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In Whom Do We Trust – Part 2: Defining the Components of Trust

This is the 2nd part in the 3-part series looking at leadership and trust. You can start the series HERE with part 1.

If I asked every reader to write down their definition of trust and to list its critical components in less than 30-seconds, I imagine many of us would start with a blank stare at a blank piece of paper.

That is the case because trust is a complex, “soft-skill” topic that involves so many emotionally driven and intangible qualities. I often consider so many leaders’ view of trust to boil down to something to the effect of “I don’t know much about this thing called trust, but I do know I want more of it.” That mentality does not give me great confidence that such a leader is deliberate in earning, maintaining, and cultivating a culture of trust within their team.

So, after addressing why trust is important in part 1, it’s important to look at what trust is. While there is a high level of art required in the application and earning of trust, there are concrete foundations that establish the science of it, which leaders need to understand. But like in almost all things relating to leadership, there is no objectively right answer, but models available to help us structure our thinking and behavior around it. I would like to offer a simple model to help us define the basic components of trust, ultimately better equipping us to earn and maintain our peoples’ trust in us as leaders. This model is “the three Cs of trust: competence, character, and care.” Continue reading → In Whom Do We Trust – Part 2: Defining the Components of Trust

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They Must Become Greater, I Must Become Less: On Leadership & Humility

Leadership Humility_3x5 Leadership

“Humility is not thinking less of yourself, but thinking of yourself less.”

─── C. S. Lewis

Whenever the topic of leadership and humility comes up, this is the quote I immediately turn to. And while this idea can certainly stir some inspiring emotion in us when we talk about it, it is also easy to do just that…merely talk about it. Our lives are undoubtedly checkered with plenty of experiences involving selfish, self-centered, and arrogant leaders.

To be transformational, to be leaders of character, and to develop other leaders, we must be humble leaders. This does not mean being weak or timid. It’s exactly like C. S. Lewis states above – how can I think less about myself as the formal leader and more about my people in every situation I can. This type of thinking and style is proving more necessary in 21st century leadership. We need to lead through teams of teams, where we likely don’t have all the information and we are likely not the most skilled person in the group in many different ways. We must create engaged teams where we can solicit diversity of thought and ideas up, down, and across the team.

This is best enabled by humble leaders. Continue reading → They Must Become Greater, I Must Become Less: On Leadership & Humility

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Character: The Necessary, Yet Often Ignored, Trait to Define Leaders of the 21st Century

The Character of 21st Century Leaders_3x5 Leadership

In May 1991, following Desert Storm and months before his retirement, GEN Norman Schwartzkopf gave a speech to United States Military Academy (USMA) Cadets. In it, he argued that the two essential traits that must define leaders of the 21st century are competence and character (I highly encourage you to check out the inspiring speech here, in parts one, two, and three). So much time, money, and effort are poured into developing leader competence to achieve performance capacity and organizational success. Hundreds of books, journals, podcasts, and blogs (to include this one) center around developing leader competence. Yet, we pay less attention to character development. I believe it is because character is so intangible, hard to define, and even difficult to determine its impact on an organization; I think it is easy to determine if someone has bad character but it is less clear to determine if they have good character.

Deliberately addressing character is an organizational and leader developer necessity; the lack of such attention is ultimately the root cause of our society’s seemingly extensive erosion of integrity and respect showcased by the many downfalls of high visibility leaders (to include military) and once respected celebrities. My previous brigade commander constantly reiterated to his subordinate leaders that “character counts more than resume.” Continue reading → Character: The Necessary, Yet Often Ignored, Trait to Define Leaders of the 21st Century