| The other day I had some new office
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| | days.If you are a manager working to gain
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| furniture delivered. The very
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| | the trust of your workers, please keep in
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| professional and efficient delivery
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| | mind that it's harder than ever before.
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| person took my payment, and when he saw
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| | However, there are a few things you can
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| the name of my business on the check, he
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| | do to increase the levels of trust within
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| asked what the Management Education Group
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| | your organization:1. Tell the truth.
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| did. I told him that I coach and teach
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| | If you don't tell it like it is, you risk
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| managers to be more effective as leaders.
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| | appearing evasive. Evasiveness is the
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| The delivery person quickly replied,
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| | leading cause of mistrust. Even if it's
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| "So, you teach them to lie to us?"Since
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| | bad news, don't beat around the bush or
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| the delivery person seemed to be such a
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| | sugar coat the truth. Just tell it like
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| positive and enthusiastic person, I was
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| | it is.2. Give constant feedback. One
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| taken aback by his comments. It made me
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| | way to ensure that your employees don't
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| wonder if employees in general feel this
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| | trust you is to say nothing at all.
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| way about their managers or if this was
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| | When you don't share your thoughts and
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| an isolated case. After some thought, I
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| | feelings, they will substitute their own
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| realized that it's no wonder in today's
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| | ideas for yours. And, those thoughts and
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| business environment that employees are
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| | feelings may or not be what you are
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| not manager's biggest fans. In fact,
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| | really thinking. The more feedback and
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| managers have been battling an "us vs.
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| | information you can share, the more
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| them" attitude for years.While the
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| | likely they are to believe what you have
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| sentiment probably began eons ago, our
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| | to say.3. Be aware of your impact. So
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| earliest recollections are from the late
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| | many managers are absorbed with the tasks
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| 1800s, when factories exploited children
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| | they have to perform that they forget the
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| and workers operated in unsafe
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| | impact they can have on others. The more
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| conditions. There's no doubt that
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| | aware you are of your own behavior and
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| workers back then did not trust their
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| | how it impacts others, the more likely
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| management.Personally, my first
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| | you are to project trustworthiness.Do you
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| recollection of being mistrustful of
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| | lie to your employees? Of course you
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| leaders coincided with the Watergate
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| | don't. However, they may perceive lies
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| scandal. I learned from the television
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| | if you are not working to clarify the
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| that all leaders are not 'good guys' and
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| | truth.Marnie Green, Chandler, AZ,
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| that sometimes they lie to us. While
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| | USAMarnie E. Green is Principal
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| Nixon was not my boss, he was in charge
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| | Consultant of the Arizona-based
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| of my country. If I couldn't trust him,
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| | Management Education Group, Inc. She is
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| who could I trust?Now, with the rash of
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| | the author of Painless Performance
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| corporate scandals--Enron, Worldcomm, and
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| | Evaluations: A Practical Approach to
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| others-more and more workers are being
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| | Managing Day to Day Employee Performance
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| convinced that those in leadership
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| | (Pearson/Prentice Hall). Green is a
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| positions have likely lied to get where
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| | speaker, author, and consultant who helps
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| they are. And, while there are surely
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| | organizations develop leaders today for
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| more honest leaders in the world than
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| | the workforce of tomorrow. Contact Green
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| there are liars, it's easy to see why
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| | at offer this article on a nonexclusive
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| workers aren't sure who to trust these
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| | basis.
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