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How to Build and Maintain Trust in the Age of Volatility
Trust plays an increasingly vital role in organizations today. As a result, having a real understanding of the mechanics of trust is critical. Today's executive leaders are expected to be less like battlefield generals and more like orchestra conductors. According to the article's authors, this requires "stepping outside well-defined boundaries of behavior and expectation." Few will be comfortable doing so without trust in their colleagues, the membership, and the overall organization.
 
There are four pillars of trust that must be present: predictability, or doing what one said one would do or what responsibilities demand; transparency, which is acting without a hidden agenda; accountability, or taking ownership of one's actions and holding oneself to standards of fair dealing; and common aims — mutual support between individuals and shared goals to support the organization.

While top executives and leadership committees cannot create trust by decree, they can create the conditions that make it easier to maintain trust-building behavior. "They do so by modeling trust-building behaviors themselves, rewarding those behaviors in others, and creating policies that support such actions," the authors state. To this end, leaders should replace zero-sum thinking with win-win scenarios centered on a shared mission. Fight the urge to micromanage, but know when to step in. Other tips include looking beyond the surface when assigning credit, “don’t shoot the messenger,” and "make constructive feedback an integral part of communication."
Chief Executive (01/14/19) Arts, Boudewijn; Iqbal, Sonny
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FEBRUARY 2019 EDITION
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