How to Coach Yourself and Others Influencing, Inter Personal and Leadership Skills | Page 76

In short: Your relationships with government officials, with other organizations, with the
media, with your subordinates and with the public will affect your company’s /
department’s success and define your personal success as a leader. Those relationships
are built on a foundation of trust.
Building Trust
When things are continually changing, it can become difficult to build a case for trust.
It’s almost as if you were saying “Trust me … I’ve never done this either!”
In these times of rapid change, more than ever before, your challenge as a leader is to
build trust where it has never been and to rebuild trust where it has been lost.
1. Doing what you say may be evidenced by such behaviors as:
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Managing expectations
Establishing boundaries
Delegating appropriately
Encouraging mutually serving intentions
Honoring agreements
Being consistent
Meeting expectations

2. You can demonstrate respect for other people’s knowledge, skills, and
abilities by:
 Acknowledging their abilities to do their jobs.
 Allowing them to use their talents to accomplish goals.
 Being aware of your control needs and their impact on others.
 Reducing controls; not micromanaging.
 Involving others and seeking their input.
 Helping people learn skills.
 Giving them the resources, authority, and responsibility needed to get their work
done right.
 Trusting your own competence to assess each situation with open eyes and determine
whom you can trust with what.
3. You can demonstrate unguarded interactions by such behaviors as:
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Sharing information.
Telling the truth.
Admitting mistakes.
Giving and receiving constructive feedback.
Allowing for mutual influence; clarifying mutual expectations.
Maintaining confidentiality.
Speaking with good purpose.