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Archive for the ‘Ethical Leadership’ Category

TRUSTThis is a piece from the Academy Leadership that SynergyBlog feels they could have written themselves. It’s that good.

We’ll not pontificate. Please read, and in doing so, may your organizations and relationships thrive.

Enjoy. Trust… and be Trusted!

From the Academy Leadership: In its simplest form, trust can be described as the belief that those on whom we depend will meet our positive expectations of them. While this may sound the same as confidence, they are different. Trust is not always rooted in past experience with others, whereas confidence generally results from specific experiences with people and is built on reason and fact. In contrast, trust is based in part on faith. We sometimes give our trust in spite of evidence that suggests we should feel some caution, if not outright suspicion, about relying on another.

Business realities now require that more power be given to those with close contacts with very discriminating consumers. No longer can the few powerful people at the top make all decisions and take all actions. Most companies now realize that they must provide people at lower levels increasing latitude in order to react promptly to demanding market forces and to progress and prosper. Thus, they must trust people to do the right thing. To do otherwise could well spell disaster for the future. Leaders can lead only to the extent that they are allowed to lead by their followers. When people believe that they are not trusted, or lack trust in their leaders, they will actively or passively resist what the team is trying to accomplish. Thus, a leader’s options are limited by excessive and ongoing mistrust among employees. (more…)

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dan-golemanAs a long-time admirer of TED, SynergyBlog is pleased to have happened upon this inspirational piece from Daniel Goleman. Dr. Goleman studies, writes, and lectures on Emotional Intelligence along with Case Western Reserve University’s Dr. Richard Boyatzis.

As you listen to Dr. Goleman, perhaps it will do your heart good to reflect on all of the times you were a Good Samaritan (we know you have been).

Did, in those moments, you become the leader you have always wanted to be? Did “Brand You” become so much more than just a slogan? It’s not to late to bring those moments of pure goodness back in our words and deeds, both inside and outside of our corporate lives. We can bring them back, and we should. Again and again.

Please click here to watch Dr. Goleman. Enjoy!

P.s. There’s also a wonderful talk by Elizabeth Gilbert on creative genius… brilliant!

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Here is an interesting piece by Dr. Anthony DiBella about the need for trusted leadership. Enjoy. Thrive. Trust and be Trusted.

In their efforts to manage the ups and downs of the business cycle, economists often talk about the need for soft landings. During the past six months, what seemed like that has turned into a major crash that continues to spiral downward. When will the tunnel digging end? How do we create a financial phoenix and turn the nose of our economic flight upwards again?

It should be clear by now that the $750-billion bailout package passed by Congress last year was a case of don’t just stand there, do something. In a society that values action over reflection, there are major pressures on our politicians to act (fire first, aim later). Action is vital, but if not guided by rigorous and valid analysis, can cause more harm than good. The bailout money given to the financial sector was intended to free up credit. Instead, it’s been used primarily for private rather than social gain, and we are worse off now than before.

With Capitol Hill and Smith Hill planning more initiatives, we need to think clearly about underlying causes and tipping points. Many pundits claim they know what will get us moving again, to turn our economic ship, to grow rather than regress. Some say it will require an upturn in the housing market, others say employment. The Fed thought that lowering interest rates would do the trick, but rates now are as low as they will ever be unless the Fed wants to give us money for free. Conservatives and libertarians think the times call for tax cuts. (more…)

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strong-brand in weak economyLet’s get the bad news over with: To say that the U.S. economy is facing the most challenging economic time since the Great Depression is not an overstatement. Last week, employers shed almost 600,000 jobs. Today, 11.6 million Americans are out of work. According to the Bureau of Labor Statistics, the unemployment rate has officially risen to 7.6%.

“This is the largest 13-month job loss since the payroll employment series began in 1939,” Christina Romer, the head of President Obama’s White House Council of Economic Advisers, said in a statement on February 6, 2009. “These numbers, and the very real suffering of American workers they represent, reinforce the need for bold fiscal action. If we fail to act, we are likely to lose millions more jobs and the unemployment rate could reach double digits.”

So, what’s the good news, you say? Given these data, how do business, political, and nonprofit leaders reignite confidence in their ability to lead? How do they exemplify brand integrity, and any good will their organization may have? Is such a thing even possible, given current levels of consumer confidence and general economic malaise? (more…)

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what-is-your-leadership-style3This is a very insightful post by Dr. Rick Johnson of CEO Strategist LLC. Dr. Johnson states, and we concur, “Servant-leadership encourages collaboration, trust, foresight, listening, and the ethical use of power and empowerment.” We suggest you think about which model fits your leadership style, and how you leverage servant leadership within your own organizations, and amongst internal and external stakeholders. In these economic times, it is critical to re-evaluate our decision-making processes, and ensure they are aligned with a set of principles that encourages trust in individuals, organizations, and brands.
Lead. Thrive. Trust and be Trusted.

There isn’t much doubt that most effective high impact leaders are driven by a model. This is true even when that effective leader doesn’t take the time to define his personal unique model. A model is an intangible tool that leaders use to predict future outcomes of current decisions; a tool that not only enhances personal creativity but encourages creativity in the minds of their employees. (more…)

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Trust as CompetencyThis article is brought to you by one of our heroes: Mr. Stephen M. R. Covey.

As we develop Synergy’s Return on Trust model, we highlight examples of increased trust driving business performance, customer loyalty, and employee passion – even in our most difficult economic times. Enjoy. Thrive. Trust and Be Trusted.

“The voyage of discovery is not in seeking new landscapes, but in having new eyes.”
– Marcel Proust, French novelist

One of the most significant things today’s leaders and organizations can do to achieve and sustain superior performance is to look at “trust” through new eyes.

Typically, trust is assumed, taken for granted, misunderstood and severely underestimated. As the French proverb says, “Fish discover water last.” In other words, fish are so immersed in the presence of water that they are unaware of its existence – until the water gets too low or becomes polluted. In the same way, people discover trust last. We become so immersed in the presence of trust that we take its existence for granted – until the trust gets dangerously low or polluted. Then we become painfully aware of the effects of its poor quality or absence. (more…)

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A great piece on organizational trust from our friends at Entrepreneur.com

by Perry, Ronald W., Mankin, Lawrence D.
Public Personnel Management • Summer 2007 •

Especially in the past decade, employees have begun to change their view of the organizations in which they work, with traditional employee-organization bonds becoming weaker. (1) The private sector has seen the collapse of several large corporations, sometimes with managers realizing huge personal profit while employees lost their pensions. Public organizations lack comparable scandals, although the Orange County, California financial collapse is memorable. Downsizing, privatizing and contracting out practices generated by economic pressures have eroded what is usually seen as a strong identification of employees with the governments for whom they work. (2) Interestingly, governments have continued to outsource, and a recent report by Segal, Moore and Blair (3) argues that outsourcing is an important trend and advocates the outsourcing of human resources functions. At the same time, Nyhan (4) argues that the future of public organizations rests in the creation of trust in management and the organization as a means of positively influencing not only quality of work life but efficiency and effectiveness of performance. Aon Consulting (5) studied the U.S. workforce and, like Nyhan, found that “building commitment must be a strategic goal emanating from senior leadership.” Their premise was that employees who trust their managers and organizations are freer to innovate, energize and produce. (more…)

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