Blanchard LeaderChat

Recently I was channel surfing while watching TV and I ran across a showing of the Blue Collar Comedy Tour. Larry the Cable Guy was one of the featured performers, and if you’ve seen his act before, you know his signature catch-phrase is “Git R Done!” Now, normally I wouldn’t recommend listening to Larry the Cable Guy for advice on building trust in relationships, but it struck me that if you’re a leader known as someone who can “Git-R-Done,” the chances are you’re considered a trustworthy individual.

Trust in relationships is comprised of four elements: Ability, Believability, Connectedness, and Dependability (TrustWorks!® ABCD Model). Part of being an able, competent leader is knowing how to get things done. Yet with today’s flat organizations and wide span of control, it’s impossible for a leader to know the answer to every problem that crops up.

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“Money”…”Clutch”…”Nails”…Maybe you’ve used (or heard) one of those phrases to describe someone who seems to deliver when it matters most. It’s the go-to person that everyone trusts to get the job done on time, on budget, and with good quality. Why do those people engender so much trust from others? It’s pretty simple, right? They produce results!

We rarely have the conscious thought of building trust when we go about our daily jobs, but the fact is that our track record of results, or the lack thereof, contributes dramatically to how much we’re trusted by others. One of the quickest ways to erode trust with people is to not be productive in your role and provide positive contributions to your team and organization. Read more…

When I was a kid I loved watching reruns of Get Smart, the TV series (1965-1970) starring Don Adams as Maxwell Smart, the bumbling Secret Agent 86. Anyone who has seen the show or watched the movie spin-offs knows that Agent 86’s partner, the lovely Agent 99, is the competent one who always bails him out of trouble. Their boss, “Chief,” is frequently frustrated with Maxwell Smarts’ ineptitude, but he has an extreme amount of trust and faith in Agent 99 to keep Smart out of too much trouble and avert mass chaos and destruction.

The reason that “Chief” had faith in Agent 99 was that she had expertise in her role that warranted a high level of trust. She had the skills, relevant experience, and knowledge required to get the job accomplished. Think about the times you haven’t trusted someone. How often has it been because you felt the person didn’t have the expertise to get the job done? Perhaps you didn’t trust an auto mechanic because he didn’t have the know-how to repair your car the right way? Maybe it was the not-so-handy handyman you hired to do some home repairs that turned into a nightmare? Or, bringing it closer to home, maybe you don’t trust your boss because he doesn’t have a clue about the work you do, yet he pretends he does?

The TrustWorks! ABCD Trust Model provides a common framework for building trust in relationships. Trust consists of four elements: Ability, Believability, Connectedness, and Dependability. Developing your expertise and demonstrating competence is a critical component of Ability. You are trustworthy when you have and apply the task knowledge and skills for your job. You can be trusted because you constantly learn and build expertise in your chosen field, and you use your skills to assist and teach others. Having expertise in your job allows others to have a higher level of trust in you because they can be confident that you’ll get the job done right.

So what can you do if you think you have room for improvement in building trust by increasing your Ability? Find a mentor in the area where you need to improve and come up with an action plan to help you develop the skills and knowledge that you need. Seek out continuing education, volunteer for projects that will force you to learn new skills, or work with your boss to set goals around learning and development. In other words, Get Smart!

This is one in a series of articles on the TrustWorks! ABCD Trust Model and building trust in relationships and organizations. Be sure to “like” TrustWorks! on Facebook or follow on Twitter @TrustWrks.

No, the coach didn’t actually die, but if you perform a “leadership autopsy” on the recent firing of Rich Rodriquez, the former University of Michigan head football coach, I think you’ll find that the ultimate cause of his demise was that he was killed by the culture because he didn’t build trust.

As a college football fan (and in the spirit of full disclosure, a rabid University of Michigan fan), and a student of leadership, I’ve found the Rich Rodriquez era at UM an interesting case study of how a recognized expert in his field, with a winning track record, could experience such turmoil and discord in 3 years that would lead to the loss of his job. His experience is a lesson for those of us in any type of leadership position. My conclusion: he was never a fit for the culture from the very beginning.

Some of that was by design. After 13 years of steady, yet mostly unspectacular success under Coach Lloyd Carr (save one shared national title in 1997), there was a move afoot by school leadership to shake things up and create a more dynamic and electrifying brand of football. Usher in Rich Rodriquez and his high-scoring spread offense, a system heretofore unseen in Michigan. So some of the blame of this failed venture falls directly on the shoulders of school leadership.

However, Rodriquez underestimated two factors (among many others!) that led to his downfall. The first was the power of the culture to kill his efforts to implement such a drastic change in philosophy. Stan Slap, an organizational consultant, calls this failure to recognize the power of the culture the “original sin” of a strategic implementation. Coach Rodriquez committed many cultural missteps when he joined Michigan. He said and did things that showed he didn’t understand or appreciate the longstanding traditions of the winningest program in college football history. When leaders implement a large organizational change, they have to remember that most people view change as a “loss.” People often lose perspective when change occurs so we have to remind them about what isn’t changing so they can have security in some form of consistency. Rapid organizational change rarely succeeds.

