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What does it take to be a leadercommunicator?

The Grossman Group CEO and communications expert David Grossman shares his insights on the importance of meaningful leadership communication in today’s business climate. With high level tips on engagement and connection, insights into employee motivations and behavior, and firsthand stories from the frontlines of America’s leading companies.

The leadercommunicator blog is instructive, entertaining, and a must-read for leaders, communicators, and leadercommunicators.

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Whether People Trust You Is Up to You


building trustAuthor Stephen Covey defines trust in a simple and clear way—the “confidence born of two dimensions: character and competence.” He describes having low trust as a “hidden tax” on every interaction and transaction, which gets in the way of results and raises costs.

As a leader, trust starts—or stops—with you. Trust is contagious. When you trust others and demonstrate that you can be trusted, it sets into motion an expectation and opportunity for others to trust and be worthy of trust in return. If you distrust, then others will.

This plays out in every day scenarios that can build others’ trust in you and ultimately elevate your impact:

  • When you collaborate with others across teams and functions (and avoid silos and turf battles), you signal to your team to do the same and work will get done better and faster (not to mention more peacefully).
  • When you keep your promises—whether seemingly significant or small—others will, too.
  • When you give credit when others do great work, they’ll appreciate you for it and follow suit.
  • When you admit that things went wrong or didn’t turn out as you had planned, they’ll see you as accountable, credible and focused on being better—and they’ll follow your lead.

One more thing about building trust—it’s a lot easier for people to trust you when they know you and see you. There’s a saying that the only difference between leaders and Elvis is that Elvis has been spotted. Don’t try to lead from behind the desk—it doesn’t work. Walk the halls. Have lunch in the lunch room. Keep your door open. Strike up a conversation. Let people see you and get to know them—and let them get to know you.

In what ways are you building trust with your teams?

- David Grossman


Learn more about connecting with employees in the new 2nd edition of You Can't NOT Communicate.



These are great pointers to keep in mind. I myself am not a manger yet but hearing these poitners on how to build lasting trust with your team is critical to both current and future managers. I espcially like the statement, "the only difference between leaders and Elvis is that Elvis has been spotted. Don’t try to lead from behind the desk—it doesn’t work"...not only is this comical it is so true. Anytime I've come across a great manager or leader they are interactive and very involved in the team dynamics. Great points for all!
Posted @ Wednesday, August 01, 2012 1:52 AM by Lacee Thomas
Many thanks for the positive feedback, Lacee.
Posted @ Wednesday, August 01, 2012 1:29 PM by David Grossman
Trust is a "two-way street" - we need to trust inorder to be trusted. Building trust takes time and effort, but once established, team members will feel free to share their ideas and concerns. The result is an increased focus on common goals and teamwork.
Posted @ Friday, August 03, 2012 3:44 AM by Kent Julian
Parsing Covey's words in the article, I wonder whether the headline here is misleading?  
Being trusting definitely opens the opportunity for another to trust you. But my experience as a professional communicator has given me ample instances where trust was not returned. 
As Philo wrote: "Be kind, for everyone you meet is fighting a hard battle." Depending on that internal dialogue an individual is experiencing, they can be shut off to entering into a trusting relationship, professional or personal, no matter what you do. 
Posted @ Friday, August 03, 2012 8:59 AM by Richard D'Ambrosio
Completely agree. I wish I had been more clear that trust is a two-way street. My intention was to focus on what we can do (versus others). In doing so, I don't think I communicated as well as I could. Appreciate the feedback and thoughts.
Posted @ Monday, August 06, 2012 9:43 AM by David Grossman
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