A few weeks ago, I wrote a post that discussed the need to develop more trust to be successful in driving transformations. The feedback I received suggested the article offered ways to demonstrate trust, and my readers wanted to know more about how to develop trust.

Coincidentally, the news lately has been filled with stories of leaders stepping down due to one indiscretion or another. Leaders of industry, government, education and others. I will leave the debate about why they stepped down to the media and others. Instead, let’s address the fundamental underpinnings.

About 15 years ago, I added a leadership component to my work in guiding organizational transformations. The model I developed started with character, based on true principles. These true principles include internal drivers such as humility, positivity, and balance. These in turn promote external focuses including service orientation and belief in others.

All these features drive to one’s ability to garner trust – or to be trustworthy.

  1. You develop humility by recognizing that you don’t have all the answers, and that you must rely on your team to impart their knowledge.
  2. Positivity is developed by looking at the glass as at least half-full. Yes, it’s important to recognize and manage risk, but your team is looking to you to guide them through the unknown. Stay on course to achieve your transformative vision. Look for the positives and accentuate them.
  3. Develop balance personally and in the office. Yes, there are times when work demands a few extra hours but make this the exception and not the norm. Exercise. Breathe. Meditate. In the office, be sure you allocate time to be creative and to renew. Don’t go to lunch every day with the same people. Mix it up.
  4. Serve others. Ensure your leadership includes helping others. This can be as simple as coaching someone through a difficult decision. Be sure you are rightfully taking on issues to resolve and follow through. Serving others includes holding people accountable. Don’t let commitments slip through the cracks.
  5. Believe in others. You have a team for a reason. They are there to help you run the organization. Trust them to do their job. Put measures in place to gauge performance but stay out of the way.

These are the underpinnings to leadership I believe are the most important for leaders to develop to successfully drive transformative change. How do you measure up? Are you a transformative leader? Drop me a note if you’d like to discuss this further.

Dedicated to your profitable transformation,


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