Leading with Trust

This week's post was written by Doug Post.

Interstates defines trust as: “Having confidence in another’s character, expertise, abilities, and integrity.”

We build our own trustworthiness with integrity and dependability.

Interstates’ core value of trust focuses on extending trust to others.  Jim Franken encouraged us to "be tireless believers in people." If a mistake happens, don't say "they don't get it" or "they don't care", rather extend trust and ask "how did I set this up poorly?" or "what delegation mistake did I make?"

Trust is the cornerstone to building strong relationships with clients and team members.

As we delve into the topic of trust, I’d like you to take a minute and think of a person with whom you have a high-trust relationship. (boss, coworker, spouse, parent, sibling, child, friend.)  What words would you use to describe the relationship?  What's it like? (e.g. open, honest)  How does it feel? (relaxed, easy)  How well do you communicate?  How quickly do you get things done?  How much do you enjoy this relationship?

Now think of a person with whom you have a low-trust relationship.  Again, this person could be anyone at work or outside of work. Describe the relationship. What's it like? (e.g. uneasy, suspicious, painstaking, excruciating)  How does it feel? (not relaxed, on-guard, painful) How is the communication?  Does it flow quickly and freely or do you feel like you're constantly walking on land mines and being misunderstood? Do you work together to get things done quickly or does it take a disproportionate amount of time and energy to finally reach agreement and execution? Do you enjoy the relationship or do you find it tedious, cumbersome, and draining? 

I think you can see how important trust is to the culture we are building at Interstates. Consider how important extending trust is for onboarding new employees and for "Delivering Results"!

In his book The Speed of Trust, Stephen Covey talks about the rewards and the risks associated with extending trust. There are two extremes:  people who don’t trust enough – they are always suspicious.  And people who trust too much – they are totally gullible. 

Within these extremes Covey has broken down trust into 4 different types.

 

• #1 - Gullibility - is blind trust; you trust everyone
• #2 - Judgment - is Smart Trust - this is your target area. You analyze to make a good decision using both good business judgment and good people judgment (including instinct and intuition) to make a decision.
• #3 - Indecision - No trust offered to others or self
• #4 - Suspicion - Distrust of others

The goal is to find middle ground here – or the “sweet spot”. That requires using good judgment. You decide the amount of trust you extend to someone. You learn, over time, if someone is trust-worthy by entrusting them with more and more responsibility. You don’t hand people full trust right off the bat. You also use your judgment to decide what level of trust to offer someone.  For example, I trust my wife to take care of our kids or teach a classroom of students; I don't trust her to lead the startup of a project at one of our customer’s facilities. That honors her character and honestly recognizes her competencies.   

You have to have the right person, with the right competencies, for the task at hand. For example, when a new employee begins at Interstates, we gradually build trust with one another. We don’t give them our top project or top client without monitoring progress with them. We work together to build trust by extending it to each other. In this case, we follow Ronald Reagan’s advice to: Trust, but verify.

If Interstates leaders remember that trust on the job is more often about competency than character (we already trust most of our co-workers' character), think of the power and speed of saying "I do or don't trust your ability to. . ."

To wrap things up, trust will always involve some risk. You have to learn how to extend "Smart Trust" using good judgment. Are you building trustworthiness in your relationships? Do conversations help you distinguish between the character and competence of trust? If not, you are likely being too gullible, indecisive, or suspicious to realize the speed of trust. If you would like to learn more about trust, I encourage you to read The Speed of Trust by Stephen M.R. Covey. For a quick preview on the principles and behaviors of trust, see http://www.speedoftrust.com/How-The-Speed-of-Trust-works/book.

Continue Leading the Interstates way . . .  by Extending Trust to others!

Moves from Muck to Clarity

This week's post was written by Dave Crumrine.

One of the key responsibilities of leadership is to define reality (Max DuPree). Leaders determine the reality of where we are as a company and what challenges lay before us. Reality ultimately helps teams figure out what to pursue…with clarity! Clarity is essential for performance, whether strategic or tactical. Without clarity, human beings wait, they defer, they hedge. Almost none of us are immune to this phenomenon.
             
