Build Trust

A game changing strategy to build trust with your team. Decisions are made faster and more is accomplished when team members trust one another. Leaders can build trust by living the game changing ideas presented in this week's episode.

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[0:00] When I want to really build up the confidence level let my people know that I trust it in order to truly trust someone.

[0:10] I given them the freedom or the the opportunity to succeed which has to include,
the opportunity to fit unleashing your best in life and work this is the game changers with Eric bowls and host Dale Dixon.
Unleashing your best in life and work by Leading with trust Dale Dixon here your host of The Game Changers podcast along with Eric bowls Eric great to see you break and.
For folks who are just joining us.

[0:40] Probably for the first time as our listenership is growing so fast we're two guys who really geek out on leadership
at least I'll speak for myself on that and I'm seeing you smile and Nod your head long as we do the same I geek out all the time and Leadership
so Eric's back ground is he coaches trains and inspires leaders to unleash their best in life and work his company is called The Game Changers Inc his book is right there it's called moving to great eye.
Once again I love this idea of helping people grow their leadership skills I'm an author of podcaster and I speak on communication so the two of us just
get together and have fun for 20 to 30 minutes helping you or drive to work be better each and every week so
today we're diving into this idea of trust and I started before we hit the record button by saying okay what's happened in the last five days of your life Eric that is we need to talk about.

[1:42] And you immediately go to this idea of trust and
let's start off by what have you seen and what are you seeing and we talked about the dramatic changes that we're experiencing constantly this rapid rate of change and how leaders are having to adjust and it really works well.
To make the adjustments when the people around you have extreme levels of trust.
You know why the example I was sharing with you Dale that I've experienced recently was
a leader who came from or had a lot of success at the previous stop
and part of that individual success was I mean they saw the situation they knew the variables that were involved I would say they had a pretty.
Junior group of leaders that they work with and now Junior doesn't mean lack of talent it just means in terms of
their agent experience even though it's a very high-level industry in where it takes a lot of competency
it was still one of those you do this you do this here's what we're going to do type environment he was incredibly successful at that
he then moves to a different role because of that success and he's in high demand and goes to a different role same company.

[2:58] But he went into an environment was very different that the currency of that group the new group he was going on was completely found in trust now when I talk about trust I mean to find it there's a couple components of trust but,
I can trust your character right but I mean I trust your competency.
So I trust you character but I might not trust your judgment okay okay now that has again that's not a character flaw that just means,
sometimes we need a little more time to be able to see people's decision-making seeing how they do and then now do I trust your judgment but if I don't trust your judgment I will have a tendency to want to control a little more guy direct a little more
well that's great with people who are just coming in or a little more Junior whatever and this is different from being clear I guess one thing I need to be clear but
what ended up happening he goes into a new role where what the people simply need to know is what your intent is.
In this what we call commander's intent I don't need the instruction of how to make it happen I just want to get clarity on what your intent is that was a new challenge for him.
Because you know now he has to function with very talented individuals in the minute you start giving you no tactical or detailed instruction.

[4:21] Is in them to naturally push back because the first thing they want to say is and rightfully so is your new here.
You're already trying to change things that you're not even aware of it now keep this in mind we understand I know that but there's a lot of nuance on this so whoever's listening understanding nuances anyone who comes in.
And begins to start giving recommendations of things that can change but you haven't done a really good assessment of why things were being done a certain way in the first place.
Is always going to get pushed back especially when the people you're coming in our Pros.

[4:59] The the way I would give an analogy as he's an unbelievable conductor who left a really great orchestra that he built up and made phenomenal.
But then he moved to a new role in the new role as he's a conductor who just joined.
Five or six of the baddest cats in the world in jazz now man you do not come into a group of jazz musicians who are that accomplished.
In start trying to dictate what they do a lot of what they do they got the fundamentals down but there's a lot of nuances like so how you go into that role you probably want to come in there.

[5:37] Learning you probably want to go come in they're asking questions really getting an Insight understanding the why how they function which is not his normal because he's never had to do it this way so he has to start establishing.
A new daily habit which is so different than before and he was looking at me like well Eric I just need to know this and this and this and this I said I hear that.
But what your score was being screen really loud.
If you don't trust them however you want to Define it but that's how it's being received and so it's I believe it was Stephen Covey Stephen Covey and is actually Stephen cubby seniors son so Stephen come on
yes and so Stephen
he calls it the speed of trust and you know in which is another way of like the the slothfulness of distrust right right like you don't have trust you can't move fast and so anyhow
that has been something I've been.

