January 28, 2025 • 41 mins
When was the last time your trust was broken by a leader, and how did it impact your performance and commitment to the organization?
In this powerful episode of Shedding the Corporate Bitch Podcast, Bernadette Boas explores the critical importance of trust in corporate leadership and its impact on organizational success. Drawing from recent research and real-world examples, she delivers actionable insights for leaders looking to build stronger, more effective teams.
Key Highlights:
- The trust gap revealed
- How remote work has exposed leadership trust issues and management challenges
- The significant financial impact of trust:
- Three key strategies for building a trust-based culture
Resources Mentioned:
- coachmebernadette.com/discoverycall
- Patrick Lencioni's "Five Dysfunctions of a Team"
- Google's Project Aristotle findings
Perfect for corporate leaders seeking to:
- Improve team productivity and engagement
- Reduce turnover and increase retention
- Build stronger cross-cultural teams
- Navigate remote/hybrid work environments effectively
Tune in now and FOLLOW or SUBSCRIBE to the show so you don't miss a single guest or episode on Apple, Spotify and our YouTube channel.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:01):
In a recent episode with Mitchell Levy of
Credibility Nation, we discussedthe critical nature of
credibility and integrity inleaders, and trust was the
foundation of that.
It lays the groundwork of anysuccessful relationship.
So I have to ask how much trustwould your team say they have
(00:22):
in you, and what would that meanto your business if the answer
is not enough?
Trust in corporate settings iscritical because it forms the
foundation for effectiverelationships, collaboration and
organizational success.
Without trust, even the mostwell-constructed strategies and
systems can fail due to poorexecution, low morale and
(00:45):
fractured relationships.
A survey by PwC revealed that,while 86% of executives believe
employee trust is high, only 67%of employees share this
sentiment, which then indicatesthat there is a notable trust
gap in the organization.
The impact Low job satisfaction,employee engagement and
(01:09):
diminished organizationalcommitment, often resulting on
you and your team not achievingyour goals, or, if you are
accomplishing them, it's at acost to your people's morale and
loyalty to you and the business.
So this is what I want todiscuss today.
I want us to discuss thechallenges leaders have in
(01:30):
building trust and the benefitsof a high trust culture and,
lastly, actionable strategiesthat you can start acting on
today to elevate the trust yourpeople have in you and the
business.
So all of this is to ensurethat you are a powerhouse leader
at work and in your life.
Let's dive in.
Speaker 2 (01:51):
Welcome to Shedding the Corporate Bitch, the podcast
that transforms today'smanagers into tomorrow's
powerhouse leaders.
Your host, bernadette Boas,executive coach and author,
brings you into a world wherethe corporate grind meets
personal growth and success ineach and every episode.
With more than 25 years incorporate trenches, bernadette's
own journey from beingdismissed as a tyrant boss to
(02:12):
becoming a sought-afterleadership coach and speaker
illustrates the very essence oftransformation that she now
inspires in others with her tips, strategies and stories.
So if you're ready to shed thebitches of fear and insecurity,
ditch the imposter syndrome andstep into the role of the
powerhouse leader you were bornto be, this podcast is for you.
Let's do this.
Speaker 1 (02:36):
As we get into this conversation about trust, I want
you to think about the lastindividual, about the last
individual whose trust waseither broken or you really
never had a deep level of trustfor that individual.
What did that feel like?
What was the experience thisindividual was creating for you
(02:59):
and, more importantly, how didit affect how you showed up each
and every day for this person?
Now it could be at work or athome, but let's also focus on at
the workplace, especially ifit's someone who is your manager
or someone in the organizationthat you would expect is someone
(03:23):
that is trustworthy, thatanyone would want to follow, be
loyal to and show up for right.
I can think of two pastmanagers that I had had that
really didn't break my trust,but more so the latter that I'd
mentioned.
They never really gained myfull trust in them, Because when
(03:47):
I first showed up in thisparticular job, working for this
individual, I noticed Iobserved this person openly
disparaging other people in theorganization and didn't have any
, you know, biases toward who itwould be.
(04:07):
Whether it was their peer, theirboss, employees, it didn't
matter.
You would openly hear thisindividual talking negatively,
talking poorly, about someoneelse in the organization.
Well, that's not a behavior youwould expect from a leader.
At the same time, the sameindividual had a habit of I'll
(04:28):
call it stretching the truth,but it was more flat out lying,
Especially when they were put upagainst the wall for a mistake
or a bad decision or somethingjust going astray, stray, and
they would not only deflect tosomeone else, but they would
(04:49):
actually put the blame onsomeone else.
When, ultimately, as a leader,you trust them that, regardless
of what their team might do orhow they perform, they have your
back, they're going to supportyou, they're going to come to
you.
First, understand what thesituation is, hear your side of
the story, make sure that it'swell understood and communicated
back, even to the degree ofholding you accountable.
(05:12):
Now, the lack of accountabilityfrom a leader is also something
that would erode trust amongstteam members.
If a leader who is in theirposition and is the first line
of accountability, not only ofthemselves but of their team
members, of even their peers,you know it is expected that
(05:38):
they are going to holdindividuals' performance
accountable, and when they don'tdo that, that also creates a
degree of distrust in the peoplearound them.
But this individual going backto him, this individual, just
immediately for me, threw up theflags of be careful, be careful
(06:02):
what you say, be careful whatyou do.
Ensure that they are, you know,aware of what you're doing, but
at the same time, don't givethem any ammunition.
That was my experience.
Think about that.
What kind of environment doesthat create?
What type of culture is thatcreating, not only for me, the
(06:23):
individual, but for the team andfor the business?
And then I had another managerwho really did not know how to
connect and relate to their teammembers and therefore they
absolutely did not know how tocoach, develop and grow and get
their individuals advanced oreven get them to accomplish
(06:46):
their goals that they've laidout.
As a result, Therefore, becausethey didn't know how to do any
of those things, they stood overus.
They questioned everything thatwe were doing, they challenged
everything or how we were goingabout everything.
And again, that caused me tokind of say wait a minute, you
(07:11):
hired me for a reason.
You hired me for certain skillsand talents and experience and
expertise that I have.
I'm very qualified andtherefore you should be trusting
me.
And I'm feeling this weight ofnot being trusted and that in
itself is also just an uglyfeeling and an ugly experience
(07:34):
to live in, whether that's for aday, a week, a month or for
years.
And granted a lot of people,including myself, they tolerate
it.
And what's even morediscouraging is when the company
supports it.
The company doesn't takeaccountability for it, for a
(07:57):
leader's behavior, let alonetheir performance, and accepts
it because that's what it isSilence is accepted, so they
accept it.
And that raises even more flagsaround not trusting, not only,
in this case, the individual,but also the company as a whole.
Because if they're not going todo something and they therefore
(08:19):
find it acceptable for whateverreasons they have, well, how do
you trust then that should youneed them, should you have an
issue or challenge yourself, andyou need to feel as if
someone's going to have yourback and they're going to step
in when you need them to well,that trust goes right out the
(08:42):
window.
And according to PwC, a studythat they had done, 55% of CEOs
believe that a lack of trust isdefinitely detrimental to the
organization's success.
And yet why don't they handleit?
What are the challenges thatthe leaders are having in
(09:02):
building trust at all levels ofan organization?
And that's what I want us towalk through and to really
understand and then figure outokay, what are the things that
we could be doing to build trust, to minimize this disgruntled
workplace that we have andreally foster a trust-based
culture?
(09:34):
All of us back in 2020, as aresult of the pandemic and that
is the whole dynamic of remoteand even hybrid work
environments we were all forcedto go home the boss and all of
its team members and the nextthing, you know, even as opposed
to being able to check in andbeing able to oversee and being
able to be an arm's length awayfrom their team members to
(09:55):
ensure that they're doing thework, they're doing it the way
they need to, they're doing iton time, so forth, and so on
Well, now there's this hugebarrier, that being the fact
that they're not in a closeproximity to them.
