As a Trust-Centered leader, you have a responsibility to manage yourself, especially amidst crisis and uncertainty. Here are five practical ways to keep calm and manage yourself so you build trust and lead more effectively, especially when navigating uncertainty and crisis.
Optical illusions aren’t the only thing that trips our brains up and gives rise to mismatches between our perception and reality. We also frequently deceive our brains when we compare ourselves to others, quite often comparing to the best in class or to someone’s highlight reel they’ve curated on Instagram, TikTok, LinkedIn, or elsewhere.
Unfortunately, we’ve all experienced the feeling of having been seen, heard, understood, and ignored. This dismissive combo leaves us with a terrible feeling that is alienating and erodes trust.
Oftentimes, this feeling is inadvertently created when intending to include others on the path to doing the right thing.
Yes, and. These two short words convey a lot and can be used to build trust in key moments. Here are 4 ways to use yes, and to build trust.
Leadership is often associated with power: Power Over. Yet Power Over is limited power. Other types of power are more powerful than Power Over, more enduring, and are at the core of more effective leadership.
Many parts of the world are at various phases of reopening as coronavirus restrictions begin to lift. But it’s not welcome back. It’s welcome forward.
Are what you say and what you don’t say in agreement? Are you conveying a consistent message in all the ways you are communicating?
What if you were clearer about your intent and called check ups checks ups and check ins check ins?
As the pandemic has spread, I’ve observed something else spread across my home and native land and beyond: caremongering. This is a movement of kindness and good deeds, of community members taking care of one another. It’s a perfect example of the Third Facet of Trust-Centered Leadership, Caring, in action.
Trust is transformative. High trust contexts enable us to show up as our best selves and to do our best work. We need leaders like you to help create these contexts.