Most Recent Articles on Feedback/Trust
“My employer” was named by 75% of those surveyed worldwide as the most trusted institution in the recently released 2019 Edelman Trust Barometer. These findings from the annual report, now in its 19th year, compared to trust in NGOs (57%), business (56%), government (48%) and media (47%). The report’s press release also pointed to a shift (for individuals) “ . . . to the relationships within their control, most notably their employers.”
What an opportunity for leaders to seize the day and build even greater levels of trust in the organization.
We all know how technology enables communication – email, voicemail, text message, instant message, Twitter . . . the list goes on. There are more than enough ways to communicate, and too often they add up to message overload for employees.
That’s why when something is important, nothing compares to face-to-face communication. When a leader needs to inspire people—or move them to action—the best way to do it is to look people in the eye and tell them exactly what they need to know.Read More
Being a good leader doesn’t happen by luck. It happens because those individuals have a strong sense of self-awareness, and seek input and feedback from not just their boss and their peers, but even more importantly, their employees.
I always urge leaders to try this if it’s not part of the way they work, and they’re often surprised by how honest and considerate the feedback is that they get.
Trust everywhere is eroding. The lack of trust inside business today is especially troubling, as reported by numerous studies over the past several years.
In 2017, Edelman’s Trust Barometer underscored the scope of the problem, revealing the largest-ever drop in trust across government, business, media and non-governmental organizations. As just one measure of the trust problem in business, CEO credibility dropped 12 points globally to an all-time low of 37 percent, falling in every country studied.Read More
Talk is cheap. Especially when it comes to leaders and their ability to build and maintain trust in the workplace. Just ask any employee. To them, it’s actions and results that matter most. It’s hard to escape online headlines that chronicle the latest corporate scandal, reminding us of the disastrous consequences when the actions of corporate leaders don’t match their words.Read More
It seems like a simple communication point but many of us forget to share the motivations behind our actions. As a result, we can leave people scratching their heads.
Think about what grade you’d give yourself on how well you give employees feedback. Many of the executives I work with are brutally honest and give themselves an F. They don’t make giving feedback a standard part of meetings and discussions; they give general (“good job!”) versus specific feedback (“Here’s what you did extremely well on this project….”); they often don’t give feedback at all or wait too long to give feedback; and they would have a hard time giving their boss feedback.Read More
It’s never easy to communicate difficult information to a group of employees, but with these six essential steps, you can prepare for the toughest conversations:
1. Identify the problem
Are business results not where they should be? Do staffing changes need to be made? Are there undesired behaviors that need to change?