[6:35] Immersed in and it's easy to say simple things like oh you just got to trust you people more whatever else but there's a lot of nuance to it in and I empathize with them in one way.
But the other challenges compound that with a need to.

[6:54] It's at a deep level have an impact like he wants to have an impact well.
When you're working with leaders like this is not your impact that matters is enabling them to even make their impact greater.
And if you the only way to do that is actually trust and more not less in and he was like well I need some time acid Man actually it's the opposite.
You have to give trust away and so you're going to have to give it away until you get information or evidence that it was a bad investment.
You need to give it up first especially when you come into an environment which is really talented.

[7:33] So I'm love to break this down and I'm thinking about two leadership approaches command and control
versus in versus context setting the context and and you use that term commander's intent which almost
is mixing this and I'm wondering if you have a leader and I think it's human nature so I'm preaching,
to myself on this one but from a leadership perspective it's so important.
For leaders to stay strategically focused but it's really easy to get sucked down into the Tactical.
Yes the difference between the two so how do you because I what I heard in that story was that he was coming in to this group who is
extremely high performing at the Tactical and he wanted to get in the mix with them,
which tends to be human nature especially when somebody's really doing well you want to get in there and play the game right,
and if you're in a leadership position it's not about bringing the command-and-control it's about setting the context and helping that group.
Continue to leverage its resources but looking at it from a strategic standpoint so I think that strategy versus tactics command and control versus context gives us a great starting point to dive in and say.

[8:58] Number one no yourself as a leader and where you where are your skills needed with this group and number two how do you start to.
Let go in order to go up that is the.
That's the challenge right it is it's for a leader who's going from I like say this way most of us almost all of us we've been.
Rewarded.

[9:27] Whether that reward is in our compensation the reward has been in our promotion the reward is being in Greater influence.
Based on where we were or what we were doing so if I was a ended incredible individual contributor or very good with a small particular team
what we have a tendency to do is not really ask deeper questions like why was I successful at that in the first place
so you know I go from in.
In being honest I say this all the time if we're using Sports analogy being a wide receiver like I was it's a very individual driven.
It's very different I don't necessarily.
Have to spend a whole lot of time worrying about the other ones on my teen I got to run my route right I got to do but we typically get the reputation of.
Individuals who are way out there they just want the ball and if they get it they're happy if they don't get it they're they're complaining which you know.
Look at the evidence kind of accurate okay but the challenge is when you go from being an individual contributor.
You say I went from a really good individual player then I get promoted and now I'm no longer a contributor I went from a ballplayer to now.
Coach.

[10:44] My ability to want to manage how the other receivers come in or the positions by doing it myself is high,
so being able to step back and allow them to understand the direction we're going the intent you were.
But also giving them room to have their own signature or involvement in it actually doing plays that allow them to be at their best versus doing it the way that I believe the ideal is even if it means they
in some cases diminishing their effectiveness because I wanted to be done in the way that I think is the right way to do it people don't understand how difficult that moment is.
Because that's a trust issue that's a trust not only in them but it's also do I trust myself enough to let go
can I can I step away and understand you know this is what I'm looking for but I'm going to just assume right from beginning to kind of trust them giving you is that I'm giving you the kind of trust where my intention is going to be done
so I'm stepping away and let you figure out that figure that out and the reason it's also the other added benefit that deal is the.

[11:50] Development that happens I have rarely seen anyone be given trust by a leader.

[11:58] And intentionally people walk away and violate it it's actually the opposite most of the time people think man if you tell me you look me in my eyes and you tell me hey
this is what I need but I trust you and figure this out I trust that you're going to do it I'm going and then step away
don't sit there and go all good I'm going to fully take advantage of this I'm just going to do anything I want no it's the opposite you actually there's something on the inside of you that wants to reward the other person.
With the fact that they gave him trust it's a subtle thing but it's powerful but because it speaks like you trust me the opposite is also true.
The more I have a leader nitpicking watch everything it tells me.

[12:37] You literally it feels like you do not believe I know what I'm doing are you questioning my competency around and and what I want I had a particular leader here like Eric how does trust grow and I said we trust grows,
from one way it grows is from the exchange of information.
And the more vulnerable the information that's exchanged the greater the level of trust goes up.
There's nothing more vulnerable that my leader or my boss could do for me.

[13:07] Which is tell me the intent and then trust me that I can go and make it happen that's vulnerable on their part because they're risking,
whatever we're going after on me so it's to share Dynamic until leaders all the time not telling you to be foolish I'm not telling you not to be aware of what your folks can do
but they should feel a weight of responsibility because the amount of trust you give over to them not the opposite,
that makes any sense absolutely so I'm hearing that's really starts with extreme levels of self-awareness on the leaders part
you know where those nuances are between that you just described and then to I think the the follow-up and and to find a level of.
Peace in.
Turning loose is to remember to inspect what we expect sit that's it I had a you know.

