Create Culture Tust
One of my CEO's leadership coaches has naturally a great deal of involvement and train leadership style. In this difficult economic situation, however, he made a strategic decision to be far more focused with the members of his senior management. He was very transparent with his senior team members that he would be much harder on them to get through this difficult economic situation. He had to instill a sense of urgency.
CEO also had to be very clear with senior executives that they would be responsible for removing barriers that hinder employee performance. He inspired confidence by being open to his plans and answering all questions.
The CEO had to engage in his people emotionally without causing fear. The culture of the company had to have a fun and fun atmosphere where people could be optimistic.
7 Steps to Transparency
Warren Bennis and James Toole offer seven steps to developing a culture of transparency in your organization:
1. Tell the truth
Although this is the most obvious step, it's also kidding with nuances. Each of us has the incentive to tell others what they want to hear. Instead, be simple and be honest. Leaders who are sincere and predictable say everyone is the same as they do not need to review their stories.
Conformity and truth indicate that the rules of the game are the same for everyone and that decisions are not made arbitrarily. When people are assured of this, they are ready to stand up their necklines, do more work and help leaders achieve their goals.
2. Encourage People to Speak About Truth by Power
It's never easy for us to be honest with our bosses. There is courage to talk, as it involves risk. But encouraging people to share their honest opinions is important if leaders want to build trust and open communication. Of course, this sometimes means that executives will hear inadequate information.
How are you asking questions first and foremost. If you fail to ask your important questions in such a way as to encourage honesty and fame, you will never forget the truth.
How you respond – while you can keep an open mind and clear head – is important. Confidence is a symmetrical relationship. Leaders must first trust others before the return is paid.
3. Reward Contrarians
How easy are people to challenge business and leaders? considerations in your business? If you make it acceptable, you're ready to listen to opposing views and promise to consider the benefits of others & # 39; smoke, you pave the way for culture of transparency.
Your company will not take advantage if you refuse to acknowledge and challenge your own premises. Find collaborators who tend to be anti, listen to their intentions and create situations to think differently. "Think outside of the box" should be realistic, even if the slogan is unclean overuse.
4. Practice Having Unpleasant Conversations
Few individuals fail to deliver negative responses during the performance assessment. Offer negative feedback to one boss, is even more demanding – and therefore it rarely occurs. There is no way to make a negative response fun for either the carrier or the recipient.
Best leaders learn how to deliver bad news so people do not get unnecessary hurt. It is certainly not easy unless you can offer exercises. Training and exercise can help people learn to deliver constructive feedback.
5. Diversity of Information Sources
Journalists and anthropologists know that if you really want to understand culture, you have to talk to multiple sources that have different incidents. Everyone is biased – no exceptions! – and everyone has an opinion. Communicate regularly with different groups of collections, employees, customers, and even competitors to get a new and multifaceted understanding of others & # 39; perception.
6. Recognizing mistakes
Candor is contagious. When you acknowledge your bugs or errors, it adds way to others to do the same. Simple submission can divert critics and encourage others to be transparent too.
7. Create Organizational Support for Transparency
Protecting Flute Blowers – But Do not Stop There. Other criteria and penalties should encourage verification, including open policy, ethics training and internal blogs that give people a voice down to the hierarchy.
Managers are most often chosen to succeed in competitiveness than their peers than to demonstrate their cooperation. Thus, they are not generally willing to listen to warriors or to share information freely. This requires different thinking.
Do you work in a company or law firm where leadership creates an environment of trust and transparency? Does your company or law firm provide leadership training and leadership development to help lead open communication and trust? Leaders need to formulate openness for followers to fully participate.
One of the most powerful questions you can ask is: "Do I lead to being transparent and trusting others?" Emotionally intelligent and socially intelligent organizations provide executive training and leadership development for leaders who want to become more transparent in their relationships and develop such trust.
Working with a skilled executive trainer trained in emotional intelligence and implementing leadership decisions like Bar-On EQ-i and Index 260 can help you become open and transparent and increase your trust in your business. You can become a leader as a mother of emotional intelligence and social intelligence and encourage people to become a fully-featured participant in the vision and project of your company or law firm.