What the pandemic did in 100%going remote was, all of a
(10:15):
sudden, to put a spotlight onthose individuals who really had
an issue in trusting theirpeople.
That they're showing up intheir pajamas, maybe, but
they're showing up, they'redoing the work, they're doing it
the way they need it to be done, and so not only is the manager
building up this distrust levelin their people, whether they
(10:38):
feel it's grounded or not.
But the team members are all ofa sudden feeling very
unappreciated, very challenged,very disvalued.
I'll call it Because nowthey're saying to themselves
they hired me for a reason.
They hired me for my skills andmy talents and my expertise and
experience.
(10:58):
Why are they standing over me,questioning everything that I'm
doing, challenging everythingthat I'm doing?
As a result of just simply thefact that we're not in the same
proximity, and that in itselfwill create a very disloyal, a
(11:19):
very disengaged and unconnectedemployee.
When their manager isconstantly micromanaging them,
constantly questioning them andchallenging them.
It creates a workplace evenremotely that the employees
(11:40):
start questioning whether or notthis is the right place, the
right manager that they want tobe working for and, all of a
sudden, loyalty and satisfactionand commitment to the team and
the company start getting eroded.
And so it's really critical thatleaders, true leaders, find a
(12:03):
way to question themselvesaround their degree of trust in
their people, their degree oftrust in their people.
And you could simply look atthe skills, the talents, the
expertise and the experience ofyour team members to kind of say
you know, do they have what ittakes for them to accomplish
(12:24):
what it is I need them to do andtherefore I don't need to be
standing over them.
And yet you could haveindividuals who need coaching,
who need skill development, whoneed more experience and more
expertise.
Therefore, you then just find asolution to what you need to do
(12:44):
in order to up-level them, soto speak, and you can kind of
let them go, just like a parentto a child let them go and let
them fly, let them make mistakes, let them even fail, and yet
you're there to have their backand give them what they need in
order for everyone to accomplishtheir goals.
(13:05):
Now, another big challengeleaders have in really building
trust is many of them are notexperienced in cross-cultural
teams, diverse teams, whetherthat be gender, age, geographic,
religious, whatever the dynamicmight be.
(13:29):
Many managers don't have theexperience of really meeting
their individual team members,where they are understanding
what it is that they need, whatit is that's going to take them
to accomplish the goals andtherefore provide it to them.
They don't have that degree ofleadership that will create some
(13:52):
major clashes if you don'trespect and you don't trust in
what it is that they're doing orhow they go about it, even in
their own communication, as aresult of cultural differences,
belief differences, overall viewdifferences, style differences,
(14:12):
how they go about doing work,For example have one client who
struggles to really meet eachindividual on their team.
Speaker 2 (14:22):
Where?
Speaker 3 (14:22):
they are in that certain people have different
styles of going about the samething, so a group of three or
four employees could be taskedto do the same work, and yet one
of the four do it verydifferently but accomplish the
(14:43):
same goal.
Speaker 2 (14:44):
But they just go about it differently.
So this manager was having avery difficult time because he
wanted them doing it exactly theway the others were doing it.
And yet, the challenge that hasto happen, the conversation
that has to happen.
Speaker 3 (15:01):
The coaching that has to happen is to say, if the end
goal is met does it matter howthey got?
Speaker 1 (15:08):
there.
Speaker 2 (15:11):
Is it really about the journey, or is?
Speaker 1 (15:13):
it about the destination.
Speaker 2 (15:15):
Is it about?
Speaker 3 (15:15):
even if they accomplish it all in the same
timeframe, same quality of work,same quality of work maybe even
better does
Speaker 1 (15:24):
it matter how they go about doing it.
Speaker 3 (15:25):
Because if you truly want to trust, your people and
build a trust-based culture,then you have to trust the fact
that different styles are goingto go about things in different
ways, and the only concern aleader should have is that the
end goal is met.
Speaker 2 (15:43):
And it's met on time, maybe on budget, so forth and
so on.
And so that will getindividuals and teams very
dysfunctional if their manageris forcing them into a standard
that just doesn't resonate withtheir own style, their own way
of going about things.
(16:05):
And we have to appreciate thatwe have to respect that.
Speaker 1 (16:09):
I had a boss in my mid to late 20s and she had this
unbelievable ability to meether individual team members
where they were.
Speaker 3 (16:20):
We'd be in a room.
There'd be about seven of us asbuyers I was a buyer at the
time and she'd sit behind herbig desk and she'd sit behind
her big desk.
And every one of us were verydifferent in how we go about
things.
In how we go about things, someof us needed to be stroked.
Some of us needed to be kind oftold or directed what to do
we're like just give me theassignment and I'm off and I'm
doing it?
(16:42):
And then some of us were veryprocess driven and some of us
were very creative and Nikki hadthis way of talking to each
individual about what it wasthat she was delegating to them
and adjusting her style, herapproach, her words and her
requirements and expectations asa result.
Speaker 2 (17:05):
And so she'd come to me and she'd just give me the
assignment and she knew that I'dfigure it out and get it done.
Speaker 3 (17:11):
She'd come to Annie and she knew that required a
little bit more soft pedalingand a little bit more
explanation.
She'd come to Jan.
She'd come to Jan and she wouldmake sure that.
Speaker 2 (17:20):
Jan had the opportunity to walk through
every step that needed to happenin order to get the job done.
Speaker 3 (17:29):
Because she's very process-oriented.
Speaker 1 (17:31):
She just had this beautiful way of really meeting
each individual where they are.
Talk about building trust shebuilt.
Trust in us she built trust inus.
Speaker 3 (17:42):
She knew exactly what we needed in order to grow and
develop and advance.
Speaker 2 (17:50):
She was respectful.
Speaker 3 (17:52):
in doing it, she had our backs.
Speaker 1 (17:54):
Another element and a reason why, many cultures
suffer in building.
Speaker 3 (18:03):
Trust is because there's just not really good
clear, detailed communicationtransparent, authentic
communication with their peoplevision and mission At the same
time if it's not trickled downto team members understanding
what it is that their team istasked to do, and accomplished
Speaker 2 (18:28):
those goals, that charter, so to speak, and yet
they hold it to themselves, theydon't communicate it down to
their team members.
So the team members kind of arewaffling, trying to figure out
what the expectations are, whatthe goals or measurements are
what the tasks specifically?
Speaker 3 (18:49):
are because it's not clearly and consistently
communicated to them.
They're pretty much left in thedark because their manager has
this control issue.
Speaker 2 (19:02):
the dark because their manager has this control
issue and or they have a lack oftrust and they even say, oh,
they don't need to understandthis, they don't need to know
this, I just need them to do thejob.
Speaker 1 (19:07):
I just need them to do the job, and their people are
like wait a minute if we don'thave an understanding of what it
is, we're expected to do whenwe're expected to do it why we
are doing it then how do I?
You know?
Speaker 2 (19:24):
trust my leader to be able to support me pursuing and
achieving that goal, and sobeyond the cultural differences
and, beyond, the challenge thatleaders have working with remote
or hybrid teams there's lack ofreally clear, thorough,
consistent, transparentcommunication is a trust killer
(19:49):
in people From your employees tothe leaders.
A trust is going to be verydifficult to build if they're
not even involved in the visionof the team or the organization.
Speaker 3 (20:04):
And according to Salesforce.
Speaker 2 (20:06):
86% of employees cite ineffective communication as a
major reason for workplacefailures 86% so if that's the
case then wouldn't you want toensure that your communication?
Between yourself and youremployees are very thorough very
(20:28):
effective and very consistent,Because I failed to do this for
many, many, many years as acorporate leader, and that is,
many leaders are reluctant to bevulnerable.
Speaker 3 (20:48):
They see it as weakness.
They see it as being soft.
Speaker 2 (20:51):
And vulnerability means they never open themselves
up to their people.
They never go to that nextlevel.
They care about their people,but they don't care about them
enough to really revealthemselves to their people.
So what do I mean by that?
Speaker 1 (21:07):
So what do I mean by that?
Speaker 3 (21:08):
Well, like I said, I feel miserably at this.
