You're laid out wearing the undignified hospital gown waiting for surgery to begin. The doctor explains the procedure again. The nurse rechecks the IV. The anesthesiologist evaluates the medications that will be used to put you safely to sleep. You think, "I hope they know what they are doing!" We are opening ourselves up (literally in this case) to others' talents. You are entrusting, empowering, and delegating the surgery to this team. 

This sounds better in leadership books than it does in our lives! Progress in the surgical suite, boardroom, and in our work groups requires that we not only recognize our interconnectedness, but thrive in communities of people we trust to deliver results. Trust is critical in all our relationships. 

Why is trust no longer optional?

1. Too much information; Too much change - We can't slow it down. The amount of information is doubling nearly every 4 years. We cannot be an expert in everything. We have to trust the expertise of others. 
2. It limits our opportunities - A company with a manager can only grow as large as they can "control." A company with a leader can grow exponentially with the collaborative talents of its team. 
3. We have to give up to go up - Great leaders ask themselves, "What can I stop doing?" When we delegate tasks to followers we can put more interesting things on our plates. 
4. We can't hoard the information - As computers become more affordable information that used to be proprietary is now widespread. Wages for lawyers in Silicone Valley create price inflation in Cleveland, Ohio. Knowledge is a click away. 

Building the Trust
In the industrial economy strong managers could control their employees with authoritative commands and strategically deciding when to keep their "mushrooms" in the dark. Leadership success today involves shedding light on others through coaching, facilitating, empowering and enabling. This success cannot be built without trust. The question is how?

Be Clear -Great leaders are transparent. No hidden agendas. They have a clear vision that is supported by their actions. As Ralph Waldo Emerson poet/philosopher said, "What you are speaks so loudly I can't hear what you say." How do we communicate clearly?

1. Good and bad points - Upbeat communications build excitement and commitment to our shared vision. An excited leader is easier to follow than a bored leader. However, when things go awry use open, honest, and assertive communications with those directly involved to build trust. 
2. Admit mistakes - This takes tremendous self-confidence. Since everyone else usually knows (and is talking about) about our mistake we me might as well fess up! A leader with guts tends to have more loyal followers. 
3. Perfect no, Real yes! - Phonies are visible a mile away. When we share our personal struggles and "blemishes" others can relate to us not as a businessperson, but more importantly as a human being. When we become human, that's when they will more closely listen to us as a businessperson.

"Records" are confidential - Effective leaders can be trusted with confidential information. When someone tells us something in confidence, is it kept there?

Pull out a mirror - When something goes wrong do we blame first and ask questions later? How can we minimize passing quick judgments and start making fewer mistakes? 

1. Ask others what they think went wrong. Listen intently to their thoughts and feelings before expressing our opinion. 
2. Go to a quiet place (ex. Sauna, beach, park etc.) and reflect on what we could have done better. Then be the first to apologize for where we could improve. 

Deliver - Leaders make public promises. People who follow through are uncommon. Return phone calls, e-mails, and stay current with commitments and communications. How?

1. Get systematized - Use one system and use it faithfully. Whether it be a contact manager, day planner, or sticky notes, find one system and marry it.
2. Under-promise and over-deliver - nothing new here, but important to revisit anyway. Think you can have it done by Tuesday? Ttell them Friday (if you can) and cut yourself some slack. 
3. Ask "key players" what is possible before making a group commitment. There is nothing worse than someone who over-promises on our behalf!

What does the orderly think? - Trust is measured from the bottom up. What are we doing to build up the bottom of the organization? Do we care? What can we do?

1. Build up their confidence - Confidence is built through education. One fifth of the working adults in this country read below a third grade level. Consider on-site communications and mathematics skills training programs conducted during work hours. 
2. Create a community, not a workforce! - Company outings help us connect as human beings. Community service events can involve everyone as one team. 
3. Personal development plans - Use one to one meetings to identify what your people love to do and they are good at. Create a development plan based on their dreams and aspirations, not necessarily where you would like to "slot" them in your business. 

Provide vision, expectations, and assistance; then get out of the way - Empowerment requires you delegate and provide opportunities for others to be involved. How?

1. Clear expectations - Why do we need something done? How does it fit into the larger vision? What is required and when is it needed? Most importantly, why have we entrusted them with the responsibility to get it done? 
2. Your "admitting window" is open - Express your desire and willingness to provide coaching and relevant information. 
3. Let creativity soar - Challenge and encourage others to add their own "stamp" to the project. 

Care about welfare - We connect on an emotional level first, and an intellectual level second. Help someone through a crisis. Allow flexibility in the schedule when "their chips" are down. It is easier to be trusted when we show we care. 

Give it up - Recognize and give credit to others, and take the blame ourselves to build trust. As the legendary Alabama football coach Paul "Bear" Bryant once said, "I'm just a country plow hand, but I've learned to get a team beating with one heart: If anything goes bad, I did it. If anything goes semi-good, we did it. If anything goes real good, they did it." 

Become vulnerable - Trusted leaders know how to be great followers. Reverse the roles to stretch your followers' skills and to develop personally. Consider:

1. Ask to be taught something where our followers have more expertise.
2. Appoint others to lead meetings and teams and then take a subordinate role.

The time for surgery has come. We intellectually understand the processes and techniques but are we ready to put faith in our team and allow the "operating room doors" to a larger future to open up? Through the haze of the medication we here, "Are you ready to trust me with the scalpel?"

If you would like to have Mike speak to your group consider the following programs:
"Growing Leadership"
"Unleashing the Hidden Tools of Effective Leadership"

If you want to get Mike's insights on this topic in one on one sessions click here.

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Mike Foti is Chief Executive Officer of Cleveland Glass Block (a Northcoast 99 recipient for best employers in Northeast Ohio and a Community Pillar Award winner for community service) and President of Leadership Builders. Mike is a national speaker, writer, and consultant who helps individuals and companies get results through people. To ask Mike how he might help you, or to receive his free tips and leadership articles, call 216-531-6085 or visit his web site at www.leadershipbuilders.com.