Here is the next addition of tips from the Facebook page:
Lean Tip #3766 – Stand Up for What’s Right
People respect honesty.
While some bosses may like “yes” people who agree with everything they say, the best leaders value insights and opinions. Don’t sacrifice your values and what you believe just to appease your manager or try to get ahead. This will decrease trust with others.
Lean Tip #3767 – Don’t Keep Secrets, Be Transparent
As long as you can explain what you’re doing and why you’re doing it, most people will be able to understand.
Don’t keep secrets or hoard information for yourself. The people you’re building trust with are usually people on your team that you should be working collaboratively with. Share the information with them that they need to succeed too.
Lean Tip #3768 – Trust Comes When Can Admit When You’re Wrong
People don’t like to hear excuses. If you do something wrong, it’s best to just be upfront about it. If you realize you were incorrect about something, own up to it.
Being vulnerable enough to admit fault can humanize you and make you appear more trustworthy. Admitting mistakes is also part of being honest.
Lean Tip #3769 – Consistently Model Trustworthy Behavior
Consistently doing what you say you’ll do builds trust over time. Your team needs to see that you hold to your commitments to them personally and to the team overall.
They also want to see that you’re taking the time to regularly listen and work on employee relationships as a daily practice. The leader’s trustworthiness needs to shine through – not just once a quarter during a Town Hall, but in the overall approach to the business day-to-day.
For instance, if you say teamwork is a critical value for you personally and for the company, reinforce the point by regularly collaborating across teams and functions as a leader. Further, give credit when people do great collaborative work, setting the stage for a team-first mentality and an appreciative culture.
Lean Tip #3770 – Be Ready to Earn Trust
As the old saying goes, talk is cheap. Trust must be earned. It comes from a conscious effort to walk your talk, keep your promises, and align your behavior with your purpose and values. Today, employees are putting company leaders at all levels on notice that when it comes to earning trust, they better work harder.
Employees who truly trust their leaders will move mountains for them and will be more engaged in the business. That means your efforts to build trust are among the most important things you do as a leader.
Lean Tip #3771 – Getting Buy-in: Create an Image of Change
Create an image of the benefits of change and show your audience why taking action is necessary. You can do this through a scenario planning framework. Drawing the best-case scenario, worst-case scenario and realistic scenario can allow your team to react and buy into your vision. You may also use case studies to help your audience visualize what you are working to achieve.
Lean Tip #3772 – Getting Buy-in: Show the Benefits of Your Plan
Showing how the plan is going to help the organization can allow your team to make mental calculations of whether the idea is worth buying into. Sometimes, the perceived loss of current benefits can make some people slow to accept change. If you show them the positives of the change, they may be more likely to be accepting of your plan.
Lean Tip #3773 – Getting Buy-in: Be Prepared to Compromise
Sometimes an original idea isn't quite workable for a company or organization and may need some change to move forward. Be prepared to accept a compromise if your audience doesn't agree with your entire vision or even part of it. You may need to work with others to find a workable solution that still fulfills your desired goals.
Lean Tip #3774 – Getting Buy-in: Lead Your Team by Example
It can be easier to get buy-in from a team if you lead by example. If an idea requires changes of staff, first make the changes yourself to show team members you are prepared to do what you're asking them to do. This can give them an idea of what you're asking of them as well as encourage them to trust you.
Lean Tip #3775 – Getting Buy-in: Leverage Feedback
Use the team's feedback to improve the original idea. People may be more likely to commit to action if they feel their ideas are part of the plan. Not all feedback may become part of the plan, but it is vital to acknowledge everyone who contributed by saying "our plan." The way you communicate can help show others that the vision is not from an individual but is the product of a team effort.
Lean Tip #3776 – Managers Should Delegate to Develop
Delegating to take drudge work off your plate is often shortsighted and misses an opportunity to strengthen and empower your team. Instead, delegate with the intent to grow and develop the capabilities and responsibilities of your employees.
Lean Tip #3777 – Give Employees Autonomy Over Their Work
It’s okay if an employee doesn’t get from point A to point B using the same means you’d use. When you delegate, accept that this may mean your employee may complete the task differently than you would. Relinquish control, refrain from micromanaging, and accept that your way may not be the only (or best) way to complete a project.
Lean Tip #3778 – Leaders Need to Provide the Necessary Resources
Many leaders complain that when they first start implementing employee empowerment practices in their organizations, they still get employees coming to their offices and expecting their problems to be magically resolved for them. Instead, offer tools, resources, and to be a sounding board for ideas.
Lean Tip #3779 – Communicate the Vision of the Organization
It’s becoming more and more important for employees to feel like they are contributing to building something as opposed to just another cog in the wheel. By clearly communicating the vision of the organization and how a team and its individuals contribute to that vision, you are empowering your employees with the knowledge that their contribution is making a difference.
Lean Tip #3780 – Accept Ideas and Input
When
possible, include your employees in decision-making and goal-setting. If they
can’t be involved in these preliminary processes, be open to hearing their
ideas and input. Not only can being receptive to new ideas help empower your
employees, it can also open up your organization to great new ideas.
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