Speaker 2 (21:12):
as a corporate leader , I felt as if they don't need
to know about me personally, I'mcertainly not going to admit my
mistakes and my failings tothem, because that'll make me
look weak and small, and notthis powerful person I was
trying to come off as and toconvey to them.
Speaker 1 (21:32):
Therefore they never really connected with me.
Speaker 3 (21:37):
They never truly bonded in trust with me.
In trust with me Because Icreated this wall between myself
and them, between myself andthem, by not sharing the fact
that I've been where you are.
Speaker 1 (21:50):
I've been where you are.
I've screwed up.
I've screwed up, I've mademistakes.
Speaker 3 (21:54):
I've had a challenge trying to get where I am.
I've had a challenge trying toget where I am For whatever
reason that may be, for whateverreason that may be, I'm scared
of blah blah blah.
Speaker 2 (22:03):
Those type of disclosures of vulnerabilities
really help your team members tosay, okay, if they've done that
, if they've done that andthey've overcome that, then I
can too.
Speaker 3 (22:18):
Or if they also were here.
Now they're here, I can do too,then I can too Wow.
Speaker 2 (22:20):
Or if they're Wow, if they also were here, they also
were here, Now they're here, Ican do the same it's just, it's
just you being vulnerable, youbeing vulnerable.
Speaker 1 (22:27):
With your team members With your team members
Breaks down.
Speaker 2 (22:30):
Breaks down.
Speaker 3 (22:32):
Any type of, any type of with you, in relating with
you, in really trusting you tosupport them and to have their
back.
Speaker 2 (22:43):
Support them and to give them what it is that they
need in order to be successful,simply by sharing yourself with
your team members, giving themthe experiences that you've had,
giving them the strategies andthe ways you went about dealing
(23:03):
with an issue or overcoming anissue or pursuing a goal and
maybe screwing up along the way.
Speaker 3 (23:10):
Then you can kind of say, okay, well, wait a minute,
so I might run into these samescenarios and I'll be okay, I'll
be successful, but more so,they're human, she's human.
Speaker 1 (23:22):
He's human.
She's human.
Speaker 2 (23:24):
He's human.
Speaker 1 (23:25):
In my day.
Speaker 2 (23:26):
I operated as if.
Speaker 3 (23:28):
I was a robot.
No one was going to get undermy skin, no one was going to
realize the fears and theinsecurities and the
intimidations that I felt withinmyself.
There was no way you know, Ispeak on platforms and write and
share anything that anybodyasks me about.
Speaker 2 (23:46):
Because you know what we're all human, because you
know what we're all human.
We all have failures.
We all have successes.
We all have failures, we allhave you know crappy experiences
.
Speaker 3 (23:56):
We all have crappy experiences.
Speaker 2 (24:00):
And that is what makes a good strong, empowered
powerhouse leader Is lettingthem know that you're a human Is
letting them know that you're ahuman, it's letting them
connect with you on a level.
That's just not about theassignment.
What are the?
Speaker 1 (24:14):
benefits of a high-trust team culture.
Speaker 2 (24:16):
We've talked about some of them Job satisfaction
morale, loyalty, commitment.
Speaker 3 (24:22):
But, let me give you some statistics, because, as
leaders, we all want somethingthat we can measure.
Speaker 2 (24:28):
We all want something that we can measure what it is
that we're trying to accomplish.
So, according to a HarvardBusiness Review organizations
with a high level of trust,experience 50% higher employee
productivity.
Speaker 3 (24:44):
Now I've reported to you over the last number of
episodes some of the work that Idid last year around manager
effectiveness has on employeeproductivity employee
effectiveness, and a lot of thatcame out of a degree of trust
that they have with theirmanagers.
Speaker 2 (25:02):
What do you want to really focus on.
Speaker 3 (25:04):
What do you want to really focus on?
What are my breakdowns?
Speaker 2 (25:21):
What are my blind spots when it comes to building
trust between me and my people.
Speaker 3 (25:28):
The next benefit would be, of course, if you have
a trusting relationship amongstyour team members and yourself
then collaboration then evenconflict management becomes so
much more effective and actuallyeasy.
Speaker 1 (25:48):
Because if we trust each other, then we're willing
to open up challenge each other.
Speaker 3 (25:55):
Get creative and innovative with each other.
Speaker 2 (25:57):
We're even able to hold each other accountable as a
result of the fact that wetrust that you're going to
accept what it is that I have tosay You're going to consider my
views, my opinions, my beliefs.
You're going to challenge,whatever it is that I might be
bringing up, but I'm going toreceive it openly and it's going
(26:21):
to be done in a respectful way,and that's what happens when
you have a trust-based culture.
Google's Project Aristotle is aperfect example of how this can
work, and how it can work veryeffectively.
So they found thatpsychological safety was
critical within their workenvironment, and psychological
(26:43):
safety is a huge, huge elementof trust In order for
individuals to feel safe in thework environment, feel safe
bringing up issues and issuesand disagreements and challenges
, whether
Speaker 3 (26:58):
it's peer-to-peer, or even with a boss then that is
what makes a very effective,very trust-based team.
Speaker 2 (27:09):
And they also found Google, that is, they also found
that trust as a part ofpsychological safety was the
number one factor for theirteam's success.
Speaker 3 (27:20):
When the trust level went down and people didn't feel
safe and people didn't feelstaying or responding or
challenging or responding orchallenging, let alone
management, let alone management, and so if you really want to
consider one thing to reallystart paying attention to and
focusing on when it comes totrust, it's that ability to
(27:43):
collaborate.
It's that ability tocollaborate even to handle
conflicts amongst team members.
And then lastly, of course, ifyou have a trust-based
environment where everyone feelssafe, where everyone feels
creative, everyone feels as ifthey're valued and respected and
they're contributing then ofcourse, that's going to reduce
(28:08):
turnover, it's going to increaseretention, it's going to
increase turnover and reallycreate higher employee, let
alone customer loyalty, andemployees are 76% more likely to
stay with a company that theyreally trust, and not just the
company as a whole.
And not just the company as awhole, the senior leadership,
(28:30):
the individual that they workfor.
Trust is that foundation.
Trust is that foundation.
Speaker 2 (28:37):
And if you're familiar at all with Patrick,
Lenisoni's with the fivedysfunctions of a team, you'll
know that trust is thatfoundation of a highly
functioning team and thereforewithout trust, you can't have
(28:58):
your team members productivelydealing with conflict holding
each other accountable, makingcommitment to the team and the
goals of the team and thebusiness, and then to all really
focus on
Speaker 3 (29:12):
driving toward those results and not having their own
individual agendas.
Trust is team Trust isleadership.
And without it you're not goingto have the success that you
and the team are looking for.
Now of course there arefinancial implications of a
(29:33):
trust-based culture as well, andthat is companies with high
employee engagement.
Speaker 2 (29:39):
companies with high employee engagement, better
financial performance forinstance better financial
performance, for instance anearning share growth rate of 28%
compared to an 11.2% decline inlow-engaged firms.
So again along with 50%improvement in productivity and
(30:03):
employee satisfaction highlyengaged firms earning a growth
rate of 28% is by farsignificant reasons or powerful
reasons for really focusing onbuilding a trust-based culture.
Speaker 3 (30:20):
So let's discuss what it is that you could start
doing today in order to focus onit assess the gap that may
exist currently and then reallybuild it.
Speaker 1 (30:37):
So the verse would be start leading with authenticity
and vulnerability.
Start looking for places whereyou could be really sharing your
journey, your story, yourjourney your successes, your
failures Just
Speaker 2 (30:53):
start looking for those pockets of communication
collaborations with team membersone-on-one or as a team as a
whole and really start openingup and letting them in and
letting them get to know you.
That'll be a game changer.
Letting them get to know you,That'll be a game changer when
it comes to building trust Again, remember you.
Speaker 1 (31:16):
caring about your team's well-being is a gold star
, so to speak, but it's notenough what they're looking for
is for you not only to careabout them, but you to connect
with them in a way that they canrelate to you and they know
that you're a human and thatyou've dealt with the same
things that they're dealing with, whether they're highs or lows.
