I met an 88-year-old man named Orville at my health club, first noticing him one afternoon while checking in. I saw Orville sort of stumbling along behind me. I couldn’t believe my eyes. There was no way this man, slowly shuffling along the path to the gym, was going to work out! Orville patiently moved, inch by inch, into the weight-training area, picked up some dumbbells, and with an audible grunt, started his routine.
5 Tips to Be a Likable Leader | Trust in Leadership
Sometimes I have the privilege to work with or speak to an organization where I can tell immediately that the people love their leader. Such was the case at the Integrated Supply Chain Leadership Conference for the top leaders of Honeywell’s Aerospace group. From what I could see, why is Mike Owens loved?
Conclusion | Trust Trends 2014 Series
The world is in a trust crisis, and developing the eight-pillar framework of trust is the way out. Top leaders ought to use Trust Trends 2014 as a timely application for developing themselves, their teams, their organizations, and society. The following is a summary of the eight trends, their key embedded opportunities, and the pillar of trust each most corresponds with.
Smarter Proficiency & Precision Results | Trust Trends 2014 Series
Machines are becoming more intelligent, interactive, efficient, and precise.
Machines are becoming more intelligent, interactive, efficient, and precise. Nano-technologies are changing clothing, photonic thread is transforming computing, driverless cars are shifting the transportation paradigm, drones are altering warfare, and three-dimensional data visualization is revolutionizing decision-making. Smarter computers deliver increasingly more proficient and precise results.
Anonymity Dilutes Accountability | Trust in Leadership
A major way to increase accountability is to reduce anonymity. There is a reason that crime is less per capita in small towns; people know each other. They know what each other is up to, and they talk. They know who is at the bar and whose car is parked outside of “that person’s” house all night long. While gossip is certainly a negative; small town accountability can promote higher character. If people know they are being watched, they are more likely to act above reproach. This is one of the reasons people do more stupid things in Las Vegas while on a business trip.
Plan Ahead to Stay Ahead | Trust in Leadership
It’s hard to get a running start on the day without a plan. You don’t want to waste your creative morning time wondering what you should do today. If you want to attack your day instead of having it attack you, use this solid strategy. Take the last 15 minutes of a workday to plan out and prioritize the activities for the next day. This will set you up for success and also keep you from forgetting about important tasks or appointments.
Hyper-Personal & Shared Experience Culture | Trust Trends 2014 Series
Increasingly, Americans desire to be entertained, fulfilled, and transformed, and they want to share these experiences with their friends.
Americans are stressed-out, staying obese, and becoming more self-focused and unhealthy. They are often distrusting critics, especially younger anti-institutional generations who have been influenced by scandals in hierarchies, and this makes them increasingly informal. As consumers, they are demanding and difficult to please. They trade their money and options for what they want, when they want, and how they want. Increasingly, they desire to be entertained and fulfilled, and they want to share experiences with friends. In 2014, American consumers desire hyper-personal products, services, experiences, shared experiences and transformations.
Systems Collaboration and Interdependence | Trust Trends 2014 Series
In the US, and around the globe, systems are becoming more interdependent, and leaders are teaming up to accomplish shared goals.
In the US, and around the globe, systems are becoming more interdependent, and leaders are teaming up to accomplish shared goals. This is happening at a time when global citizens trust systems, but distrust the leaders that operate them. Trust in business, government, media, and NGO’s are up slightly from 2012, but 2013 has been deemed the year of the Crisis of Leadership, by the Edelman Trust Barometer.[i]
Quality and Meaning for People | Trust Trends 2014 Series
Talent economists know that in order to maintain top employees, they have to develop business around meaningful missions and create fulfilling roles.
In the open-talent economy, employees have options, and talent is a scarce resource. Business leaders are thinking like talent economists and sustainability directors. Leaders know that in order to keep top talent, they must introduce environmental, social and governance strategies, provide collaborative work, create environments conducive to multiple generations, allow for flexible work schedules, and focus on happiness. People are searching for meaningful mission statements and high quality work environments.
Strategy for Innovative Agility | Trust Trends 2014 Series
Success, let alone survival, demands an ability to quickly respond to fast-changing markets and environments.
Financial squeezing, increased digital commerce, cutting-edge Big Data technology, increasing distrust in big institutions, and quickly changing markets has given way to innovative strategies for agility. Small organizations are more insightful, and larger organizations are more agile. In addition, new financial systems are being developed, entrepreneurs have an opportunistic outlook, SME’s are thriving, and agile systems of all types are being developed to replace outdated, bulky, and bureaucratic systems.