The Thin Book of Trust

I have been reading and working through a book called The Thin Book of Trust: An Essential Primer for Building Trust at Work over the past couple of weeks. It was suggested by a podcast I listen to and I found myself very interested, thinking it could apply in my work but also that it could help improve my leadership skills if I understood trust and how to earn it a little better.

The book defines trust and breaks it down into 4 Distinctions of Trust in order to facilitate a better understanding and conversations about trust and trust issues. Each of the Distinctions are then defined and explored individually, including suggestion about how to increase your trustworthiness in each of them and facilitate a conversation if someone else is currently compromising your trust in them through their behaviors in those areas. Below are the lessons I took away.

Ultimately, I found the book very insightful and pragmatic. It’s scope is limited to the workplace, but the concepts are easily expanded to the rest of your life with a bit of thought and flexibility. I highly suggest it for anyone hoping to develop their leadership ability from any level of authority.
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On Leading Through Change

While this will not be the only post I write on this topic, I had a unique experience to put my theories and study and passion into practice this weekend. Now, this requires a bit of back story on your author, so I’ll start there. 

I have been a participant in a medieval recreation society since I was 2 years old. My mother played in the society and took me with her my entire childhood. I was raised spending 1-3 weekends of every month in this group. This society is entirely volunteer run, which means that successful events rely on trustworthy, hard-working, passionate volunteers. It also means that, anyone running these events has to lead through change.

Volunteers are amazing people, invaluable to any non-profit organizations, but they’re unpaid status means that paid work, lack of money to spend the weekend away from home, and a million other things, are more likely to interfere with their ability to show up. Some call when this happens, some don’t. 

The second piece of information you need is that I’ve been second-in-command of the kitchen at a particular event for many years. This year was the first time I have stepped into the Kitchen Manager position, putting me in charge of a core crew of 9 people, with 3 others filling in where needed when they were not working elsewhere. Together, we spent 4 days feeding 90 people. If those people ate or drank anything, it was prepared in our kitchen. 

9-12 people is not many, and when you’re feeding that many people everything they consume from sunup to sundown, it requires careful consideration of schedules, energy levels, and very intentional shift overlaps to have enough people in the kitchen at any given time. 

This weekend, one of those people did not show up. No call. Nothing. Just never arrived. They happened to be the person with the single most physically demanding job in the whole kitchen. 

Suddenly, I had to adapt and encourage everyone else to adapt successfully to a hole in our crew that needed to be filled. My carefully planned shifts and breaks were suddenly inadequate because the amount of work everyone would be putting in was greatly increased. 

What I did was successful, I believe, so I’d like to share the experience with you.

First, I recognized the problem and the worry of the rest of the crew, validating their feelings. I expressed my understanding and empathy. While each of us needed to pitch in to get the work done, I was sure to encourage them to ask for breaks when needed since the work would be much more physical than any of them expected. I expressed my absolute confidence in our ability to perform and carried on.

I think part of why this was successful is that I made sure not to dwell on it. I was confident in the ability of my crew and I made the necessary changes to task breakdowns to make up for the missing person. Once the changes were in place, there was no reason to focus on it. I simply proceeded as if everything was fine, because it was.

By maintaining the expectation that we could handle this, expressing confidence and support, and staying positive, we were able to navigate the challenge presented.

What are your experiences with leading through change? If you have any stories or tips to share, leave a comment below!

Link: Your Employees Like Hierarchy (No, Really)

http://www.inc.com/christina-desmarais/your-employees-like-hierarchy-no-really.html

Brief, insightful article from Inc.com contributor Christina DesMarais on the clarrity of hierarchical organizations and how to successfully flatten organizations as Valve, a tech company in Bellevue, has done. This is an appropos find right after publishing On the Importance of Clear Expectations!

On the Importance of Clear Expectations

If you have read many of my posts, or know me personally, it is likely very clear that I value structure and organization. I think both are very important in producing quality goods and services but, more importantly, they are part of allowing ourselves and those around us to feel successful or accomplished. I am aware that not everyone values or benefits from as much structure as I like to have in my work, but there is one part of structure in a working environment that I believe is important to everyone and, without it, most people will not end up feeling successful no matter what they are accomplishing.

So, what is this vital component and why is it important?

What I’m talking about is clear expectations, or as I like to call them “parameters of success”. Everything we do has expectations associated with it, our own expectations of ourselves and others, and often the expectations of others. Tasks and events as simple as leaving our house for work in the morning are rife with expectations. Expectations about what our clothes should look like (style, colour, level of modesty, quality) depending on what we’re doing that day, expectations about how recently we should have bathed and brushed our teeth or how smoothly the morning should or will go. These are expectations we set ourselves, but they often conflict with expectations of others, especially that modesty piece. In our daily personal lives, the expectations of others will often be expressed in approving or disapproving looks based on our appearance that let us know if we have met, failed to meet, or exceeded that persons expectations. They can also be expressed in conversation, or other interpersonal interactions that reveal whether or not our own expectations of ourselves match those we are interacting with. These non-formal expressions of expectations are an effective social tool for expressing and enforcing accepted norms, and each individual decides whether or not to pay them any heed.

In the work place, expectations are usually more formally expressed. They come in the form of dress codes, attendance policies, signed job descriptions, anti-harassment training, and many more ways. This intentional expression of the expectations allows employees to understand that agreeing to do the work they’ve been offered means they also agree to meet these other standards. In order to be successful in your work, in the eyes of the company, you must also successfully meet the expectations that the company expresses, whether they are directly related to the work you’re doing or not.

I firmly believe that every task or event should also have clear expectations. These expectations certainly don’t have to be as formal as a dress code or job description, but should be more formal than the expectations expressed in social interactions through facial expressions and the like.

When I start a simple project on my own, such as a new batch of the mead I brew, my expectation for myself is that I’ll spend a few hours having fun and will end up sealing the mead into a fermenter at the end. Ultimately, a successful day of brewing requires that I seal the liquid in an airtight container after mixing the ingredients according to my recipe, and that is enough that I feel successful at the end of the day. I’m also aware of my long-term expectations for the project though, that I will end up with mead that is semi-sweet, and has at least 13% abv. In order for my day of brewing to be successful, I need to dedicate enough time and attention to it that it gets started right, but in order for the whole project to be successful, there are different expectations that I won’t know whether I met or not for at least 3 months.

Much like my brewing, my projects at work need to have clear expectations associated with them so that the person working on them knows what success looks like, both in the short and long term. This gives everyone working on that project a clear picture of what they should be working toward today as well as the what they should be working toward 3 months from now and what success looks like when the project is over. Without clear and well-communicated parameters of success:

  • We are unable to gauge how successful we were, making the celebration of successes impossible.
  • We are unclear what the ultimate goal is, making it difficult to prioritize.
  • Each person involved may have expectations they haven’t expressed, and we’re likely to have to trip over those expectations when we don’t meet them.

As a leader, especially in a management role, it is very important to explore the expectations of your team around tasks or projects and come to an agreement of what the expectations are for them. These parameters for success should be clear in the short and long term, and should allow those you are leading to have a clear picture of success. This way everyone knows what to work toward and what to celebrate.