Speaker 2 (31:40):
Another element of vulnerability is creating an
environment a psychologicallysafe environment where people
can challenge one another, wherepeople can challenge one
another with very difficultcommunications or conversations
that they need to have.
Maybe it's even about your ownperformance, maybe it's even
about your own performance.
(32:01):
They need to feel safe witheach other, as well as with you,
to really open up and not holdback and according to.
Speaker 3 (32:12):
Patrick Lansoni, the five dysfunctions of a team
great teams do not hold backwith one another.
They challenge each other, theyask each other questions to get
more creative and innovative,they hold each other accountable
, and so forth and so on.
Speaker 2 (32:29):
Strategy number two would be around solving the
problem of ineffectivecommunications and that is
really establish clear goals andexpectations for your team.
If you have a vision or acharter for your team, or even
passed down from theorganization, make sure that
they're on board with that.
Make sure that they understandit and they understand why
(32:51):
they're doing what they're doingand they understand why they're
doing what they're doing.
Speaker 3 (32:56):
That's probably right up there in the top five things
that I'm told that employeeshave a real struggle with their
managers, because they don'ttell me why it is I'm doing what
I'm doing.
Speaker 2 (33:06):
So make sure that you goal, or this initiative or
this, decision is important, somake sure that you are taking
care of those easy gaps, becauseit will result in much higher
trust levels between you andyour employees and, according to
, Gallup employees are 23% morelikely to trust leaders who
(33:29):
communicate expectations.
Speaker 3 (33:29):
More likely to trust leaders who communicate
expectations more likely.
Speaker 2 (33:32):
So again, we have 50% increase in productivity, we
have improvement in retentionand turnover, and one example of
this is I had a client who wasreally struggling to build that
trust, to build that bond withtheir team members.
And therefore what to buildthat bond with their?
Speaker 1 (33:48):
team members.
Speaker 3 (33:50):
And therefore what they started doing is, apart
from the weekly, meetings thatthey were having.
Speaker 2 (33:55):
They also then had monthly kind of like lunch and
lunch or brainstorming sessions.
Speaker 3 (33:58):
They would bring the team together and he would throw
out a question to them and hewould throw out a question to
them even challenging oruncomfortable conversations, and
working slowly but surely overthose monthly sessions to break
down everybody's insecuritiesand fears of being vulnerable
(34:25):
with one another and reallygetting them to the point where
they can have very lively, veryproductive conflict sessions or
challenge sessions you name itwhat you want, but getting them
to the point where they wereokay with making sure that
people areheld accountable making sure
(34:45):
that they raise up theirdisagreements, making sure that
they are heard if they feel thatthey're not Making sure that
they are heard.
If they feel that they're not.
Speaker 2 (34:56):
So get creative when it comes to finding ways to
really open up the lines ofcommunication between you and
your team knowing that you canget all these great results of
increased productivity improvedretention.
Improved trust levels betweenyou and your team members and
between themselves.
Speaker 3 (35:15):
There's so many benefits as a result of really
building a trust-based culturethat you're going to want to get
very creative and just one at atime.
One small step at a time andjust one at a time.
Speaker 2 (35:29):
One small step at a time.
One small step at a time, andjust one at a time.
One small step at a time.
Speaker 3 (35:34):
And that would be really consider what you could
be doing around recognizing orrewarding for the contributions
that they're making.
Speaker 2 (35:44):
Or even the challenge they've overcome, or the fact
that how they handled a screw-upor a mistake.
It doesn't always have to beabout great performance.
It could also be about justleveling up a skill that they
had, confronting an issue thatthey really didn't want to
confront.
It could be really about allthe different behaviors or
(36:07):
changes that your team membersare making.
Speaker 3 (36:09):
It doesn't have to be just about whether or not
someone accomplished a task thatthey were supposed to be doing,
and they went over and above.
So again, get creative in howyou could be recognizing and
rewarding.
Speaker 1 (36:18):
Get creative because in doing, so it tells your team
members wow they're payingattention it tells your team
members.
Speaker 2 (36:26):
wow, they're paying attention, they recognize the
value I'm bringing or they areseeing me and hearing me and
respecting me enough to wherethey're recognizing and
rewarding me right way and theauthentic way can go a long way
when it comes to building trust.
Speaker 3 (36:47):
And, according to Sherm, 69% of employees would
have them want to work harderwould get creative find small
ways and important ways.
Speaker 2 (37:01):
Find small ways authentic ways to recognize and
reward your team members.
It will go so far in youbuilding trust with them.
So, as we close out thisepisode in this critical topic
of trust, we talked about thechallenges that leaders have in
building trust, and that was theremote or hybrid work
(37:23):
environment, and that was theremote or hybrid work
environment, culturaldifferences and, as well, the
lack of vulnerability by leadersin the workplace.
Speaker 3 (37:37):
We talked about the benefits of really focusing on
building a trust base culturewithin your team, within the
organization.
Speaker 2 (37:43):
Everything from increased productivity,
increased retention, increasedemployee loyalty and
effectiveness and a number ofother things, Even the financial
, the business metrics ofimproving earnings per share and
the actions you could be taking.
Speaker 1 (38:01):
Lead with vulnerability, lead with you,
lead with self, so to speak.
Speaker 3 (38:06):
Lead with you.
Lead with self, so to speak.
Speaker 1 (38:10):
Set clear expectations, communicate them
very, very clearly and thenreward and recognize your
individuals that you'reaccomplishing across your team.
Speaker 3 (38:22):
Small steps lead to big results, and so, even of
those three pick, one of thethree.
Speaker 2 (38:29):
Start with leading your vulnerability.
Speaker 1 (38:31):
Pick one of the setting clear expectations if
you're not real comfortable yetwith kind of opening yourself up
.
Speaker 2 (38:37):
And then even consider what type of reward or
recognition can I put into place?
Speaker 3 (38:44):
It doesn't have to be official, it doesn't have to be
grandiose, it doesn't have tobe official.
Speaker 2 (38:48):
It doesn't have to be grandiose.
You know what he be official.
It doesn't have to be grandiose.
You know what he or she ispaying attention.
You know what he or she ispaying attention.
They recognize my overcomingand my succeeding.
They recognize my overcomingand my succeeding.
Speaker 3 (39:03):
And they value my part on this team that I play.
Steve Covey comments that trustis the blue of life.
Speaker 1 (39:09):
It's the foundational principle that holds all
relationships and think about it.
Do you have relationships thatyou don't trust and if so, do
you really hold?
Speaker 2 (39:23):
on to them, or do you really hold on to them,
especially if you can't get ridof them, but do you keep them at
a distance or do you even walkaway from them?
Trust is that glue that holdsindividuals, that holds humans
together, and so whatever youcan do to ensure that you
understand where that trustlevel exists between you and
(39:46):
your team members is to assessthat and get an understanding of
the issues or the opportunities, the gaps, the blind spots, the
challengesand then work your way into
finding or using any one ofthese strategies that we
(40:07):
discussed to then move forwardand really start building that
trust-based culture.
Now, if you want any support inregards to assessing the level
of trust your team has or reallyaddressing and implementing any
of these strategies that wetalked about, and don't hesitate
to reach out and let's have aconversation.
(40:28):
You can go to coachmubernettcomforward slash discovery call
and I will get you on the rightpath to really being that
powerhouse leader of atrust-based team and culture.
Speaker 3 (40:40):
Thanks for tuning in this week to Shedding the.
Speaker 2 (40:42):
Corporate Bitch and if you found value in this
episode, then please be sure toshare it with your colleagues,
with your team members and withothers that you'd like to hear
from
Speaker 1 (40:55):
and the topic that are critical to you being a
powerhouse leader.
Speaker 2 (41:00):
Thanks Bye.
Thank you for tuning in totoday's episode of Shedding the
Corporate Bitch.
Every journey taken together isanother step towards unleashing
the powerhouse leader withinyou.
Don't miss any of our weeklyepisodes.