A second lesson that we can learn from the downfall of Rich Rodriquez is the importance of building trust. When it comes to building trust, there are four elements that need to be present: ability, believability, connectedness, and dependability. Rodriquez had ability in spades. Before coming to Michigan he was the head coach at West Virginia where he compiled a record of 60-26, four Big East titles, and six consecutive bowl game bids. But ability will only take you so far when it comes to building trust.

Rodriquez’s believability was damaged when NCAA infractions came to light during his second season. For a University who had never suffered any NCAA sanctions, this severely damaged the perceptions of his honesty and values. He also eroded trust through his lack of dependability. Dependability involves being organized and accountable in following through on commitments. Anyone who saw the repeated mistakes and disorganization of the Michigan defense this season can attest to this fact! But most of all, Rodriquez failed to build trust by connecting with folks. He didn’t show the aptitude for communicating well and building relationships. There were times he threw his players under the bus in press conferences and he seemed to be perpetually unhappy and angry over the state of affairs. Perhaps this is all a case of misjudgment, but when it comes to building trust, perception is reality.

By all accounts Coach Rodriquez was an earnest, hard working man who took pride in his efforts. We can learn from his experiences to help us in our own leadership journeys. We have to deftly manage organizational change and respect the power of the culture to work against our efforts, and we can leverage the power of the culture by building trust. Building trust in relationships is the key to success, whether we’re on the playing field or in the board room.

“Hoping all your consequences are happy ones.” That was Bob Barker’s signature sign-off phrase when he hosted the 1960’s TV game show Truth or Consequences. The premise of the show was that contestants were presented with a question of “truth” (trivia or a bad joke), that if they didn’t answer correctly, would lead to a consequence that was usually some sort of zany or embarrassing stunt.

As I reviewed Deloitte’s recent Trust in the Workplace – 2010 Ethics & Workplace Survey, I was reminded of the dire consequences faced by organizational leaders who don’t get the right answer when it comes to understanding and appreciating the critical importance of trust in today’s workplace. Read more…

John Wooden’s passing on June 4, 2010 marked the loss of a legend in the field of leadership. “Coach,” as he was known, inspired countless people over the years through his teachings, writings, and selfless acts of service. Wooden’s contributions as a writer, speaker, and thought leader far exceeded his impact as a basketball coach which is no small feat considering he won 10 NCAA national championships while coaching at UCLA! Read more…

Ok, I have to admit it. I’m a “Lostie,” a fan of the recently concluded sci-fi, psychological drama TV series LOST. If you’re not familiar with the show, it’s about the experiences of the survivors of Oceanic Flight 815 that crashed over an unknown island in the South Pacific Ocean.

LOST was famous for rabbit trail plots, untold secrets, and being the proverbial puzzle wrapped in a mystery inside a conundrum. But when all was said and done, the underlying narrative to LOST was the relationships formed among all the characters and the life they shared together.

I couldn’t help but see the leadership implications of the show’s theme, and in particular, the line of dialogue in the series finale between Christian Shephard and his son Jack, the “leader” of the group of survivors. Christian is speaking to Jack (both of whom are “dead”) about the purpose of the survivors of Oceanic Flight 815 being gathered together in the “afterlife.”

“The most important part of your life was the time you spent with these people. That’s why all of you are here. Nobody does it alone, Jack. You needed all of them and they needed you.”

The premise is clear for leaders – It’s all about relationships!

As leaders we sometimes get LOST. We begin our leadership journeys with excitement, flying high over the ocean with idyllic dreams of leading people to accomplish great things. But then something interrupts our trip and we find ourselves dealing with all sorts of challenges that can become distractions if not placed in the proper perspective. Whether it’s the impending budget deadline, scheduling the next meeting, or completing the latest project, it’s easy to lose focus of what is most important – people!

In The Leadership Pill – The Missing Ingredient in Motivating People Today, Ken Blanchard and Marc Muchnick make the point that leadership is the process of getting everyone to the place they are supposed to go. That assumes that you are relationally connected with your people so that you understand where each one is at in their own particular journey in your organization, and where all of you need to go as a group to accomplish the organization’s goals.

Considering the average person spends a third of their life at work, leaders need to remember that one of our highest callings is to nurture and develop those under our care and that we are mutually dependent on each other to get where we need to go, both individually and corporately. Don’t get LOST!

The underdog New Orleans Saints defeated the Indianapolis Colts 31-17 in yesterday’s NFL Super Bowl, in large part I believe, to the power of their purpose. Purpose is defined as “the reason for which something exists or is done; an intended or desired result; determination, resoluteness.” Not that the Colts didn’t have a purpose because they certainly did. Every NFL team has a purpose of winning the Super Bowl each year. But this year it seemed as though the New Orleans Saints connected with their own purpose on a much deeper level that fueled them to victory when it counted most.

