How Leaders Cultivate Trust

How Leaders Cultivate Trust - People Development Network
How Leaders Cultivate Trust - People Development Network
Christina Lattimer
I help leaders develop self- mastery, helping them to become confident in their own inner guidance. I collaborate with leadership experts, managers and HR professionals to help them get their own message and unique services and products to a wide audience.
Christina Lattimer

@pdiscoveryuk

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Christina Lattimer
Christina Lattimer

There are 4 Foundations to Trust

A new joint research report from CIPD (Chartered Institute of Personnel Development) and the University of Bath entitled Cultivating Trustworthy Leaders  explores the nature of trust by examining 13 case studies from the UK and global.  The report identifies 4 foundational pillars of Trust:

a) Ability describes perceptions of leadership competence in doing their job or fulfilling their role

b) Benevolence describes a concern for others beyond leaders’ own needs and showing levels of care and compassion

c) Integrity defines how trustworthiness is linked to being seen as someone who adheres to principles of fairness and honesty while avoiding hypocrisy

d) Predictability emphasizes how leadership behavior has to be consistent or regular over time.

The overall conclusion of the report is that the issue of Trust is still a concern and has indeed been intensified by the uncertainty experienced due to the long standing economic downturn.  Specifically the report underlines the importance of getting recruitment and development practices right so leaders have the right skills to be able to build relationships based on those very factors which engender trust in their people.

It is not easy to rebuild trust, but it’s possible.  In order to be visibly demonstrating the qualities needed to build that trust, leaders must not only be able to display those values and behaviors outlined in the report, they must “be” them, and not pay lip-service in order to “win votes”.

In order to “be” those very behaviors, their beliefs and thought systems must be in tune with what is required.   The beliefs they hold about values and relationships and how these are prioritized against their goals and aims is paramount.  They must be able to make choices which demonstrate they “do the right thing”.   Being able to “do the right thing”, means they are in touch with their right-mindedness, the characteristics of which I believe are:

A strong propensity towards life-long learning and in particular learning about themselves, continuously raising self-awareness, and thus being able to break down the barriers to ego-minded thinking.

An ability to connect to one’s higher self, which helps them trust their intuition, sometimes defy logic and being able to have a deep-seated inner trust of themselves.

Understanding that we are all connected and, therefore, understanding what is meant by Unity consciousness, which  on a behavioral level results in win/win decisions, kindness, compassion, respect and a belief in the best of others.

By having a real concern and interest in others and supporting their team in their growth, they inspire others.

It is becoming clear that in order to cultivate and maintain trust leaders will have to understand themselves3 and their impact in a way which is mastered by a few, but not embraced by many at this moment in time.   Leadership trust is not gained by achieving goals, balancing finances, or building profits, we all know that.  By building trust, though, we are more likely to achieve great things, because engendering trust can enable a synchronistic collective effort and outcome.

This Article first appeared on Lead Giants 

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