Creating clarity is a big job in most organizations, and the need for it is growing exponentially over time. The world is changing faster and faster, and our historical ways of dealing with it cannot keep up. Currently, the US military is engaged in an effort to rewrite how they make decisions so that they can be effective in the quickly changing battlefields of today and tomorrow. Our challenges are similarly difficult, but, with committed leadership addressing the issue, we can be effective.

"Muck" is a term for what the world brings to us – complexity, change, struggle. Whether it is rational, emotional, or all in between, muck is complex and messy. Leaders need to engage in the muck and lead through it. Without this leadership, the team will struggle in many ways.

Job #1: find the clarity. Getting there is often the very hardest part of the performance journey. Albert Einstein said, "If I had an hour to solve a problem, I'd spend 55 minutes thinking about the problem and 5 minutes thinking about solutions.” As Engineers, Technicians, and Scientists, we often struggle here and want to hop into "solving" quickly. Why? Because we are good at solving problems. The trap here is that we start by solving a problem that is not the true root of our challenge, often because it is most obvious solution at that moment. Leaders need to resist this momentum and make sure the root issue is clear. 

Clarity allows us to act together and with focus. It is the difference between a flashlight and a laser. When we use our limited energy on a specific problem, we can be extremely impactful. The clarity provides that difference. This doesn't mean we research forever or never act. There will always be uncertainty and risks to manage (and the leader is responsible for acknowledging these facts and presenting them to the team), but having the problem clearly defined sets the team up for true success.

A key idea that comes to light when discussing leadership is "the beauty of the and." Jim Collins and others have discussed this in their writings, and our Sr. Team feels compelled to share that we shouldn't oversimplify problems. When we do this, we end up with a "we can do this, or we can do that" scenario. Our Crucial Conversations training shows us that this is a "Sucker's Choice" and sets teams up to underperform. By looking for the best out of multiple options and merging them together, we are looking for the beauty of the AND. This is also called Integrative Thinking and is an emerging piece of what IPD Project Delivery requires. We need to be exemplary in this area.

The final step in moving from Muck to Clarity pertains to choosing. We haven't been great at this step, and no good idea seems to go without attention here at Interstates. We need to excel at picking the brightest ideas and the strategies with the highest potential. Again, this will lead to clarity and focus, and, through that, a lot of accomplishment in a rapidly changing world. Leaders must drive this process. They must lead their teams through realistic selection efforts and true assessments of their team's capacity. We must be honest and real.

Are you leveraging your leadership to achieve more clarity and less "muck"?  From whatever level you are leading, are you setting your team up for success by driving the clarity for them? 

Continue leading the Interstates Way…..with clarity! 

Dave Crumrine

Attitudes Are Contagious

This week's post was written by Reid Vander Veen.

For years I’ve been a fan and follower of Canadian entrepreneur Dan Martell. I first met Dan at a conference in Sioux Falls where he was speaking on the topic of creative community and providing startup advice for young entrepreneurs. Interacting with, following, or watching Dan, you’ll quickly realize a few things -- he’s a no nonsense, tell-it-like-it-is type of person, and he is very excited and passionate about helping others become successful. His most recent startup, Clarity, is a service meant to connect budding entrepreneurs with successful mentors of the likes of Mark Cuban, Eric Ries, and thousands of others. Dan is so passionate about helping others that since Clarity was acquired by Fundable earlier this year, he’s devoted all of his time and energy toward sharing advice, ideas, and encouragement with others.

One of my favorite things about Dan is that his passion and excitement are undeniable, and his attitude is rarely, if ever, negative. He makes a point to answer positively any time someone asks how he is doing or how things are going. “Great!” “Awesome!” “Things are amazing!” These are all common responses Dan will give to the question. But the best part is, he means it! Napoleon Hill, author of Think and Grow Rich, was another advocate for having a positive mental attitude. These two successful businessmen, though from completely different times and situations, both clearly understand the power of having a positive mental attitude. The effect and impact of a positive mental attitude is obvious for these two men, those around them, and those that have chosen to learn from them -- and the same can be true for us.

