Category Archives: trust

A model of integrity

In recognition of President’s Day and our continuing dialogue on integrity this month, it’s a good opportunity to focus on a president who exuded integrity. George Washington, our nation’s first president, demonstrated integrity both on the battlefield and in the nation’s highest office. In the words of author and historian David Hackett Fischer, Washington possessed “integrity, self-discipline, courage, absolute honesty, resolve, and decision, but also forbearance, decency, and respect for others.”

Washington’s integrity was tested in the early years of our new nation, especially during the Revolutionary War. By 1777-78, he was commanding troops and had suffered losses in all major battles against the British. Retreating 18 miles north to Valley Forge, he helped his soldiers build log cabins where they stayed the winter in freezing cold conditions. With the lack of food, cold, illness, and a demoralized army, he lost at least a dozen men each day to death or desertion.

Washington urged Congress to send the troops food, but Congress advised him to steal food from nearby farmers. But that didn’t pass Washington’s integrity test. Even though local farmers were selling their corn and beef to the British, who paid in gold, Washington rejected Congress’s advice and promised to hang any soldier caught stealing food. Washington won the trust of his troops who were impressed with his integrity.  The next summer, his men who had trained hard over the winter, won a victory that set the stage for overcoming the British and gaining independence for America.

During Washington’s presidency, his integrity was tested often.  For instance, he recognized that America’s integrity, both at home and abroad, depended on honoring its war debt. Some Americans wanted to default on payments to those at home and in France who had invested in the war for independence. Some advised repaying part, but not all of the debt. Washington clearly saw this as an issue of integrity and persuaded Congress to pass a tariff to pay all our debts.

Washington wasn’t always popular with everyone, but he was respected and trusted. And that trust went a long way to ensure Washington’s success as our first president even when he did make mistakes. As Dr. Burton Folsum, Senior Fellow in Economic Education, Mackinac Center for Public Policy, observes, “Politicians of weak character are often second-guessed and challenged on their motives. Washington’s strong character helped Americans forgive him when he made errors in judgment.”

In Washington’s own words, he expressed the value of always acting with the deepest integrity:

“Without virtue, and without integrity, the finest talents and the most brilliant accomplishments can never gain the respect, and conciliate the esteem, of the truly valuable part of mankind.” – George Washington

Anita Rios

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Are you congruent?

Congruent, what’s that? Congruence is defined as behaving in a way in which your values and your actions match. Sounds simple, right?

Over the last decade or so, I’ve done quite a bit of coaching with leaders who are preparing to interview for various leadership roles. One of my best pieces of advice to them is to demonstrate congruence in their interview. That is, when they say they have particular values, strengths or abilities, they need to be able to give clear examples of those things and weave them throughout their interview.

Demonstrating congruence is important for leaders at all times, not just in an interview setting.  When your actions match your values, it gives people confidence that you lead authentically and act with integrity. Still, demonstrating congruence is not easy.  It’s one thing to have the self-awareness to know and communicate your values, but it’s another thing to ensure that your actions always follow your espoused values.

In her chapter on Congruence in the edited book, Leadership for a Better World, Tricia R. Shalka, says “Acting in congruence means you give time and energy to the things you say are important. If you say your family is most important but you choose to work 80 hour weeks and, via technology, are never truly with your family 100%, is that congruent with saying your family is most important? Probably not.”

So how can you ensure that your values and actions are congruent? Here are a few questions for you to ponder:

  • What are my core values?
  • How do my actions demonstrate my values?
  • What actions have I taken recently that are clearly aligned with my values?
  • What actions have I taken recently that are not aligned with my values?
  • Do I need to change my actions to bring them in line with my espoused values? Or do I need to re-evaluate my values and communicate them honestly to myself and others?
  • How can I demonstrate congruence with those I lead?

Last week I was struck with the congruence that Dr. Annette Parker demonstrated while sharing her story of her early career. She started working at a GM plant fresh from high school and only later began her education at a community college, quickly becoming a tutor and then an instructor.  Dr. Parker continued her education and rose through her career to become a president of a community and technical college, and now leads collaborative workforce development efforts for the system. Her career has demonstrated the way she values both technical and continuing education for herself and others.

What examples of congruence have you seen in yourself or leaders around you?

Anita Rios

 

 

Radical transparency?

