Every team member should believe in the vision of their leader. Buy-in comes from trust, which must be earned. Here are some core questions to ask yourself in regards to whether or not you have earned your team’s trust:
- Everything starts with a great plan: Have you done a good job laying out the plan by explaining how it was formulated, and being specific in regards to contributions needed from each team member? Have you gotten to the point where they understand and believe in their ability to contribute/impact outcomes?; Do they own and believe in their portions of the plan?
- How would they rank your competency level? Does your team have full belief in your understanding of the business, goals you set, and your ability to help them cross the hurdles along the way? It starts with explaining “the why” behind goals, changes, and plans. Then your ability to get in the trenches when needed and help with a win, course correction, etc., is what cements the belief in your competence and the team’s ability to succeed under your leadership.
- Do they value/respect your work ethic? The quality and tempo of the work you do sets the example for your team. Go-getters trust and are motivated by Go-getter leaders.
- How would they rank your level of character and integrity? If you have made it to a leadership position, you likely have a high-level of character and integrity, but does your team know it? Have you spent the required time to build and maintain your relationships? Time and experience with each person is the starting point, and then consistently doing what is right is what must follow. Also notable is that doing what is right is not always what is easy/popular, but it is what creates long-lasting respect and belief in your character and integrity.
Most people desire to be successful and they seek a leader they can count on for support and guidance. In order to earn their trust, they must believe that being on your team gives them the best chance for success.
Reflect often (and trust your gut) on what is needed to build and maintain trust. At any given time, there is someone on the team that is not a full believer; therefore, building and maintaining trust must be a continuous effort by all leaders.
The importance of relationships is generally understood in business. Given there is little opposition to the concept it is easy to assume that all will act accordingly and need little guidance. However, we must be consistently intentional about the Relationships that are built and maintained with our Clients and Team Members. I am fortunate to have been brought up in environments where Relationships were at the forefront of how we cared for Clients and our Team Members, therefore it has always been the #1 focus and I would argue that it is what has made our organization special and attractive. In regards to measurable results: Long-tenured team members, high client retention rates, and consistently performing at the highest level in our sector, are all attributed to our intense focus on Relationships, more than anything else.
Not many people in life give more than they receive (I recommend the book “Go Giver” if you have not read it), but that is exactly how great relationships start and how they are maintained. When this happens, the other side gives back in the form of trust which is the centerpiece of any great relationship. The hardest thing is training on this concept and getting people to really understand what it takes, and then to make sure they start doing it rather than just thinking they are. In regards to our clients, we should make sure to continuously train team members (typically sales will have the most responsibility in this area) on all that they should be doing to build great relationships, and we should inspect their efforts along the way and provide feedback/mentoring as needed. In regards to our team members, every Leader and Manager must have the same level of understanding as to what great relationships are and the commitment required to build them with those they lead, which is the only way for the concept to be ingrained in the organization’s culture.
While the concept of relationships being important is easy to understand, it is also the easiest to ignore in the face of other more tangible challenges. As we grow, our organizations will need new systems, additional team members, and we will confront many new issues. While all of these things should and will change, the one constant has to be our commitment to having the best Relationships with our Clients and our Team Members. Great Relationships will not only get us through it all, they will also be the reason that we lead the way.
As a consumer, have you ever thought… “Did they really just tell me to call someone else”, or “Did they really just make me fill out that form when they have my information right in front of them-don’t they want my business?”.
As organizations grow and become more complex, communication and systems are key in regards to retaining the ability to consistently delight clients, and delighting clients is the only way to grow. In my experience, communication is routinely the problem/solution. Yes, systems are key for long-term sustainability, but the human communication element can fix or break any system. Here are some simple examples:
Bad Client Communication:
- “You will need to contact our X Department”
- “We need you to fill out this application”
Good Client Communication:
- “I am going to go ahead and connect you with support by submitting a ticket on your behalf, so stick with me here. Before I hit submit and give our support team a separate heads up, can you confirm for me that I have captured the issue correctly?”
- “I have all of your info right here, so let me fill that out in an effort to save you time. I will then have you verify/complete the form and we can get everything going asap”
This likely seems like common sense to those who innately focus on delighting clients. However, it is easy for growing organizations to make the mistake of assuming every team member (especially newer team members) understand the commitment to delighting customers; it is something that must be ingrained in our culture, which means it has to be very apparent in the behavior of every person and department in the organization.
It is all about leaving the client/prospective client with positive closure every step of the way. And in those times when the answer is not apparent, recognizing that those are the times to shine as a true partner rather than just a vendor; these are the times that we get to dig in and seize the opportunity to show others the extent of our commitment to serve. I routinely reflect on how strong of a characteristic it is to genuinely CARE; it beats just about any strategy.
No leader has success without the loyalty, drive, ingenuity, and tenacity of the other leaders on their team. The role of a “leader of leaders” is to mentor/motivate, challenge, and hold them accountable, but we must not forget to routinely let them know how much they are appreciated. Similarly, we should show appreciation to those who lead us as well. Just think of when someone you lead, or someone who leads you, takes the time to ask how things are going and/or proactively lets you know how much you are appreciated. How does that make you feel?
While it is so easy to do, we must fight against the tendency to assume other leaders are not in need of positive feedback. The one on one sharing of the appreciation we have for other leaders in our lives is something they are more than deserving of, and it is a necessity in creating/maintaining a great culture and ever-lasting relationships.
For any MCCi folks reading the post and for those who have led me……… Thank you! Saying it here is not good enough; I know I can do a better job of putting this in practice and will be holding myself accountable to act.
Leadership is about getting your team “wanting to” rather than “having to”. The same goes for when and how we react to negative news, inquiries, and concerns that those on our team voice to us; the easy route is to be impulsive in our response, however the leadership route is rarely the easy one.
An impulsive reaction can result in:
- Failing to envision the situation from other vantage points
- Futile and unnecessary negative emotion being thread through our response
- Embarrassment for the other party if done in front of others
- The other party no longer seeing us as leaders/mentors
Impulsive reactions to negative situations will not leave others on the team “wanting to” rather than “having to”, and when people feel that they have to do something the full potential of that person, the organization, and the leader will never be met.
As a closing thought, here is the definition of Spew: To expel large quantities of (something) rapidly and forcibly.
Avoidable signs of not listening:
- Hostile tone
- Passive aggressive questioning
- Response before thought / considering viewPoint of other party
- Lack of empathy / unwillingness to acknowledge concerns and opinions of others
- Negative body language
- Use of the wrong communication medium / inviting miss-understanding
When others make one or more of these mistakes, be a leader and do not oblige with the same approach/mistake. If you are their leader, do take the time to reflect on their approach and coach afterwards. If it is a peer, realize that taking the same approach in a response fuels divide; you can’t make someone else grow, but how you react will have an impact and influence regardless of the chain of command.
And when we are guilty of not listening we should have humility, correct it, and move forward together. Grow from it – it is what others expect and what will be respected.