Organizations today invest a tremendous amount of time, energy and money in improving business skills, sharpening expertise, broadening knowledge and gaining experience.  Seldom do you hear topics on creating trust relationships, let alone guidance on how to accomplish this.  Trust is a process which has a beginning, and if not carefully maintained, a definitive ending.  Trust can either be derailed or built upon over time. 

To “Lead the Change” you must have the trust of your followers.  To gain their trust it is important that you “speak their language” to ensure transparency and understanding.  Relationships and the effectiveness of those relationships cannot be based on purely technical competence.  While this is an important ingredient for success, it is not enough.  Trust is a lot richer than logic alone and is a significant component for success. 

What Language Do You Speak?

Matthew wasn’t a new leader.  He had 20 years of experience leading a global organization with expertise in organizational development, strategic planning and multinational operations.  Following a merger he was entrusted to lead the newly formed organization, delivering on the strategic imperatives that were sure to challenge and stretch himself and his newly formed leadership team.  

Considering himself a conscientious leader, accountable for all factors impacting the newly formed organization’s ability to transform successfully, Matthew felt he paid close attention to the process factors that would ensure success.  He did not have concerns about the new board even though it was not hand selected by Matthew, but rather brought together within the contractual agreement of the merger.  In delegating, Matthew followed the “golden rule” to treat others the way he wanted to be treated.  His communication style was “command and control” He gave the amount of detail and direction he would require.  Moving at a very fast pace he focused on delivering results.  Matthew was known for being a risk taker, for being blunt and skeptical, and did not hesitate to overstep prerogatives if he considered it necessary to do so. 

At the onset of his third meeting with the newly formed leadership board it was very clear that things were not progressing as fast as Matthew had envisioned.  He couldn’t help but wonder:

1.      Why isn’t the strategy working?

2.      Why aren’t we meeting our targets?

3.      Why aren’t we changing and innovating?

4.      WHY ARE WE FAILING?

Without carefully using his strength to analyze he missed the most important factor; to FIRST understand the behaviours of his board.  By missing this step Matthew failed to recognize and to understand that everyone thinks, feels and reacts differently to situations.  Matthew was known for his ability to execute, and for those that were compatible to his leadership and communication style – they responded positively.  However, it was those that lacked his speed, backed down from asking questions, feared his directiveness and for some, were overwhelmed by the detail (or lack of) – they were perceived as getting in the way of success, causing significant complications to the execution of the strategic rollout. Had Matthew invested time up front to better understand his new board he would have quickly recognized the need to adjust his communication style to accommodate those that were more deliberate and procedural in their approach.  He would have known to slow down, to listen, setting time aside for individuals to discuss and explain.  Had Matthew invested this time he would have saved significant time and money.  He would have built trust amongst and with his new board.  He would have known to adapt a less direct and more encouraging approach.  However, failing to do so cost him time, money and followers within the new organization.  Failing to do so impacted the organization’s need to navigate quickly and effectively to a new state of being.  Failure to do so created that larger “failure”.

Your Leadership Role

As a leader, you play a key role in your organization’s success by motivating, directing / delegating, guiding, recognizing, supporting, celebrating and learning.  Not clearly understanding his own personal behaviour style and the implications this had on those that approach tasks or problems differently impacted Matthew’s ability to connect and communicate with some key players on his team.  This led to a breakdown in morale, productivity and the ability to move the organization forward.

People are the foundation of every organization.  Different isn’t good or bad.  There is no right or wrong.  It is about self awareness and your ability to understand and flex your style to meet the needs of those you are communicating to and interacting with.  In building self awareness you begin to understand and can answer:

·        Why do they not respond in the same manner to the same situation?

·        Why do they not hear what I am hearing?

·        Why don’t they understand me?

·        Why does it feel as if we are speaking a different language?

There is an abundance of what researchers today consider to be “best leadership qualities” for the workplace.    However, at the onset of every new initiative it should say …. 

STEP 1: What language do we speak? Understanding the behavioural styles of you and your team

Please feel free to contact me (tracey@priorityinvestment.ca) if you would like to discuss any of above. Or to further explore behaviours and how they impact you, your team, your organization.

As we start to see an increase of individuals returning to work, they are going to be looking to their leaders more today than perhaps ever before. We have experienced many changes in our business and personal lives these past couple of months. Change has always been a natural occurrence within the work environment and is expected. However, change today will require leaders to raise their game, taking their followers with them on a journey where those in positions of authority will be required to pivot not only in the sense of critical business needs but with each team members individual needs. Make no assumptions of how people are feeling. Take time to listen. Be curious about motivations. Don’t assume that people will be motivated by the same things that you currently care about. Motivation is very personal and is what makes us unique. During change it is also one of the first things to disappear. We all know change drives opportunity — Raise your game and take others with you.

HARVARD BUSINESS REVIEW | MARCH 15, 2020

At this time of change it is so important to be aware of behaviours. Not all behavioural shifts are easy to identify. How do your team members behave in times of uncertainty and extreme stress?. Are you able to identify shifts in behaviours and the impact it will have on the individual and the team as you venture into new working environments. Self awareness and the awareness of behaviours in others will be key as we all move forward in this time of change.

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HARVARD BUSINESS REVIEW | MAY-JUNE 2020 ISSUE

Constant change is the new dynamic of the global economy, and makes agility even more necessary than ever.

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HARVARD BUSINESS REVIEW | APRIL 2, 2020

Behaviours Drive Results.

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