Last week when I was preparing to meet with one of our university leaders, I noticed that her email to me had an interesting tagline. At the end of her email signature and institution’s mission, she had added a postscript. It read:

PS: “Please forward this email to those I may have inadvertently missed. Anyone who needs this information is welcome to being in the loop. Let me know who I missed so I can add them to future correspondence. Radical transparency is a fundamental practice I choose to follow.”

Wow! After reading it, I began to think about how her message not only communicated that she was committed to transparency, but was a declaration of her values AND a demonstration of integrity. Many leaders say they practice transparency in their communications, but few go to lengths of demonstrating it in this way.

At the end of our meeting, I asked her about the postscript in her email and remarked on its uniqueness. She affirmed that this practice has built trust among her teams. (I have to add that it is just one of the many things she does to create a productive work environment on her campus.)

As we were talking, she remarked that anyone who doesn’t think that their emails are completely public is fooling themselves. Everything we communicate online is open to sharing and can circle the globe quickly.

The phrase radical transparency makes me smile, in that it communicates transparency to the extreme. Simply defined, radical transparency includes actions and approaches that radically increase the openness of organizational process and information.

In that one postscript, this leader clearly demonstrates her integrity with every email message.  What practices do you employ that demonstrate integrity?

Anita Rios

“Tell me more about that….”

(Click on image to expand)

To truly understand someone you need to care about them, at least a little bit. As a proud introverted leader that sounds daunting. Yet a close look at the Gallup Q12 Engagement Index shows that a “manager caring about their people” is a clear determinant of employee engagement!

How can you get to know your people while still respecting and acknowledging the natural boundaries that exist between leaders and their teams? You are busy, your people are busy, and you are their boss. Leaders can’t become best friends or confidants, but genuine caring about employees as a whole person is crucial. For most leaders the problem isn’t the genuine caring but figuring out HOW to show their interest and caring in a work setting.

A recent article in Forbes highlights “Seven Ways a Leader Can Get to Know Their Team Better” with practical ideas.

  1. Help Your People Succeed Anywhere, Not Just in Their Current Role. Remind yourself and your people that success and development in their current role will help them in their future, regardless of where they choose to go.
  2. Schedule Regular Celebrations. This isn’t a new idea but in the chaotic world of work it is easily overlooked. Taking time together and talking about non-work topics builds stronger relationships.
  3. Manage By Walking Around. Get up and informally talk with your people. Share personal anecdotes and inquire about non-work activities, milestones, and experiences.
  4. Talk Naturally During Downtimes. Take advantage of the time before meetings, in the hallway, on the elevator, or while webinars are starting to chat about anything other than work.
  5. Ask About Displayed Photos, Trinkets, Mementos, Art Work, etc. This is my favorite! I started the post with a saying I have posted on my wall and I have many stories behind it. What your people display is important to them and asking about it will help you truly connect.
  6. Make Sure to Listen! All your hard work will be for naught if you don’t actually listen. Enough said.
  7. It Requires Variety. Genuineness and caring is not one size fits all. When you open up your interactions to the whole person you need to be flexible and adaptable.

Ask about that photo and see what you learn. I bet it will be interesting.

Todd Thorsgaard

Advice for new executive leaders

Rich Bents, Ph.D., Partner, Future Systems Consulting

Are you in a new executive role or contemplating one? If so, this advice from Rich Bents might be very timely for you. I had the pleasure of interviewing Dr. Bents this month and found that he has a wealth of wisdom to share. (My questions are noted in bold, with his answers below.)

Rich, you’ve been serving as an executive coach to quite a few of our new and emerging executive leaders in the last seven years. What do you see as the top two or three challenges that new executive leaders face in their roles?

A common challenge for those seeking executive positions in higher education is fiscal management, particularly fundraising. Delegation is often a challenge. The basic act of clearly assigning a task and accountability can be difficult for new executive leaders. Another challenge is creating a stimulating vision for an organization that fits comfortably into the vision for Minnesota State. It is easy to just articulate a vision, the difficult part is demonstrating how that vision fits into a larger context.

In your observation, are there any predictors of success for a new executive leader? What do successful leaders do?

The predictors of success I have found are emotional intelligence and the ability to create trust while exuding trust-worthiness. The first step is to ensure high self-trust. Then attend to the following questions: Are my intentions pure? Do I have high integrity? Do I have the necessary abilities to get the work done that is before me? Do I exhibit the appropriate behaviors? Am I engaging in collaborative ways? Do I get desired results? These six questions pretty well cover all trust issues. A breech of any one of them will always challenge a trust relationship.

What are some of the most common pitfalls for new executive leaders?