Subscribe to our podcast onApple Podcasts, spotify or
wherever you love to listen.
And, for those who thrive onvisual content, catch us on our
Shedding the Bitch YouTubechannel.
(41:20):
Want to dive deeper withBernadette on becoming a
powerhouse leader?
Visit balloffirecoachingcom tolearn more about how she helps
professionals, hr executives andteam leaders elevate overall
team performance.
You've been listening toShedding the Corporate Bitch
with Bernadette Boas.
Until next time, keep shedding,keep growing and keep leading.
In a recent episode with Mitchell Levy of
Credibility Nation, we discussedthe critical nature of
credibility and integrity inleaders, and trust was the
foundation of that.
It lays the groundwork of anysuccessful relationship.
So I have to ask how much trustwould your team say they have
(00:22):
in you, and what would that meanto your business if the answer
is not enough?
Trust in corporate settings iscritical because it forms the
foundation for effectiverelationships, collaboration and
organizational success.
Without trust, even the mostwell-constructed strategies and
systems can fail due to poorexecution, low morale and
(00:45):
fractured relationships.
A survey by PwC revealed that,while 86% of executives believe
employee trust is high, only 67%of employees share this
sentiment, which then indicatesthat there is a notable trust
gap in the organization.
The impact Low job satisfaction,employee engagement and
(01:09):
diminished organizationalcommitment, often resulting on
you and your team not achievingyour goals, or, if you are
accomplishing them, it's at acost to your people's morale and
loyalty to you and the business.
So this is what I want todiscuss today.
I want us to discuss thechallenges leaders have in
(01:30):
building trust and the benefitsof a high trust culture and,
lastly, actionable strategiesthat you can start acting on
today to elevate the trust yourpeople have in you and the
business.
So all of this is to ensurethat you are a powerhouse leader
at work and in your life.
Let's dive in.
Speaker 2 (01:51):
Welcome to Shedding the Corporate Bitch, the podcast
that transforms today'smanagers into tomorrow's
powerhouse leaders.
Your host, bernadette Boas,executive coach and author,
brings you into a world wherethe corporate grind meets
personal growth and success ineach and every episode.
With more than 25 years incorporate trenches, bernadette's
own journey from beingdismissed as a tyrant boss to
(02:12):
becoming a sought-afterleadership coach and speaker
illustrates the very essence oftransformation that she now
inspires in others with her tips, strategies and stories.
So if you're ready to shed thebitches of fear and insecurity,
ditch the imposter syndrome andstep into the role of the
powerhouse leader you were bornto be, this podcast is for you.
Let's do this.
Speaker 1 (02:36):
As we get into this conversation about trust, I want
you to think about the lastindividual, about the last
individual whose trust waseither broken or you really
never had a deep level of trustfor that individual.
What did that feel like?
What was the experience thisindividual was creating for you
(02:59):
and, more importantly, how didit affect how you showed up each
and every day for this person?
Now it could be at work or athome, but let's also focus on at
the workplace, especially ifit's someone who is your manager
or someone in the organizationthat you would expect is someone
(03:23):
that is trustworthy, thatanyone would want to follow, be
loyal to and show up for right.
I can think of two pastmanagers that I had had that
really didn't break my trust,but more so the latter that I'd
mentioned.
They never really gained myfull trust in them, Because when
(03:47):
I first showed up in thisparticular job, working for this
individual, I noticed Iobserved this person openly
disparaging other people in theorganization and didn't have any
, you know, biases toward who itwould be.
(04:07):
Whether it was their peer, theirboss, employees, it didn't
matter.
You would openly hear thisindividual talking negatively,
talking poorly, about someoneelse in the organization.
Well, that's not a behavior youwould expect from a leader.
At the same time, the sameindividual had a habit of I'll
(04:28):
call it stretching the truth,but it was more flat out lying,
Especially when they were put upagainst the wall for a mistake
or a bad decision or somethingjust going astray, stray, and
they would not only deflect tosomeone else, but they would
(04:49):
actually put the blame onsomeone else.
When, ultimately, as a leader,you trust them that, regardless
of what their team might do orhow they perform, they have your
back, they're going to supportyou, they're going to come to
you.
First, understand what thesituation is, hear your side of
the story, make sure that it'swell understood and communicated
back, even to the degree ofholding you accountable.
(05:12):
Now, the lack of accountabilityfrom a leader is also something
that would erode trust amongstteam members.
If a leader who is in theirposition and is the first line
of accountability, not only ofthemselves but of their team
members, of even their peers,you know it is expected that
(05:38):
they are going to holdindividuals' performance
accountable, and when they don'tdo that, that also creates a
degree of distrust in the peoplearound them.
But this individual going backto him, this individual, just
immediately for me, threw up theflags of be careful, be careful
(06:02):
what you say, be careful whatyou do.
Ensure that they are, you know,aware of what you're doing, but
at the same time, don't givethem any ammunition.
That was my experience.
Think about that.
What kind of environment doesthat create?
What type of culture is thatcreating, not only for me, the
(06:23):
individual, but for the team andfor the business?
And then I had another managerwho really did not know how to
connect and relate to their teammembers and therefore they
absolutely did not know how tocoach, develop and grow and get
their individuals advanced oreven get them to accomplish
(06:46):
their goals that they've laidout.
As a result, Therefore, becausethey didn't know how to do any
of those things, they stood overus.
They questioned everything thatwe were doing, they challenged
everything or how we were goingabout everything.
And again, that caused me tokind of say wait a minute, you
(07:11):
hired me for a reason.
You hired me for certain skillsand talents and experience and
expertise that I have.
I'm very qualified andtherefore you should be trusting
me.
And I'm feeling this weight ofnot being trusted and that in
itself is also just an uglyfeeling and an ugly experience
(07:34):
to live in, whether that's for aday, a week, a month or for
years.
And granted a lot of people,including myself, they tolerate
it.
And what's even morediscouraging is when the company
supports it.
The company doesn't takeaccountability for it, for a
(07:57):
leader's behavior, let alonetheir performance, and accepts
it because that's what it isSilence is accepted, so they
accept it.
And that raises even more flagsaround not trusting, not only,
in this case, the individual,but also the company as a whole.
Because if they're not going todo something and they therefore
(08:19):
find it acceptable for whateverreasons they have, well, how do
you trust then that should youneed them, should you have an
issue or challenge yourself, andyou need to feel as if
someone's going to have yourback and they're going to step
in when you need them to well,that trust goes right out the
(08:42):
window.
And according to PwC, a studythat they had done, 55% of CEOs
believe that a lack of trust isdefinitely detrimental to the
organization's success.
And yet why don't they handleit?
What are the challenges thatthe leaders are having in
(09:02):
building trust at all levels ofan organization?
And that's what I want us towalk through and to really
understand and then figure outokay, what are the things that
we could be doing to build trust, to minimize this disgruntled
workplace that we have andreally foster a trust-based
culture?
(09:34):
All of us back in 2020, as aresult of the pandemic and that
is the whole dynamic of remoteand even hybrid work
environments we were all forcedto go home the boss and all of
its team members and the nextthing, you know, even as opposed
to being able to check in andbeing able to oversee and being
able to be an arm's length awayfrom their team members to
(09:55):
ensure that they're doing thework, they're doing it the way
they need to, they're doing iton time, so forth, and so on
Well, now there's this hugebarrier, that being the fact
that they're not in a closeproximity to them.
What the pandemic did in 100%going remote was, all of a
(10:15):
sudden, to put a spotlight onthose individuals who really had
an issue in trusting theirpeople.
That they're showing up intheir pajamas, maybe, but
they're showing up, they'redoing the work, they're doing it
the way they need it to be done, and so not only is the manager
building up this distrust levelin their people, whether they
(10:38):
feel it's grounded or not.
But the team members are all ofa sudden feeling very
unappreciated, very challenged,very disvalued.
I'll call it Because nowthey're saying to themselves
they hired me for a reason.
They hired me for my skills andmy talents and my expertise and
experience.