Consistently having a positive mental attitude does not come without some practice. It can be difficult to control and even harder to master. Too often, we let our situations and circumstances control our attitudes. Regaining this control and ownership over our attitudes is one of the greatest gifts we can give to ourselves and our teams. Few will argue that it’s enjoyable working with someone who has a poor attitude or consistently seems to run everything through a filter of negativity. Life will not always be daisies and rainbows, but fewer people will argue how pleasant it is being around folks that are excited, positive, and engaging, and have chosen not to dwell on the less-than-ideal details in their given situations and remain positive.

Attitudes are contagious. Is yours worth catching?

Continue Leading the Interstates Way!
Reid Vander Veen

What is Your Purpose?

This week's post was written by Scott Peterson.

This week is the kick-off to Excellence In Leadership 1 -- It is one of my favorite events. As I was preparing for it, I reflected on all the different topics and activities included. Participants have the opportunity to do leadership challenges, give and receive feedback, and learn about leadership. These are all impactful and really cool activities (at least for a leadership geek like me). However, one of the longest-lasting and most impactful elements for participants is taking time to reflect about their personal values and beginning to write a personal mission statement (purpose). 

The first time I tried to write mine was in 1996. It took me about a year to finish. I wrote a short version, a long version and a bullet point version. It was a frustrating process for me until I got some advice:

• A personal mission statement is written by you and for you. Express your purpose and don't try to impress people.  It can be long. It can be short. It can be anything you want. 
• Your mission statement should give you direction for your life and help you stay focused on your passion and values. 
• Once you have it, lean on it. Lean on it during tough times and when you're faced with big or small decisions. Lean on it in good times to help you stay focused on what's important to you. 

During this next week, I will be reflecting on my personal mission statement. I will double check that it still holds true. I will be thinking about the times during the past year that it has helped me. I will also be thinking about the times I forgot about it and missed the opportunity to lean on it. The best thing I am hoping for is that it inspires me as much now as it did when I first wrote it (when it "clicked"). And if I need to make any changes to it - I will do that, too. 

Here is my challenge to you: reflect on your mission statement and let it inspire you. Live your mission statement and use all of your gifts, talents, and resources to work toward the direction that you set, and then see what kinds of extraordinary things can happen. 

Have a great week and continue leading the Interstates Way!

Scott Peterson

P.S. If you've never written a personal mission statement (or you wrote one but you don't remember it) - there is no time like the present! If you need resources to get started, please let me know.

Leading With Questions or With Leading Questions?

This week's post comes from Jack Woelber.

Leading with questions or with leading questions? 

I’ve had a couple of conversations recently with some folks near and dear to my heart…my kids. Both of my kids are in the process of making some major life choices. One of them was asking for my input while, admittedly, I was offering the other my thoughts and advice even if they weren’t specifically seeking it. Both of them are college aged and the world would consider them adults even though, to me, they will always be “my kids.”

Wanting to respect their independence, I’m at a point in my relationship with both of them where I must limit my desire to tell them what to do. I want them to think more deeply on their own and have a healthy thought process for decision making. During our recent phone conversations I’ve asked questions in an effort to hopefully help them think more deeply about their decisions and the impact those decisions may have on their lives. 

Shortly after the second conversation, I was reflecting on the questions I had asked and was wondering if I had added any value to the thought process. As I thought back, I wondered whether the questions I had offered were really leading my kids to discover the best options and alternatives for their given situations or if these questions were simply my opinions stated in the form of questions. 

There are several books written about leading conversations with great questions. I think the challenge for myself and other leaders is to make sure we are truly “leading with questions” and not asking “leading questions.” The first allows people opportunities to grow and become better decision makers. The latter can potentially stifle deeper thinking and create “group think” or drive behavior that, while our preference, may not be the preference of our team members.  As you lead, think about how your questions are perceived. 

Continue Leading the Interstates Way!

Jack Woelber

Divine Appointments

This week's blog post comes from David Krahling.

