I was speaking with a connection of mine recently, who has just resigned from a long-term employment relationship. He was happy at work, enjoyed his job, and hadn’t thought about going elsewhere, but he was headhunted.
I asked why he chose to leave. The new role is similar in level and salary, but he felt it was time for a change. Why? (2mins 34s watch time).
The drivers of discretionary effort – a case study (4mins 40s watch time).
I facilitated a session with a client to capture learnings from a significant crisis. To cut a long story short, we had some devastating bush fires here in Tasmania and my client lost substantial assets in the fire. As a provider of an essential public service there was considerable pressure to restore functionality as soon as possible.
I had been working with this client on developing behaviours and shifting culture and something we already knew is that their people operate differently during times of crisis. We regrouped after the restoration effort to pin point what behaviours were different, why they happened and how to continue the useful behaviours going forward.
“We can build our leadership upon fear, obligation, or trust. However, only a foundation of trust results in the collaboration and goodwill necessary to achieve our peak performance.” – Roger Allen
These words are certainly true. Trust in leaders plays a central role in building high-performance organisations. Without trust, we follow unwillingly, struggle to commit, are demotivated, and less satisfied at work.
Whilst there are a number of elements to building trust in businesses, there are 5 distinct elements in your relationship with people that are key to building a trust-based management style: (2 mins 52s watch time).
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