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By Phil Eastman
When we began our consulting firm nearly ten years ago, I believed that organizations would engage with us to proactively build their teams and organizations. I also believed that individuals would want our coaching expertise to take their leadership ability to the next level. But I was wrong! Both organizations and individuals alike contact us when there is pain. Of course not all pain felt is negative; sometimes pain is created when good things are happening and people are not prepared to deal with all the changes that are happening. So when I say it is pain that motivates, I don't mean that circumstances are necessarily negative. However, one of the greatest pains that our clients often
feel is the pain of fractured trust. Sometimes the fracture
is between team members or is between the team
members and their leader. Fractured trust is an
enormous challenge that keeps teams from achieving
excellence.
With that said, it is one thing to talk about trust in its
broken state but something very different to understand
how to build and maintain trust between people. This
essential ingredient for all human relations has somehow
escaped our academic training. Nevertheless, as our
organizations grow more diverse and complex, the ability
to build and maintain trust is a critical skill for team
members and leaders alike.
Meriam-Webster has several definitions for trust but the
one that is most appropriate for this discussion is that
trust is:
"assured reliance on the character, ability, strength, or truth of someone or something" This definition is important so we don't misunderstand
what trust is. We often substitute trust for the idea of
trustworthiness; trustworthiness being the view that if I
can trust a person in one aspect I can trust them in all
aspects. This over reaching view of trust often leads to
discouragement on teams when members inevitably let
one another down.
To truly trust another person, means that you believe they
are both capable and
competent to perform a particular task or function.
However, this trust does not need to reach into all aspects
of their character or ability.
Let me give an example. If I am a team leader with a
member that has demonstrated great skill in one aspect
of their work, I know that I can trust them with that task
and they will perform it without help or guidance from me.
If I then assume that because they are good at one task, I
can trust them to perform an entirely different task equally
as well. But to my surprise, I learn that the team member
can not perform the new task. Now, as a leader I may
begin to wonder if I can even trust them to perform any
task or perhaps my faith in their ability has been
misguided.
This example may sound a little silly but the failure to
perform on commitments (the team member not
completing the job) leads to fractured trust between the
leader and other team members. To further this example
the leader may even decide that the team member is not
trustworthy and the relationship deteriorates.
Trust is situational and conditional. Trust is dependant on
willingness and competence for a particular action. By
talking about trust this way I don't want to make it sound
as though we should be skeptical about team members
but rather to quit taking on assignments without being able
to actually perform them.
In the book, Building Trust by Robert C. Solomon
and Fernando Flores, the authors describe a common
practice among people they call "cordial hypocrisy."
This is the polite agreement to undertake a task or
obligation that you are not committed or competent to
perform. We all have done it! We said we will do
something that in fact we won't or can't actually do.
Cordial hypocrisy fractures trust.
Because trust is critical to our human relationships and
because many are often "challenged" at developing and
maintaining trust we have included shared trust as one of
the essential elements of our High Performance
Team Model. The seven elements of that model are:
Although shared trust is only one of the essential
elements of high performing teams, it is a critical element
that must be in place for the rest of the elements to have
meaning.
As you consider the team you are leading or the team you
are on I would encourage you to analyze the way you see
trust, know that it is possible build trust by negotiating,
making and keeping commitments. If you need help in
building trust on your team let us know, we would be
pleased to help you.
Phil Eastman is the founder and
president of
Leadership Advisors Group, a Boise-based
consulting firm. Phil combines more than 25
years of leadership experience with his passion
for consulting, coaching, and teaching to develop
leaders, build teams, and improve performance.
It is his desire to enhance leadership
effectiveness for all of his clientele.
Phil earned a Bachelors of Business Administration
degree in Management and Organization from Idaho State
University. He is a graduate of the Pacific Coast Banking
School at the University of Washington where he is also
an instructor. Phil also holds a Master of Arts degree in
Theological Studies from Bethel Seminary.
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by Lorene Rasmussen
The aroma from Zeppoles' fresh baked bread and homemade soup makes a trip downtown special no matter what time of year it is, but when it's a cold, dreary January day, "oh, how sweet it is" to walk through the front doors of that little bistro. I was there to meet Coach Steve Blake, founder of Boise Run/Walk, to discuss my goal to run the Marine Corps Marathon. I had a lot of questions which covered every topic from losing toenails to staying motivated. Over a bowl of steaming hot soup and fresh bread, Steve patiently answered each one while weaving his own inspiring story about crossing his first finish line at the Portland Marathon. During our time together, we looked at my 2007 race
schedule and discussed how it will keep me motivated
throughout the year. We went over the numerous
benefits of being involved with an organization like Boise
Run/Walk. He recommended a core strengthening class
that would help maintain positions and postures that will
protect the spine and joints while running. We talked
about my pace and the run/walk methodology. We
articulated my goal for all the races: "to cross the finish
line, injury free, and with a smile." And Steve made a
bold prediction about my average pace and final race time
for the Marine Corps Marathon. I can't think of a running
subject we didn't cover except rashes and sports bras but
I pretty much had those issues figured out before arriving.