(10:58):
Why are they standing over me,questioning everything that I'm
doing, challenging everythingthat I'm doing?
As a result of just simply thefact that we're not in the same
proximity, and that in itselfwill create a very disloyal, a
(11:19):
very disengaged and unconnectedemployee.
When their manager isconstantly micromanaging them,
constantly questioning them andchallenging them.
It creates a workplace evenremotely that the employees
(11:40):
start questioning whether or notthis is the right place, the
right manager that they want tobe working for and, all of a
sudden, loyalty and satisfactionand commitment to the team and
the company start getting eroded.
And so it's really critical thatleaders, true leaders, find a
(12:03):
way to question themselvesaround their degree of trust in
their people, their degree oftrust in their people.
And you could simply look atthe skills, the talents, the
expertise and the experience ofyour team members to kind of say
you know, do they have what ittakes for them to accomplish
(12:24):
what it is I need them to do andtherefore I don't need to be
standing over them.
And yet you could haveindividuals who need coaching,
who need skill development, whoneed more experience and more
expertise.
Therefore, you then just find asolution to what you need to do
(12:44):
in order to up-level them, soto speak, and you can kind of
let them go, just like a parentto a child let them go and let
them fly, let them make mistakes, let them even fail, and yet
you're there to have their backand give them what they need in
order for everyone to accomplishtheir goals.
(13:05):
Now, another big challengeleaders have in really building
trust is many of them are notexperienced in cross-cultural
teams, diverse teams, whetherthat be gender, age, geographic,
religious, whatever the dynamicmight be.
(13:29):
Many managers don't have theexperience of really meeting
their individual team members,where they are understanding
what it is that they need, whatit is that's going to take them
to accomplish the goals andtherefore provide it to them.
They don't have that degree ofleadership that will create some
(13:52):
major clashes if you don'trespect and you don't trust in
what it is that they're doing orhow they go about it, even in
their own communication, as aresult of cultural differences,
belief differences, overall viewdifferences, style differences,
(14:12):
how they go about doing work,For example have one client who
struggles to really meet eachindividual on their team.
Speaker 2 (14:22):
Where?
Speaker 3 (14:22):
they are in that certain people have different
styles of going about the samething, so a group of three or
four employees could be taskedto do the same work, and yet one
of the four do it verydifferently but accomplish the
(14:43):
same goal.
Speaker 2 (14:44):
But they just go about it differently.
So this manager was having avery difficult time because he
wanted them doing it exactly theway the others were doing it.
And yet, the challenge that hasto happen, the conversation
that has to happen.
Speaker 3 (15:01):
The coaching that has to happen is to say, if the end
goal is met does it matter howthey got?
Speaker 1 (15:08):
there.
Speaker 2 (15:11):
Is it really about the journey, or is?
Speaker 1 (15:13):
it about the destination.
Speaker 2 (15:15):
Is it about?
Speaker 3 (15:15):
even if they accomplish it all in the same
timeframe, same quality of work,same quality of work maybe even
better does
Speaker 1 (15:24):
it matter how they go about doing it.
Speaker 3 (15:25):
Because if you truly want to trust, your people and
build a trust-based culture,then you have to trust the fact
that different styles are goingto go about things in different
ways, and the only concern aleader should have is that the
end goal is met.
Speaker 2 (15:43):
And it's met on time, maybe on budget, so forth and
so on.
And so that will getindividuals and teams very
dysfunctional if their manageris forcing them into a standard
that just doesn't resonate withtheir own style, their own way
of going about things.
(16:05):
And we have to appreciate thatwe have to respect that.
Speaker 1 (16:09):
I had a boss in my mid to late 20s and she had this
unbelievable ability to meether individual team members
where they were.
Speaker 3 (16:20):
We'd be in a room.
There'd be about seven of us asbuyers I was a buyer at the
time and she'd sit behind herbig desk and she'd sit behind
her big desk.
And every one of us were verydifferent in how we go about
things.
In how we go about things, someof us needed to be stroked.
Some of us needed to be kind oftold or directed what to do
we're like just give me theassignment and I'm off and I'm
doing it?
(16:42):
And then some of us were veryprocess driven and some of us
were very creative and Nikki hadthis way of talking to each
individual about what it wasthat she was delegating to them
and adjusting her style, herapproach, her words and her
requirements and expectations asa result.
Speaker 2 (17:05):
And so she'd come to me and she'd just give me the
assignment and she knew that I'dfigure it out and get it done.
Speaker 3 (17:11):
She'd come to Annie and she knew that required a
little bit more soft pedalingand a little bit more
explanation.
She'd come to Jan.
She'd come to Jan and she wouldmake sure that.
Speaker 2 (17:20):
Jan had the opportunity to walk through
every step that needed to happenin order to get the job done.
Speaker 3 (17:29):
Because she's very process-oriented.
Speaker 1 (17:31):
She just had this beautiful way of really meeting
each individual where they are.
Talk about building trust shebuilt.
Trust in us she built trust inus.
Speaker 3 (17:42):
She knew exactly what we needed in order to grow and
develop and advance.
Speaker 2 (17:50):
She was respectful.
Speaker 3 (17:52):
in doing it, she had our backs.
Speaker 1 (17:54):
Another element and a reason why, many cultures
suffer in building.
Speaker 3 (18:03):
Trust is because there's just not really good
clear, detailed communicationtransparent, authentic
communication with their peoplevision and mission At the same
time if it's not trickled downto team members understanding
what it is that their team istasked to do, and accomplished
Speaker 2 (18:28):
those goals, that charter, so to speak, and yet
they hold it to themselves, theydon't communicate it down to
their team members.
So the team members kind of arewaffling, trying to figure out
what the expectations are, whatthe goals or measurements are
what the tasks specifically?
Speaker 3 (18:49):
are because it's not clearly and consistently
communicated to them.
They're pretty much left in thedark because their manager has
this control issue.
Speaker 2 (19:02):
the dark because their manager has this control
issue and or they have a lack oftrust and they even say, oh,
they don't need to understandthis, they don't need to know
this, I just need them to do thejob.
Speaker 1 (19:07):
I just need them to do the job, and their people are
like wait a minute if we don'thave an understanding of what it
is, we're expected to do whenwe're expected to do it why we
are doing it then how do I?
You know?
Speaker 2 (19:24):
trust my leader to be able to support me pursuing and
achieving that goal, and sobeyond the cultural differences
and, beyond, the challenge thatleaders have working with remote
or hybrid teams there's lack ofreally clear, thorough,
consistent, transparentcommunication is a trust killer
(19:49):
in people From your employees tothe leaders.
A trust is going to be verydifficult to build if they're
not even involved in the visionof the team or the organization.
Speaker 3 (20:04):
And according to Salesforce.
Speaker 2 (20:06):
86% of employees cite ineffective communication as a
major reason for workplacefailures 86% so if that's the
case then wouldn't you want toensure that your communication?
Between yourself and youremployees are very thorough very
(20:28):
effective and very consistent,Because I failed to do this for
many, many, many years as acorporate leader, and that is,
many leaders are reluctant to bevulnerable.
Speaker 3 (20:48):
They see it as weakness.
They see it as being soft.
Speaker 2 (20:51):
And vulnerability means they never open themselves
up to their people.
They never go to that nextlevel.
They care about their people,but they don't care about them
enough to really revealthemselves to their people.
So what do I mean by that?
Speaker 1 (21:07):
So what do I mean by that?
Speaker 3 (21:08):
Well, like I said, I feel miserably at this.
Speaker 2 (21:12):
as a corporate leader , I felt as if they don't need
to know about me personally, I'mcertainly not going to admit my
mistakes and my failings tothem, because that'll make me
look weak and small, and notthis powerful person I was
trying to come off as and toconvey to them.
Speaker 1 (21:32):
Therefore they never really connected with me.
Speaker 3 (21:37):
They never truly bonded in trust with me.
In trust with me Because Icreated this wall between myself
and them, between myself andthem, by not sharing the fact
that I've been where you are.
Speaker 1 (21:50):
I've been where you are.