[14:08] Trusting individuals are delegating does it mean complete absolving of responsibility I'm going to leave and not pay attention to it again now that's.
You know beneficial some people are that extreme and it's working but typically we do but this is what you try this is why meanings and updates and increase in value.
When I'm trusting you and then we have our one-on-one when I'm trusting you and then once a week we have our team meeting those team meetings ship Eve of greater value because the leaders coming in being.
Updated on not the they know the direction here's the direction I'm going to go ahead and tension and I keep clarifying that but you're the ones out there.

[14:50] Doing the work seeing if we're closing the gap or not finding ways to adjust and the reason I you know trust has to be at at this level and we talked about context and intent
the world's changing too fast the variables out there are changing too fat if you don't have Clarity of intention and more importantly
if you don't have the authority to adapt and adjust white where you're at with that kind of I trust you enough to know you will make the adjustment you're on the film.
You're going to have to make plays
you're going to have to look I tried this we're gonna have to course correct many times trust growth my trust in you is not that you're perfect like you said before Perfection is that the biggest hindrance to progression right it's not that you're going to and I'm going to make mistakes
my trust level is that you're going to figure it out that you're going to just even faster that you're going to course-correct and while you're course-correcting hopefully that
more likely the very people you're leading.
Is going to get developed because it has to but all of that happens under the umbrella.

[15:54] Of trust when a leader actually trust it is what I would say trust in that the Dynamic Drive
is one of the greatest development tools that you can be given everybody believes development happens when we come together and we get a really good leadership development strategy and we put in place and here's the things we want our people to do and here's it
great Playbook man that's a great Playbook okay all those things are good right,
but the real development work is the Nuance on the inside of it we got this great Playbook but you're not letting any of your people call a play,
right like you're gonna controlling the play you're watching every detail that they spend more time
focused on or looking over their shoulder or women with their boss thinks then playing the game itself the games hard enough so you want to equip them.
Trust them enough where they can not only trust in making the plays I think this is a subtle thing deal but as you do that they will learn to trust themselves more.
Which is what you're after,
I'm not talking about ego or arrogance or none learned I'm just saying there's a level of trust they will grow in you and in themselves that really make everybody everything speeds up as cubby would say that
everything the success in our in our goals time gets collapsed we actually get more done.

[17:11] So if we break this down and talk about some of the specific activities that leaders need to engage in order to build trust here number one
that they have to extend trust first when they're and
you set the stage it's when they're coming into a high performing team and there are established roles and established competence they've got a.
See that see the evidence and then give
trust and extend trust and then I think a great opportunity for a leader to continue to build trust is to celebrate the wins so when they set intent and create context and people achieve.
There needs to be celebration around that and then when mistakes are made and.
Goals aren't hit that we see it as a learning opportunity and learn from it and not.

[18:04] Embarrass somebody or make them feel less than when you're dealing with these high high performing teams what do we learn and how do we move on and.
Continue moving the ball down the field bill that is so good we trust is one of those things that sometimes that it takes far more time to build it.

[18:24] In comparison to how quickly you can lose it
or how quickly you can destroy so how leaders respond to mistakes how leaders respond to setbacks has everything and so we need to celebrate our winds of no question.
But I will also say they'll we need to celebrate our attempts as well when I want to,
really build up the confidence level let my people know that I trust him in order to truly trust someone.
I given them the freedom or the opportunity to succeed which has to include the opportunity to fail
and so how I respond to those failures has a huge influence on the trust that exists in a group you show me a high trusting environment I show you environment where the fear of failure is low.
They nobody's excited to fail nobody wants to fail.
But everybody understands failures part of the process you I show you an environment where it's command and control or super tight
I tell you that's an environment where the fear of failure is high and so what you're not getting is people's best what you're getting is people safe
let me say that again what you're getting nine is what people's best you're getting people safe so they're doing just enough to remain safe right versus we need people making plays in The severing Changing environment we live in.

[19:52] I think to a book about.
Data by a doctor named Atul gawande and I'm spacing on the name of the book but he talks about what happens in a healthcare situation when.
You acknowledge a mistake and create a safe place for it,
he talked through to learn from and then make the adjustments and move forward versus the command-and-control where somebody makes a mistake and they get their head ripped off because of it
the hospitals where you see the command and control head rip-off mistakes are higher and and people work really hard to hide them
so they're trying to create safety just like you said and the area where mistakes are acknowledged and learn from and they work to reduce them they actually see the reductions and people are more readily.
Willing to admit them so that they can identify them and move on learn from them and create a better atmosphere and I think.

