Key Point: I promised you ongoing insights regarding how we need to reimagine leadership based on the accelerants and connective tissue driven by exponential technology. My previous blog underscored three big thoughts. So here is another important premise:
Collaboration moves at the speed of trust! In fact, Dov Seidman (Harvard lawyer, CEO of LRN) argues, “trust is the only legal performance-enhancing drug.” People who do not trust each other need all kinds of rules, regulations, contracts, etc. to create a workable platform. On the other hand, when trust in a culture is high, people spend little or no time questioning another’s intent. They start from the premise that people are working for the greater good and purpose (another reminder why having a clear and compelling purpose matters so much). So if accelerants and connectivity is transforming everything, legacy “trust verification systems” rules, inspection, regulations, etc. in organizations must be disrupted too.
If we want to introduce a social platform and tools to drive greater collaboration, we better make sure high levels of trust underscore the ability of people to super collaborate. And the key to building trust is executing what we commit to, guided by very clear and understood values! Both big and little things matter. For example, if a leadership declares a “people first” strategy, the big decisions related to how people are at the front of decisions made establish the foundation of trust. It’s the hundreds of little things, often referred to as “moments of truth,” every day, which confirms trust.
- Evaluate how much you work and live in an environment of total trust.
- In a world that is relying more and more on harnessing speed for advantage, what are you doing to create more trust?
“Collabatrust” in the Triangle,
One Millennial View: John Resig of theChive (an extremely successful entertainment site/charity/e-commerce/media outlet), says he only hires people he would like to get a beer with. He prefers that trait over credentials. And he also encourages his team to invite a new employee out each night of the week after they’re welcomed on the team. He says if after the first month, you’re no longer getting invited out, then you’ve done something wrong and you’re probably not a good fit. That method may not work for all companies, but trust me when I say that I can see how that really works for them.
Edited and published by Garrett Rubis