Prepare Your Leadership: Trustworthy Leadership

Hello, Cadre crew. Happy Monday. Last Monday of June. Crazy how quick time. Time flies this summer. It's been quick. I hope you have a great Monday started for you. We'll be talking about some trustworthy leadership, which is the final letter in our acronym of the facts of leadership. Fairness, Authenticity, charisma, and trust. Give it a few moments here for folks to join us. And I will start with our three things of three and then jump into trustworthy leadership. Okay, so I want to take a minute and make sure that we're all here when we're all fully here, and we can do that with the three things of three.

So the first is, what are three things that you're experiencing right now? Just maybe something that you're carrying with you throughout the day. Just give it acknowledgment that it's. That it's there. So what are three things that you are carrying with you right now? Welcome. Update. Hello, Speak, Wonder. Thank you for joining. So what are three things? Feelings, could be emotions, could be sensations, just anything that's kind of carrying on your back so far today. And then what are three intentions that you have for the rest of this day?

Maybe it's how you want to show up, or maybe it's things that you just want to get done. So what are three intentions that you have for the rest of the day? And then lastly, what are three things that you are grateful for? You know, expanding on that, that positivity and grounding yourself in a positive mindset where you are right now. What are three things that you're grateful for? Could be from the past, could be from the future, could be something you have right now. What are three things that you can point to and be grateful for?

Okay, so as you think about those things, maybe expand on that. I'll jump into trustworthy leadership again. This is the last letter of the acronym of what I've been calling the facts of leadership. Fairness, authenticity, charisma, and trust. And so this last one is trustworthy. Leader Stephen Hawking said that leadership is daring to step into the unknown, rather. So this is a pretty obvious point and it's been talked about a lot. And kind of when you talk about leadership, it's always kind of going into the unknown.

But daring to step into the unknown is not only associated with leadership, but also with followership. So if, you know, Steve Jobs wants to step in the unknown of creating an ipod or an iPhone, the people who work for him and those creators, they also have to jump into that unknown of helping him create the Ipod and the iPhone. So it's not just Steve Jobs jumping into the unknown, but he also has to take the people who he's leading with them. So this reflection of one, this reflection is trust that those followers have.

Trust that when they go into the unknown, they'll be okay. So trust therefore is essential to leadership. So followers do not believe that their leaders are trustworthy. They will not follow them. Not very much of a statement of theory anymore, but instead of fact. So this leads to the question of is this trustworthiness a characteristic of leaders that drive our commitment to them, or is it instead a consequence of those leaders capacity to embody group ideas, values that important to us? So this is what we call prototypicality.

When the leader really embodies the, the group ideas, the group values is really seen as a role model for that group. So do we, the question that is asked is do we lead followers because we trust them? They just have this innate ability to garner trust? Or do we lead them because they're our leaders? Well, research has shown that we perceived trustworthiness of another person is the outcome of that person being part of our group or shared group membership. And research has also shown that when the group has failed, you know, going into the unknown and they fail a project, those participants who viewed the leader as prototypical, again being that role model of the group being one of them, the group was far more forgiving of the leader's failure than, than those that viewed the leader as non prototypical.

So this willingness to forgive failure is a consequence of greater trust placed in the leader who was viewed as one of the group. So it appears that it's central to the leadership process. Trust is, and it's also that it's firmly grounded in that to garner trust one needs to be part of the group. They don't just have this innate trust that, you know, other, some other leadership theories and leadership books may talk about the great leader who just has trust in people or gets trust from people, but it's actually shown to be more different through the research.

So it's saying that we trust the people who seem to stand for the same values and issues as us and embody, you know, and they embody the person who we envision as a great person. Now looking back, it seems like that's kind of obvious that we would trust the people who seem to have the same interests as us. So if they're leading us, they're gonna lead with our interests in mind. But then what does this mean for you? So with this and the Other facts of leadership, fairness, authenticity, charisma and trust.

Where past some past leadership theories and leadership books would suggest that some leaders are just good at, you know, they have the innate charisma or they are seen as more authentic. But what research is now showing more is that we have the ability to build those skills and build that, that envision where we have the fairness, where we have authenticity, where we have charisma. And that is through joining and being part of the group. And so how do we do that? It's a big question of how do we garner the group membership of the people we want to lead?

How do we make it seem that we're one of them? This entails stuff that I'll get into in the coming weeks, but this includes like a listening tour. So if I've done some research on CEOs and successful CEOs tend to when they go into a company, they'll spend the first 90 days just listening, going to different parts of the organization, listening to what their experiences are, what they do and what are their relationships like or what are the shared values that the company has, what is the culture like?

And they'll just listen. And at the end of that 90 days, what I've heard from several CEOs is that they will then be told, you know, hey, you know us well enough. What should you be doing? They build that, that trust and they, they build that, that charisma to, to get people to want to follow by listening and knowing what those people are like. And then it's also living out shared values, having shared values, but also living them out. And same with having group mindset, not just talking about we or saying us, but actually, you know, saying that, you know, saying that and living it out, you know, what's in the best interest of the group.

So we'll get more into that. But that is the last, you know, the T of the acronym of the facts of Leadership Trustworthy, where it comes down to, you know, it's not just something where somebody has innate trust, but they have that, that idea of that. I have the best interest of the group in mind and that's how you can garner trust. I see some people commented speak wonder three things carrying sense of accomplishment, burden for a friend whose pet died. I'm so sorry to hear that. That's never easy.

And concerned for a friend coming out of surgery. Well, I wish all luck for both of your friends there. Update. Hi, Matt. Feeling a little overwhelmed today. Taking the day task by task, giving myself grace. Sounds great. Sounds like you got a handle on it and I'm getting through it. Gratitudes Living near the water always good. I'm right by Lake Superior doing the same. Took a walk yesterday right down there. Plan to go again later today. Travel plans on the calendar always fun and book signing coming up this summer.

Fun, fun, fun. Speak Wonder well, I hope you have a great rest of your week. Have a good fourth. I'll catch you next Monday. Thanks everyone for joining. Bye. It.