time I spend is walking around our campuses, stopping by offices, labs, and having hallway conversations. It’s my opportunity to talk with and listen to students and employees. Through these casual, unplanned conversations, we get to know each other as whole people – and build trust. Of course, it’s challenging to find time to do this, but if we recognize it as critical, it becomes a priority. I schedule “walk abouts” on my calendar.
What advice would you give to other leaders to enhance their ability to build trust with others?
- You can’t build trust unless you are authentic, vulnerable, and approachable.
- It’s hard to find time to walk around and talk to people, but it is worth every minute.
- Be yourself and let people see who you are (even your flaws).
- Get to know employees as people. They will appreciate you taking the time, and you will gain so much from learning about the wonderful people that make things happen in our colleges.
Anita Rios
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Last week the Harvard Business Review blog included a case study that is a good summary to our discussion on building trust. It focused on the tech company Nokia and how it dealt with major industry changes and the resulting need to completely overhaul their business strategy.
Higher EDge 