I've screwed up.
I've screwed up, I've mademistakes.
Speaker 3 (21:54):
I've had a challenge trying to get where I am.
I've had a challenge trying toget where I am For whatever
reason that may be, for whateverreason that may be, I'm scared
of blah blah blah.
Speaker 2 (22:03):
Those type of disclosures of vulnerabilities
really help your team members tosay, okay, if they've done that
, if they've done that andthey've overcome that, then I
can too.
Speaker 3 (22:18):
Or if they also were here.
Now they're here, I can do too,then I can too Wow.
Speaker 2 (22:20):
Or if they're Wow, if they also were here, they also
were here, Now they're here, Ican do the same it's just, it's
just you being vulnerable, youbeing vulnerable.
Speaker 1 (22:27):
With your team members With your team members
Breaks down.
Speaker 2 (22:30):
Breaks down.
Speaker 3 (22:32):
Any type of, any type of with you, in relating with
you, in really trusting you tosupport them and to have their
back.
Speaker 2 (22:43):
Support them and to give them what it is that they
need in order to be successful,simply by sharing yourself with
your team members, giving themthe experiences that you've had,
giving them the strategies andthe ways you went about dealing
(23:03):
with an issue or overcoming anissue or pursuing a goal and
maybe screwing up along the way.
Speaker 3 (23:10):
Then you can kind of say, okay, well, wait a minute,
so I might run into these samescenarios and I'll be okay, I'll
be successful, but more so,they're human, she's human.
Speaker 1 (23:22):
He's human.
She's human.
Speaker 2 (23:24):
He's human.
Speaker 1 (23:25):
In my day.
Speaker 2 (23:26):
I operated as if.
Speaker 3 (23:28):
I was a robot.
No one was going to get undermy skin, no one was going to
realize the fears and theinsecurities and the
intimidations that I felt withinmyself.
There was no way you know, Ispeak on platforms and write and
share anything that anybodyasks me about.
Speaker 2 (23:46):
Because you know what we're all human, because you
know what we're all human.
We all have failures.
We all have successes.
We all have failures, we allhave you know crappy experiences
.
Speaker 3 (23:56):
We all have crappy experiences.
Speaker 2 (24:00):
And that is what makes a good strong, empowered
powerhouse leader Is lettingthem know that you're a human Is
letting them know that you're ahuman, it's letting them
connect with you on a level.
That's just not about theassignment.
What are the?
Speaker 1 (24:14):
benefits of a high-trust team culture.
Speaker 2 (24:16):
We've talked about some of them Job satisfaction
morale, loyalty, commitment.
Speaker 3 (24:22):
But, let me give you some statistics, because, as
leaders, we all want somethingthat we can measure.
Speaker 2 (24:28):
We all want something that we can measure what it is
that we're trying to accomplish.
So, according to a HarvardBusiness Review organizations
with a high level of trust,experience 50% higher employee
productivity.
Speaker 3 (24:44):
Now I've reported to you over the last number of
episodes some of the work that Idid last year around manager
effectiveness has on employeeproductivity employee
effectiveness, and a lot of thatcame out of a degree of trust
that they have with theirmanagers.
Speaker 2 (25:02):
What do you want to really focus on.
Speaker 3 (25:04):
What do you want to really focus on?
What are my breakdowns?
Speaker 2 (25:21):
What are my blind spots when it comes to building
trust between me and my people.
Speaker 3 (25:28):
The next benefit would be, of course, if you have
a trusting relationship amongstyour team members and yourself
then collaboration then evenconflict management becomes so
much more effective and actuallyeasy.
Speaker 1 (25:48):
Because if we trust each other, then we're willing
to open up challenge each other.
Speaker 3 (25:55):
Get creative and innovative with each other.
Speaker 2 (25:57):
We're even able to hold each other accountable as a
result of the fact that wetrust that you're going to
accept what it is that I have tosay You're going to consider my
views, my opinions, my beliefs.
You're going to challenge,whatever it is that I might be
bringing up, but I'm going toreceive it openly and it's going
(26:21):
to be done in a respectful way,and that's what happens when
you have a trust-based culture.
Google's Project Aristotle is aperfect example of how this can
work, and how it can work veryeffectively.
So they found thatpsychological safety was
critical within their workenvironment, and psychological
(26:43):
safety is a huge, huge elementof trust In order for
individuals to feel safe in thework environment, feel safe
bringing up issues and issuesand disagreements and challenges
, whether
Speaker 3 (26:58):
it's peer-to-peer, or even with a boss then that is
what makes a very effective,very trust-based team.
Speaker 2 (27:09):
And they also found Google, that is, they also found
that trust as a part ofpsychological safety was the
number one factor for theirteam's success.
Speaker 3 (27:20):
When the trust level went down and people didn't feel
safe and people didn't feelstaying or responding or
challenging or responding orchallenging, let alone
management, let alone management, and so if you really want to
consider one thing to reallystart paying attention to and
focusing on when it comes totrust, it's that ability to
(27:43):
collaborate.
It's that ability tocollaborate even to handle
conflicts amongst team members.
And then lastly, of course, ifyou have a trust-based
environment where everyone feelssafe, where everyone feels
creative, everyone feels as ifthey're valued and respected and
they're contributing then ofcourse, that's going to reduce
(28:08):
turnover, it's going to increaseretention, it's going to
increase turnover and reallycreate higher employee, let
alone customer loyalty, andemployees are 76% more likely to
stay with a company that theyreally trust, and not just the
company as a whole.
And not just the company as awhole, the senior leadership,
(28:30):
the individual that they workfor.
Trust is that foundation.
Trust is that foundation.
Speaker 2 (28:37):
And if you're familiar at all with Patrick,
Lenisoni's with the fivedysfunctions of a team, you'll
know that trust is thatfoundation of a highly
functioning team and thereforewithout trust, you can't have
(28:58):
your team members productivelydealing with conflict holding
each other accountable, makingcommitment to the team and the
goals of the team and thebusiness, and then to all really
focus on
Speaker 3 (29:12):
driving toward those results and not having their own
individual agendas.
Trust is team Trust isleadership.
And without it you're not goingto have the success that you
and the team are looking for.
Now of course there arefinancial implications of a
(29:33):
trust-based culture as well, andthat is companies with high
employee engagement.
Speaker 2 (29:39):
companies with high employee engagement, better
financial performance forinstance better financial
performance, for instance anearning share growth rate of 28%
compared to an 11.2% decline inlow-engaged firms.
So again along with 50%improvement in productivity and
(30:03):
employee satisfaction highlyengaged firms earning a growth
rate of 28% is by farsignificant reasons or powerful
reasons for really focusing onbuilding a trust-based culture.
Speaker 3 (30:20):
So let's discuss what it is that you could start
doing today in order to focus onit assess the gap that may
exist currently and then reallybuild it.
Speaker 1 (30:37):
So the verse would be start leading with authenticity
and vulnerability.
Start looking for places whereyou could be really sharing your
journey, your story, yourjourney your successes, your
failures Just
Speaker 2 (30:53):
start looking for those pockets of communication
collaborations with team membersone-on-one or as a team as a
whole and really start openingup and letting them in and
letting them get to know you.
That'll be a game changer.
Letting them get to know you,That'll be a game changer when
it comes to building trust Again, remember you.
Speaker 1 (31:16):
caring about your team's well-being is a gold star
, so to speak, but it's notenough what they're looking for
is for you not only to careabout them, but you to connect
with them in a way that they canrelate to you and they know
that you're a human and thatyou've dealt with the same
things that they're dealing with, whether they're highs or lows.
Speaker 2 (31:40):
Another element of vulnerability is creating an
environment a psychologicallysafe environment where people
can challenge one another, wherepeople can challenge one
another with very difficultcommunications or conversations
that they need to have.
Maybe it's even about your ownperformance, maybe it's even
about your own performance.
(32:01):
They need to feel safe witheach other, as well as with you,
to really open up and not holdback and according to.
