Have you discovered the link between lack of trust and mediocrity?
In my observations of leadership teams across multiple industry
sectors, I found a strong correlation between the leadership team
members’ depth of trust with one another and the level of performance
of their respective teams. Where trust was strong, performance was
generally high. Where trust was lacking, performance was generally
mediocre or poor.
When friction among the leadership team is communicated to or
observed by employees, your company’s goals are called into question
and employees begin to operate under a sense of doubt about exactly
what is expected of them. Sensing the tension, they often fear adding
fuel to the fire. No one wants to be blamed for rising tensions. As a
result, you are less likely to learn of issues that need to be
addressed in a timely manner. In essence, your people are reduced to
working around personalities. My friend, this is a well-worn path to
mediocrity.
Your leadership team has to understand at all times that their true
adversaries are the company’s competitors, not other members of the
team. If any of them are taking actions that undermine one another’s
authority or productivity, intervention is absolutely necessary. If
not, their lack of trust will spread like a virus where shadow
maneuvering, loss of focus, and unsaid truths lead to damage and loss.
In order to pursue excellence, leadership teams must feel free and
secure to share concerns and disagreements honestly and openly as a
team, knowing that each will use the information to improve the team
and not undermine each other. This can only be accomplished when there
is a high degree of trust and cohesiveness.
Cultivating this environment of trust and cohesion is the CEO’s
responsibility, but it doesn’t mean they must do it alone. Enlisting
outside objective assistance to help facilitate insight for the team
can be most beneficial in strengthening, and sometimes absolutely
necessary in restoring, trusting relationships, allowing you to build
your cohesive, high-performance team.
Following a path few have taken, Jason Walker excelled in the Naval Nuclear Power Program before accepting an appointment to the U.S. Naval Academy. Graduating with Distinction and a B.S. in Aerospace Engineering, Jason answered the call and accepted a commission as an Infantry Officer in “The Few. The Proud. The Marines.” He developed cohesive, high performance teams while serving in Light Armored Reconnaissance and at the prestigious Marine Barracks, 8th & I before transitioning into the private sector. Successfully delivering results across many industries which included Information Technology and Financial Services, Jason demonstrated his belief that "Everything rises and falls on leadership!" Jason started his business in 2002 and continues developing cohesive, high-performance teams for organizations spanning various industries. He affiliated with Academy Leadership in 2008 to utilize their world-class leadership development programs to transform managers into leaders.