In this post, we will explore how trust issues—especially among senior leaders—can greatly impact an organization (and why it is so hard to address these issues). We’ll conclude with some ideas on how to break the loop and see past the swirl. When teams don't trust each other, and they don't want to have the hard conversations to rebuild that trust ("really work it out"), they tend to look for proxies:
John, just wanted to take a minute and thank you for the sheer thoughtfulness that goes into these posts. I particularly value the ideas about responding to the situation or dilemmas that you outline. e.g. 10 ways to work with a trust issue in this post. It's much appreciated.
I found myself cheering you on while reading this article. I sure could have used you in some of the meetings I've been in!
That said, I feel unless the leaders driving the wicked loop are in the meeting to work it out, unless they understand that they're the root of the problem, the wicked loop is effectively endless. Even if (perhaps especially if) it's up to the CEO.
If we cannot invite/bring/ask/drag kicking and screaming them to the meeting, the people who are driving the meetings to create trust are assumed by the powers that be to be inciting insurrection.
The powers that be will double down again and again on the proxies and the broken procedures. They'll continue looking for the bad apples in the ranks causing the dissension.
Needless to say, I've seen this many times - and struggled to operate effectively within it. I really like the defusing language of "tensions" rather than "lack of trust" - thank you
John, just wanted to take a minute and thank you for the sheer thoughtfulness that goes into these posts. I particularly value the ideas about responding to the situation or dilemmas that you outline. e.g. 10 ways to work with a trust issue in this post. It's much appreciated.
I really appreciate this Iain. Thank you.
I found myself cheering you on while reading this article. I sure could have used you in some of the meetings I've been in!
That said, I feel unless the leaders driving the wicked loop are in the meeting to work it out, unless they understand that they're the root of the problem, the wicked loop is effectively endless. Even if (perhaps especially if) it's up to the CEO.
If we cannot invite/bring/ask/drag kicking and screaming them to the meeting, the people who are driving the meetings to create trust are assumed by the powers that be to be inciting insurrection.
The powers that be will double down again and again on the proxies and the broken procedures. They'll continue looking for the bad apples in the ranks causing the dissension.
Hi John,
Really appreciate the post. Would you please provide an example of a situation where low trust can manifest in the other forms that you mentioned?
Needless to say, I've seen this many times - and struggled to operate effectively within it. I really like the defusing language of "tensions" rather than "lack of trust" - thank you