I recently attended a leadership conference where I heard former news anchor Kristie VerMulm tell a powerful story.  She was a rookie news reporter and was called to the scene of a fatal car accident, which was her first. She confessed to being terrified and uncertain. A veteran highway patrolman read her apprehension and took her aside and offered some important guidance.

He reassured her that she could do her job. He reminded her that the victim had loved ones that might hear her words and see her video. He also reminded her about the gruesome work of the emergency responders who answered the call that day. He said something along the lines of, “We work as a team out here. This is difficult but necessary work. I know that lots of people will hear your words and see the video that you capture. Just remember this is a tragedy, not a sensational story.”

Kristie learned a powerful lesson that day about the kind of reporter she wanted to be. For me, there is another powerful leadership lesson that we can learn from that veteran highway patrolman. He saw an opportunity to step into a situation and make a difference. He did three specific things that are best practices for great leaders:

1. He was aware of his situation and the people around him. He made the effort to check on others and sensed a need and an opportunity.
2. He took action. I’m sure he had plenty of other things on his check list at that moment, but he took the time to make a difference.
3. He responded with compassion. Teachable moments come at strange times. Stepping into difficult moments is the mark of a great leader.

You don’t have to be a veteran highway patrolman, and those you touch don’t need to be rookie news reporters. As a leader, you have lots of opportunities to help someone grow. Make the decision today to respond to those rare moments in your life where you can make a difference for someone.

Continue Leading the Interstates Way!
David Krahling

Leading With Dependability

This week's post comes from Doug Post.

                                            The Four Cores of Dependability

Interstates defines dependability as "building relationships through living up to your word and fulfilling your promises." Dependability is the ability to be relied upon and to be trusted. It’s about always being there and doing your best. 

A check on your dependability is rooted in the past. It has to do with reputation and the security you pledge against the performance of your obligation as leaders, coworkers, and friends. It is the basis for other's desire to want to trust you. Cherish and nourish your reputation!

Like reputation, dependability is something you earn over time. It is not something you receive with your job or title. It begins early in your life and career. People may at first give you the benefit of a doubt based on your title, but complete trust will only be granted after they get to know you. The dependability foundation is built "integrity brick" by "integrity brick" over time.

When project deadlines loom, does your supervisor and team know you'll be there giving your all? Or do they assume you will have some "good" reason for not helping this time?

When the client calls with an emergency on Friday night, does your project leader know you are "all in"? Or does he/she know not to call you until Monday?

Most telling is day-to-day, year-after-year integrity and performance that proves to others you are reliable, responsible, always there, faithful, constant, rock-like, stable, and to be counted on. That is dependability.

Without a strong foundation of personal dependability, leaders have little hope of enlisting others in a common vision. The stronger you dream, the deeper the foundation must be, especially in uncertain times when boldness may be required, leadership dependability is essential in generating confidence among your constituents. Without it you will not build an organization that lasts.

When I started at Interstates as an intern, my first assignment was to organize the job costs on a "killer job." It was a Farmville, NC feed mill retrofit. We grossly underestimated that job. What impressed me was Interstates' leaders never wavered in their intent to fully deliver what was promised to the client, even in the face of greater financial losses. I was grateful to be working for dependable leaders like that.

So how do we build on this culture of dependability entrusted to us? Stephen M. R. Covey boils dependability down to four core areas.* The first two involve your character: your integrity (are you consistent?) and your intent (what's your agenda?). The second two involve your competence: your capabilities (are you relevant?), and your results (what's your track record?). Read Covey's book if you would like to assess and build your reputation for dependability.

A reputation for dependability supports the natural human instinct to want to trust.  Trust is our topic next time. Until then, I'd love to hear from you. How do you build a reputation for dependability?

Continue Leading the Interstates Way!
Doug Post

Sources:

•"Leadership is a Relationship", in Business Leadership: A Jossey-Bass Reader by James M. Kouzes and Barry Z. Posner, p. 265-266
•*"The Speed of Trust" by Stephen M. R. Covey, p. 41-124. See assessment test on p. 50-53 or at www.speedoftrust.com.