Karl Edwards presents Working Matters

Tag: credibility

  • Listen In -> Fake Goals #4: Goals That Are A Dangling Carrot

    Some goals can be outright mean-spirited.

    One of the more underhanded methods is leading an employee to believe that a salary increase or a promotion will accompany the achievement of a particular goal.

    When the time to follow through arrives, you find yourself, more often than not, backing down on the promise by blaming human resources, budget constraints or some other factor outside of your control.

    In this week’s show, Claudia and I discuss the pitfalls of dangling carrots just out of reach in order to secure some extra element of effort.

    Even though this method is easy to see through, works only once, and costs far more in terms of broken trust and forfeited credibility than was ever saved by reneging on the raise, it remains surprising popular.

    Why do you think this “fake goal” is so tempting to leaders?

    Listen in.

    Just now joining the conversation? Catch up on the entire series here.

  • Question of the Week

    For each of your high potential subordinates, what is a practical way you can extend trust before asking to be trusted?

    The Question of the Week is offered to increase awareness of one’s personal leadership practices and encourage experimentation with creative alternatives.

  • Thought Leaders Unpacked -> Integrity #6: Building Trust Through Vulnerability

    thought-leadersLeaders are people too.

    Sounds obvious, but many of us come across as if we have it all together, know everything and are always more competent that everyone who is unfortunate enough to be below us on the organizational chart.

    But that facade has two problems. One is that it is, in fact, not true. The other is that everyone who works for you knows it.

    Integrity, by Henry Cloud

    Being too strong is as much a credibility destroyer as being too weak.

    What do you think about Cloud’s assertion this week? Is there power in being real?

    His main example, though effective, came from childhood. I would have appreciated something from the workplace. I’m already a believer in vulnerable leadership models, but only up to a point.

    There’s a risk in undermining one’s effectiveness with “too much information” sorts of personal revelation. Knowing what’s appropriate and relevant to share about oneself is key to vulnerability serving as a trust builder rather than a trust buster.

    Vulnerability is a risk worth taking. Remember, the goal is for your team to come alive and voluntarily choose to invest deeply and energetically in their work. You cannot command or force that sort of effort.

    Cloud is pointing out that when people believe that you can relate to their challenges, they will be far more responsive to how you challenge them.

    Have you ever had a supervisor for whom you would try to move mountains if you could? What were characteristics of that person that we might learn from?

    Each Friday I post my reflections from one chapter of Integrity: The Courage to Meet the Demands of Reality by Henry Cloud. If you are just joining the discussion now, welcome! Catch up on the entire series here.

  • Listen In -> Faking Authenticity #1: Trying to Buy Credibility Cheap

    Authenticity is the new credibility.

    More than competence. Much more than credentials. Exponentially more than position on the organizational chart.

    Those who are real. Those who shoot straight. Those whose words and actions are consistent with each other. These are the people who wield influence. These are the people who can make things happen. These are the people who earn the trust of subordinates, peers, vendors and clients alike.

    Join us for our new podcast series on Faking Authenticity. Sure enough, as soon as research demonstrates the effectiveness of any new leadership technique, onto the playing field spill all those leaders who want the results without taking seriously the means.

    Even though everyone around these pretenders can recognize intuitively and instantly that they are faking it, there is a group of us who are convinced we can pull one over on everyone and “technique” our way into results.

    Chat with us as we laugh and cry together about the benefits and pitfalls of authenticity both when genuine and when faked.

    Faking Authenticity

    Week #1: Trying to Buy Credibility Cheap

    Week #2: When Wanting to Impress

    Week #3: When Wanting to Confront

    Week #4: When Wanting to Perform

    Week #5: When Wanting Others to Respond

    Listen In.

  • Question of the Week

    Are you aware of how quickly your employees can intuit whether or not you really believe in the company values you publish?

    The Question of the Week is offered to increase awareness of one’s personal leadership practices and encourage experimentation with creative alternatives.