The story of Hurricane Katrina in August 2005 and its devastating impact on the city of New Orleans has been well chronicled. In March 2006, Drew Brees joined the Saints football team having just come off major shoulder surgery that threatened his playing career. Brees has been quoted as saying that he felt his decision to join the Saints was a “calling” – a higher purpose that he needed to fulfill, not only to resurrect his own career, but also to help the people of New Orleans resurrect their city. This deep connection to his own personal purpose and that of the city at large created a culture change within the Saints organization which ultimately led them to achieving the greatest prize in their profession.

After the game Brees was quoted as saying, “We played for our city. We played for the entire Gulf Coast region. We played for the entire Who Dat nation that has been behind us every step of the way.”

Teams of all kinds, whether in the sports world, corporate America, or the non-profit sector, can take a lesson from the Saints and the power of purpose. When chartering a team, one of the first priorities is to establish a clear purpose. “Why do we exist?” and “What are we trying to achieve?” are key questions that need to be answered.

Once a team is clear on its purpose, it can establish the values that will guide team members’ behaviors and decisions and in turn establish goals that will help them achieve their purpose. Finding a way to connect each team members’ personal purpose to that of the team will exponentially increase the productivity and morale of the team, allowing the team to achieve more than any one individual possibly could. When the team faces adversity, it will be their firm belief and commitment to their purpose that will carry them through.

“Just to think of the road we’ve all traveled, the adversity we’ve all faced,” Brees said.

“It’s unbelievable. I mean, are you kidding me? Four years ago, whoever thought this would be happening? Eighty-five percent of the city was under water. Most people left not knowing if New Orleans would ever come back, or if the organization would ever come back.

“We just all looked at one another and said, ‘We’re going to rebuild together. We are going to lean on each other.’ That’s what we’ve done the last four years and this is the culmination in all that belief.”

That sounds like the power of purpose to me.

I was surfing various leadership blogs the other day and ran across an interesting post from Tony Morgan on 4 stages of leadership. Rather than looking at a leader moving through various stages in his/her career, I prefer to look at it as various “hats” that a leader has to wear, given the context and need of the situation.

The first hat of leadership is self leadership. This is a hat for all seasons! Self leadership involves developing the skills and abilities to set goals for yourself, to recognize the points of power you have to help you accomplish your goals and influence others, and to recognize and move beyond the assumed constraints, or self-limiting beliefs, that you’ve created for yourself over the years. Self leadership is independent of any formal position of leadership. If you can breathe, you can be a self leader!

The second hat of leadership is leading others. This hat utilizes various styles of leadership to influence others in order to help them accomplish their individual goals or the goals of the organization. This hat is often used when a leader is in a formal position of authority with direct reports, but it can also be worn by an individual contributor who has to collaborate with and accomplish work through others. A leader in this context needs to flex his or her style to meet the developmental needs of the followers. A second hat leader uses a combination of directive and supportive behaviors to bring out the best in his or her people.

Leading teams is the third hat of leadership. When two or more people are mutually dependent and accountable for achieving a particular goal, you have a team. Wearing the hat of team leadership involves not only using second hat leadership in your 1 to 1 interactions with team members, it involves managing the productivity and morale of the team as a whole. The team leader has to monitor team dynamics and modify his or her leadership style to keep the team moving to higher levels of performance.

The fourth hat is leading organizations. Leaders in this context have to be acutely aware of their own leadership points of view, setting the vision/mission of the organization, the nuances of managing other leaders, and how to implement and manage change within the organization. Competencies of fourth hat leadership involve strategic thinking, innovation, creativity, and having a global mindset.

Any one particular type of hat isn’t appropriate for every social situation. Nor is any one particular type of leadership appropriate for every organizational context. You wouldn’t wear a top hat to a baseball game would you? No! A baseball cap would be much more appropriate. The same is true with the hats of leadership in organizations. You have to develop the skills and abilities of each of the leadership hats so that you can quickly switch between them as the situation demands.

So which hat are you wearing? Is it the right one?

The unfortunate and sad news of recent extra-marital affairs in politics once again highlights the damage that can be done when a person in a significant position of leadership suffers a moral or ethical failure. The extent of the collateral damage of these actions remain to be seen, but this much is obvious – people can severely, if not irreparably, damage the trust and respect of those closest to them: spouse, children, staff, colleagues, and constituents. Can this trust and respect be restored? Yes it can, given the right amount of time and the willingness of people to humbly submit to the requirements they will face in rebuilding the bonds that have been broken. If anything, this incident should remind everyone in a leadership position how easy it is to suffer a fall from grace.

How do we protect ourselves from such failures? It’s a complex issue that is influenced by a person’s spiritual, mental, and emotional makeup, but we can ask ourselves a few simple questions that will help us to evaluate the impact of our decisions. Is it legal? Will this decision break any civil laws or company policies? Is it balanced and fair? Will this decision or action promote win-win relationships for those involved and is it fair to everyone in both the short-term and long-term? How will it make me feel about myself? If this decision or action was published on the home page of CNN, would I be proud? What would those closest to me think about it? Of course these simple questions won’t completely resolve all the moral and ethical dilemmas we face, but it certainly can put us on the right track.