[20:54] My theory is that that would play out in every single business to your point of we need a healthy environment around how do we handle setbacks and and it's a leaders opportunity.
To really focus on creating a healthy environment around how do we handle setbacks how do we learn from it how do we move forward,
and not look at it as not look at it as that opportunity to whose head do I get to rip off today because they made a mistake
it's a low trust environment we're
blame Begins the target not responsibility and when I say responsibility is like I don't blame myself but I am responsible for the adapt of for the adjustment we get get it together I like to say when when you're in an environment where.
We can share our mistakes all of a sudden we truly multiply our intelligence because we get to you learn from others mistakes but they're our mistake we get to collectively work on together in the speed of,
of our Effectiveness going up the speed of our intelligence getting multiplied is so high many people right now because when we're trust environments are low efficiency goes out the window.

[22:06] Um ability to you know really meet the exceed the customers expectation is out the window because again I said before
the game itself is hard enough so if I'm spending all my time avoiding mistakes or more importantly hiding.

[22:25] You know now we're really struggling and so they'll one of the things you just got through mentioning using that Health Care example or that analogy I've spent many times within organizations
in the way that we were able to collapse time was I have one particularly I work closely with
he says every every meeting now this is part of their weekly and then it's also part of their quarterly meeting agenda,
he says Hey I want to hear our successes and then I want to hear what are we learning.

[23:03] And when I say what are we learning that's connected to what are the mistakes you've made or the mistakes we've made that we need to deal with now what's powerful about is he demands them
so now there's this expectation of if you haven't made any mistakes or had any setbacks he goes then you're not playing the game the right way
we need you pushing it and as a result their meetings even people's desire to be part of the meetings has skyrocketed
because every meeting is a learning opportunity now now we're just not coming together reporting out on what we're doing we're reporting out on what we're learning
Which is far more important and so people are bringing their mistakes and they're bringing them early they're bringing why they're still in the middle of it they're bringing them in not after they found a way to kind of find a new way to articulate where it doesn't sound so bad no you have to give it
transparent the raw facts of.
And they are able to all learn from it and collect their minds together go through it I mean and is so significant that people everybody wanted everybody's drawn
they're wanting to be on this particular team and it wasn't always the case it was a change in the leader and this is one of the things I've told to everyone out there who's who's leading in this.

[24:18] The environment that has to do with high levels of there's a strong fear failure I asked leaders to first of all check their cells first looking the mirror first
it is hard to separate or create an environment around you that's not consistent with who you are.
Teams take on the personality of their coaches T organizations take on the Persona of their leaders so if there's a strong fear of failure.
That exist in leadership it will permeate through the rest of the organization as my father used to say as of old school preaching if it's cloudy in the Pulpit is raining in the congregation.
It's always ask leaders men check yourself deal
what fears do you have what failures have you what do you hold onto we got to get used to it so we need our leaders willing to go first so you a leader starts off the meeting and said hey this is what's gone well for me let me tell you what I'm battling with right now the mistake I've kind of made I'm kind of looking at
and it just opens up the floodgates and
all of a sudden these meetings become just what do we call it a deal Yuma but you know like pink Think Tank.
All of a sudden our team becomes his think tank with real life problems we're dealing with every day it's the collective intelligence that you mentioned earlier.

[25:36] Absolutely alright well
hopefully we have given our listeners something to think on chew on and actually do when they get into the office work with their teams over the course of this.
We thank you so much for investing this time with the game changers podcast you can find more about Eric and his work with businesses at the game changers Inc
dot-com that's the website and I'm sure you can find Eric on the socials you're on LinkedIn looking up.
And make sure and check out the website he coaches trains and inspires leaders to unleash their potential and the potential of those around them.

[26:15] Such a great conversation with you today have a fantastic week YouTube there looking forward to our next one.

[26:21] And if you haven't done so already make sure and like And subscribe to this podcast we would appreciate it and whatever podcast listening app you use.

[26:30] Really appreciate a five-star rating from you and if you could just write out a few words about how this podcast impacts you and your style of leadership.

[26:41] Letting other.

[26:43] Cast a definitely share the link with that this is the game changers unleashing your best in life and work have a fantastic.

[26:53] The game changers unleashing your best in life and work with Eric Bowles and Dale Dixon.
Eric is an executive coach leadership expert change consultant and keynote speaker read his book Moving to great and find him at Eric Bowles.com.
Connect with Dale at Dale Dixon media.com.

[27:12] Music.