It was a stellar afternoon until out of nowhere Steve
asked, "Why aren't you running the Race to Robie
Creek?" It felt like déjà vu! Two days before, my good
friend and physical therapist, David had actually asked the
same frightening question. Both times, my thought
was, "Hello! Do you know who you are dealing with
here? I just crawled off the couch ten days ago and
declared my intention. Why in the world would I want to do
Robie Creek?"
Instead of being my typical stubborn self, I countered
with, "Steve, why do you think I should do the Race to
Robie Creek?" His explanation was brilliant, "If you can do
Robie, you can do anything!" So between Steve's
explanation and David's encouragement, they had
independently convinced me to join the masses on April
21 to run the Race to Robie Creek.
The Race to Robie Creek is considered to be "the
toughest half-marathon in the Northwest." It is
approximately 13 miles with an eight-mile climb to the
4,797 foot Aldape Summit and a steep, five mile
descent. This grueling half-marathon attracts about
2,500 runner/walkers and celebrated its 30th anniversary
this year. There are more myths and legends about the
Race to Robie than there are feet that run it. But after
having been there myself, I can see where they all come
from because now I have a few of my own.
This year's theme was, "I Run the Body Electric," which
was how it felt at the starting line. There was enough
excitement and electricity in the air to power a small
village. It may have even helped power the fastest racer
who completed it in 1 hour and 18 minutes. I remember
looking at my watch at 1:12 and I wasn't half way through,
let alone crossing the finish line.
I wanted to finish the race in less than 3 hours but thanks
to some dietary choices the night before, I missed it by 10
minutes. I did however achieve my real goal "to cross
the finish line, injury free, and with a smile."
So what does it take to get to the finish line at the Race to
Robie Creek? Everyone has their own path but mine
included a full team. Even though this is not a typical
work team; like the ones you interact with day in and day
out, I believe the basic principles apply. Most of my team
have voluntarily joined me in pursuit of this mission either
because of a prior relationship or because they are part of
the support staff with Boise Run/Walk.
After years of consulting workgroups of all sizes and
following the experts in the field of team building, my
business partner, Phil Eastman developed a model that
distinctly communicates the elements it takes to make a
highly functioning team that experiences collective
results. The seven elements are interrelated and include:
By now, I am sure you can articulate my Clear
Mission, "To cross the finish line, injury free, and
with a smile." So no matter what race I attempt this
year, this is my mission.
The confidence that my business partner and family
members had in my ability to even accomplish this goal
was enough to get me off the couch in January. But the
Shared Trust with my two primary coaches,
several of the BRW support staff, and my physical
therapist, is the primary element that will allow me to
ultimately "to cross the finish line, injury free, and with
a smile." Not only do I trust that each of my team
members are working toward my continued improvement
but they also trust that I am carrying through on my end.
Mutual Commitment and Reciprocal
Accountability have been two of my favorite pieces of
this model. Because I don't get to see or talk to my team
members everyday, special time has to be set aside to
meet face to face for Intentional Communication
regarding my progress.
George Shinn, the owner of the Charlotte Hornets basket
ball team said it best, "There is no such thing as a self-
made man. You will reach your goals only with the help of
others." As I continue my journey toward the Marine
Corps Marathon, I am positive it won't happen without the
help of my team, whether voluntary or otherwise.
The Race to Robie Creek is only a memory now. I have a
few legends of my own that I enjoy sharing with anyone
who sits still long enough to listen. I learned enough about
the route to create a strategy for 2008 in the event I decide
to do it again. And I can promise you that not all men who
sit in an official Ada County Paramedic cart, are official or
paramedics, even though they gladly shared their flask of
elixir to relieve a few aches and pains that
were rapidly setting in. However, I can report that my
body is stronger than my deodorant, which quit long
before I did!
This event was truly a family affair. My oldest son Sean
decided this was his year to run the race. So, in prime
form, he did it in 1:55. My two time Robie running niece,
Amanda; along with my dear husband, volunteered at the
finish line. My niece Toni and her husband joined Boise
Run/Walk in January with the sole intention of doing Robie
Creek. And my sister and her husband were there to help
cheer us in. You could say, the atmosphere at the finish
line was almost as electric as the starting line, we just
harnessed it differently as we celebrated the
accomplishment of 2,400 road weary racers.
I Run the Body Electric is #5 in a series of
articles that will be featured throughout 2007 in The
Leadership Advisor. In June, we will delve into Lorene's
race schedule and discover how it fits in with Leadership
Development.
Lorene Rasmussen is the Partner for
Business Operations which guides and supports
the daily and strategic operations of Leadership
Advisors Group. She combines a unique sense of
fun and organization to insure operations "run/walk"
smoothly and that clients receive the highest
quality service possible.
Lorene earned a Bachelors of Business Administration degree in marketing from Boise State University and is a certified Life Coach through Genesis Enterprises in Seattle, Washington. Lorene is currently attending the school of hard-knocks as she continues down the path to MCM 2007. |
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Leadership Advisors Group will help you
and your organization succeed by:
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"Fit no stereotypes. Don't chase the latest management fads. The situation dictates which approach best accomplishes the team's mission." ~ Colin Powell
Phil Eastman & Lorene Rasmussen
Leadership Advisors Group
email:
phil@leadershipadvisors.com
phone:
(208) 344-0471
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