Speaker 3 (32:12):
Patrick Lansoni, the five dysfunctions of a team
great teams do not hold backwith one another.
They challenge each other, theyask each other questions to get
more creative and innovative,they hold each other accountable
, and so forth and so on.
Speaker 2 (32:29):
Strategy number two would be around solving the
problem of ineffectivecommunications and that is
really establish clear goals andexpectations for your team.
If you have a vision or acharter for your team, or even
passed down from theorganization, make sure that
they're on board with that.
Make sure that they understandit and they understand why
(32:51):
they're doing what they're doingand they understand why they're
doing what they're doing.
Speaker 3 (32:56):
That's probably right up there in the top five things
that I'm told that employeeshave a real struggle with their
managers, because they don'ttell me why it is I'm doing what
I'm doing.
Speaker 2 (33:06):
So make sure that you goal, or this initiative or
this, decision is important, somake sure that you are taking
care of those easy gaps, becauseit will result in much higher
trust levels between you andyour employees and, according to
, Gallup employees are 23% morelikely to trust leaders who
(33:29):
communicate expectations.
Speaker 3 (33:29):
More likely to trust leaders who communicate
expectations more likely.
Speaker 2 (33:32):
So again, we have 50% increase in productivity, we
have improvement in retentionand turnover, and one example of
this is I had a client who wasreally struggling to build that
trust, to build that bond withtheir team members.
And therefore what to buildthat bond with their?
Speaker 1 (33:48):
team members.
Speaker 3 (33:50):
And therefore what they started doing is, apart
from the weekly, meetings thatthey were having.
Speaker 2 (33:55):
They also then had monthly kind of like lunch and
lunch or brainstorming sessions.
Speaker 3 (33:58):
They would bring the team together and he would throw
out a question to them and hewould throw out a question to
them even challenging oruncomfortable conversations, and
working slowly but surely overthose monthly sessions to break
down everybody's insecuritiesand fears of being vulnerable
(34:25):
with one another and reallygetting them to the point where
they can have very lively, veryproductive conflict sessions or
challenge sessions you name itwhat you want, but getting them
to the point where they wereokay with making sure that
people areheld accountable making sure
(34:45):
that they raise up theirdisagreements, making sure that
they are heard if they feel thatthey're not Making sure that
they are heard.
If they feel that they're not.
Speaker 2 (34:56):
So get creative when it comes to finding ways to
really open up the lines ofcommunication between you and
your team knowing that you canget all these great results of
increased productivity improvedretention.
Improved trust levels betweenyou and your team members and
between themselves.
Speaker 3 (35:15):
There's so many benefits as a result of really
building a trust-based culturethat you're going to want to get
very creative and just one at atime.
One small step at a time andjust one at a time.
Speaker 2 (35:29):
One small step at a time.
One small step at a time, andjust one at a time.
One small step at a time.
Speaker 3 (35:34):
And that would be really consider what you could
be doing around recognizing orrewarding for the contributions
that they're making.
Speaker 2 (35:44):
Or even the challenge they've overcome, or the fact
that how they handled a screw-upor a mistake.
It doesn't always have to beabout great performance.
It could also be about justleveling up a skill that they
had, confronting an issue thatthey really didn't want to
confront.
It could be really about allthe different behaviors or
(36:07):
changes that your team membersare making.
Speaker 3 (36:09):
It doesn't have to be just about whether or not
someone accomplished a task thatthey were supposed to be doing,
and they went over and above.
So again, get creative in howyou could be recognizing and
rewarding.
Speaker 1 (36:18):
Get creative because in doing, so it tells your team
members wow they're payingattention it tells your team
members.
Speaker 2 (36:26):
wow, they're paying attention, they recognize the
value I'm bringing or they areseeing me and hearing me and
respecting me enough to wherethey're recognizing and
rewarding me right way and theauthentic way can go a long way
when it comes to building trust.
Speaker 3 (36:47):
And, according to Sherm, 69% of employees would
have them want to work harderwould get creative find small
ways and important ways.
Speaker 2 (37:01):
Find small ways authentic ways to recognize and
reward your team members.
It will go so far in youbuilding trust with them.
So, as we close out thisepisode in this critical topic
of trust, we talked about thechallenges that leaders have in
building trust, and that was theremote or hybrid work
(37:23):
environment, and that was theremote or hybrid work
environment, culturaldifferences and, as well, the
lack of vulnerability by leadersin the workplace.
Speaker 3 (37:37):
We talked about the benefits of really focusing on
building a trust base culturewithin your team, within the
organization.
Speaker 2 (37:43):
Everything from increased productivity,
increased retention, increasedemployee loyalty and
effectiveness and a number ofother things, Even the financial
, the business metrics ofimproving earnings per share and
the actions you could be taking.
Speaker 1 (38:01):
Lead with vulnerability, lead with you,
lead with self, so to speak.
Speaker 3 (38:06):
Lead with you.
Lead with self, so to speak.
Speaker 1 (38:10):
Set clear expectations, communicate them
very, very clearly and thenreward and recognize your
individuals that you'reaccomplishing across your team.
Speaker 3 (38:22):
Small steps lead to big results, and so, even of
those three pick, one of thethree.
Speaker 2 (38:29):
Start with leading your vulnerability.
Speaker 1 (38:31):
Pick one of the setting clear expectations if
you're not real comfortable yetwith kind of opening yourself up
.
Speaker 2 (38:37):
And then even consider what type of reward or
recognition can I put into place?
Speaker 3 (38:44):
It doesn't have to be official, it doesn't have to be
grandiose, it doesn't have tobe official.
Speaker 2 (38:48):
It doesn't have to be grandiose.
You know what he be official.
It doesn't have to be grandiose.
You know what he or she ispaying attention.
You know what he or she ispaying attention.
They recognize my overcomingand my succeeding.
They recognize my overcomingand my succeeding.
Speaker 3 (39:03):
And they value my part on this team that I play.
Steve Covey comments that trustis the blue of life.
Speaker 1 (39:09):
It's the foundational principle that holds all
relationships and think about it.
Do you have relationships thatyou don't trust and if so, do
you really hold?
Speaker 2 (39:23):
on to them, or do you really hold on to them,
especially if you can't get ridof them, but do you keep them at
a distance or do you even walkaway from them?
Trust is that glue that holdsindividuals, that holds humans
together, and so whatever youcan do to ensure that you
understand where that trustlevel exists between you and
(39:46):
your team members is to assessthat and get an understanding of
the issues or the opportunities, the gaps, the blind spots, the
challengesand then work your way into
finding or using any one ofthese strategies that we
(40:07):
discussed to then move forwardand really start building that
trust-based culture.
Now, if you want any support inregards to assessing the level
of trust your team has or reallyaddressing and implementing any
of these strategies that wetalked about, and don't hesitate
to reach out and let's have aconversation.
(40:28):
You can go to coachmubernettcomforward slash discovery call
and I will get you on the rightpath to really being that
powerhouse leader of atrust-based team and culture.
Speaker 3 (40:40):
Thanks for tuning in this week to Shedding the.
Speaker 2 (40:42):
Corporate Bitch and if you found value in this
episode, then please be sure toshare it with your colleagues,
with your team members and withothers that you'd like to hear
from
Speaker 1 (40:55):
and the topic that are critical to you being a
powerhouse leader.
Speaker 2 (41:00):
Thanks Bye.
Thank you for tuning in totoday's episode of Shedding the
Corporate Bitch.
Every journey taken together isanother step towards unleashing
the powerhouse leader withinyou.
Don't miss any of our weeklyepisodes.
Subscribe to our podcast onApple Podcasts, spotify or
wherever you love to listen.
And, for those who thrive onvisual content, catch us on our
Shedding the Bitch YouTubechannel.
(41:20):
Want to dive deeper withBernadette on becoming a
powerhouse leader?
Visit balloffirecoachingcom tolearn more about how she helps
professionals, hr executives andteam leaders elevate overall
team performance.
You've been listening toShedding the Corporate Bitch
with Bernadette Boas.
Until next time, keep shedding,keep growing and keep leading.
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