A common pitfall is not understanding or not identifying all of the stakeholders and attending to their needs. New executives often do not realize who all of their stakeholders might be. And even when all of the stakeholders are identified, new executives may not know what the stakeholders are expecting. The needs of the stakeholders may be very diverse and at times unexpected. Validating the various stakeholder needs is an important and rewarding exercise.

Another common pitfall is not identifying potential blind spots in their leadership style or in their values. Blind spots are just that –things that we do not see. When looking at leadership styles and personality preferences, blind spots can be exposed by looking at the opposing styles and types. Opposing values are more difficult to discern because executives dearly hold to their personal values and find it difficult to find and state an opposing value in positive terms. Usually what happens is a value is stated i.e., “Optimism” and we quickly say “Pessimism” is the opposing value. However an opposing value to “Optimism” may well be “Realism.” Understanding that other people will hold opposing values to our own gives the executive greater insight to their own values and behaviors.

What do you advise leaders to do to avoid those pitfalls?

Reflect to identify all stakeholders and articulate, then validate, their needs. It is important to engage stakeholders in discussions that answer the following questions: What is it they want? What is it they need? What is it they expect?

First clarify personal values. Then share your values with those close to you. And always live your values.

If there is one thing you could advise all leaders to do whether they are new in their role or not, what would it be?

Know your values and live them. Learn how to create trusting relationships. Be emotionally strong/well.

For executives, I always try to instill the full meaning of what Max De Pree once said: “The first responsibility of a leader is to define reality. The last is to say thank you. In between the two, the leader must become a servant.”

Thanks for your willingness to share your wisdom, Rich!

Anita Rios

It’s about relationship

“When leadership is a relationship founded on trust and confidence, people take risks, make changes, keep organizations and movements alive.” – James M. Kouzes and Barry Z. Posner

Have you ever noticed that its much easier to get things done when you are working with people you trust? I certainly have. There is ease, satisfaction, and sometimes even joy working towards a common goal with those whom you’ve developed solid relationships. I’ve also noticed that leaders who focus first on building relationships often are far more successful, than those who are singularly focused on getting things done. People naturally want to work with leaders who care about them and are invested in their success.

In their classic book The Leadership Challenge, Kouzes and Posner relay numerous case stories and research studies that reinforce the importance of relationship-building skills for leaders. According to their 20 years of research, leaders who demonstrate strong social skills and get along well with others, take time to build relationships with their subordinates, and work to see a situation from someone else’s point of view, experience the most success.

Knowing how important social skills are, what can leaders do to enhance their ability to build solid, trusting relationships?  Here are a few thoughts:

  • Engage: Open up dialogue by asking good questions. Questions about people’s expertise and point of view are great starting points to build relationships. Just a simple, “What do you think?” question can be a good start.
  • Listen: Let other people talk and then pay attention.  Focus on what people are trying to convey and reflect back what you’ve heard. Take time to understand what other people do. Stay open to new ideas and embrace learning new things from others.
  • Acknowledge: Value people’s contributions. Give credit to others for their contributions and successes. Celebrate accomplishments of your team. People are always more motivated to work hard and try new things if their efforts are acknowledged.

Most important, remember that relationships take continual care and feeding. It’s not a one and done proposition. Since I’ve returned from work after being on medical leave for a year, I’ve been working on rebuilding relationships with my team and others. It’s a work in progress. I’m holding regular 1:1 meetings with each of my staff and bi-weekly team meetings to build more collaboration and camaraderie.

What tips do you have for building solid, trusting relationships at work?

Anita Rios

The time is right!

Devinder Malhotra, the new interim chancellor for Minnesota State, has stated that there has never been a better moment in time for our leaders to make a profound difference. Due to the challenges we face, the complexity of a system of colleges and universities, and the incredible difference our schools can make in the lives of the people of Minnesota, now is the time to be a leader.

One type of leadership Malhotra was highlighting is defined by Bernard Bass in his groundbreaking book, Transformational Leadership.  Transformational leadership works well in exceedingly complex organizations made up of diverse and challenging work groups that need to feel empowered to succeed in times of great uncertainty. Sound familiar?

Transformational leadership is best recognized by the impact it has on people in the organization. This type of leadership causes people to trust, respect, and even admire, their leaders. Transformational leaders:

  • Hold positive expectations for their people and show their people that they believe they will succeed.
  • Focus on and demonstrate that they care about their people’s personal and professional development.

Can you picture the leaders who have made a difference in your life through their transformational leadership?

Todd Thorsgaard