Leadership Tactical Guide to Establishing Credibility |
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Watch your thoughts; they become words. Watch your words; they become actions Watch your actions; they become habits. Watch your habits; they become character. Watch your character; it becomes your destiny. 窶認rank Outlaw
The Tactical Guide to Establishing Credibility outlines actions leaders can take to achieve, re-establish, or enhance your credibility within your organization.
The Forum Corporation 800.FORUM.11 www.forum.com
Tactics for Establishing Credibility
Quick-Start Approach The quick-start approach helps managers who are new to a job, role, or team establish credibility quickly. It involves a game plan for the first 90 days on the job that is designed to create focus and lay the foundation for credibility. Meet and Greet: First 2 Weeks • Network • Schedule informal meetings with direct reports • Eat lunch: Put aside 2 days each week to have lunch with someone new Connect with Your Manager Create Clarity Around Your Job Create a Learning Plan for Yourself Demonstrate Your Competence
Restart The restart approach gives managers positive steps to take in situations in which credibility has been damaged or challenged; it helps restore their sense of control. Acknowledge the Situation Focus on the Positive Analyze the Loss of Credibility Take Ownership Connect with Others Take Action
Maintaining or Enhancing Credibility Practice Creating Balance Across All of the “4 Cs” (See Tactics Below) Be Accountable and Responsible for Your Own Behavior, Regardless of Others or the Situation Assess the Credibility Risk in Situations; Do Not Avoid Risk, but Plan so It Is Minimized Address Misperceptions Without Blaming Others Check In with Others Frequently Reflect on and Review Actions and Decisions; Be Honest with Yourself
Copyright © 2002 by The Forum Corporation
Tactics for Establishing Credibility
Consistency Tactics Consistency means doing what you say you will do over time.
Tactic
Explanation
Set communication goals
Outline the key things that must be communicated to employees.
Offer status reports and forecasts
Provide employees with up-to-date information on the strategy and progress of the business. Make sure messages about strategy, mission, vision, goals, and so on are consistent.
Explain changes to plans
In the absence of information, people draw their own conclusions. Set the record straight. Tell people what you know and don’t know, as well as what you are and are not able to tell them.
Respect confidentiality
Clear information with individuals before you share it with others.
Close the loop
Never assume that you have closed the loop until you check in with all parties. Confirm completion with everyone.
Make realistic commitments
Check your calendar to make sure that you have appropriate time/resources before you commit. Prior to committing, be certain to understand the scope of the promise.
Copyright Š 2002 by The Forum Corporation
Tactics for Establishing Credibility
Competence Tactics Competence means continually learning and demonstrating relevant knowledge and expertise.
Tactic
Explanation
Engage employees in decisions
Involve employees in important decisions of the company.
Promote self-directed learning
Be a role model. Identify what you want to learn and how you want to learn it.
Stay up-to-date
Keep up-to-date on trends and developments in the industry. Create a bulletin board, electronic or physical, on which you and your employees can post industry news: media stories, advertisements, personal stories, and articles.
Share learning
Create an environment for sharing learning within the company. Start a “Professional Development Club.” Assign each member of your group a different industry-related trade publication to read and have everyone share interesting stories, trends, and products they have discovered. Attend conferences and take detailed notes on hot topics, skills, opportunities, and trends that you can later share with others.
Create learning contracts
Create goal-related learning contracts for yourself and your employees. This should occur once a year or more frequently—optimally following a performance appraisal. In employees’ contracts, outline the things that they want to learn in order to achieve the agreed-upon goals and the ways you will support the learning.
Encourage communities of practice
Encourage communication of shared learning across the company. Create channels or mechanisms for people in similar functions or similar jobs to communicate, such as regular meetings or intranet web sites.
Use employees’ diverse skills
Give employees opportunities to use their skills in different ways.
Copyright © 2002 by The Forum Corporation
Tactics for Establishing Credibility
Concern Tactics Concern means genuinely demonstrating sensitivity to the thoughts, feelings, and experiences of others.
Tactic
Explanation
Give employees permission to speak frankly
Provide contexts for frank and open dialogue in which there is no fear of repercussions. Some companies can designate an anonymous e-mail address that allows employees to send messages about concerns, problems, and so on. Host a monthly “open-mike session” and allow employees to speak what’s on their minds.
Promote connection
Keep an open door and an open mind to set the framework for being approachable. Check in regularly with employees. Create a list of questions to ask employees on a regular basis to stay on top of what they are doing and spot potential problems, obstacles, new ideas, achievements, and so on.
Recognize individuals’ lives outside work
Make a point to find out more about your employees’ lives outside work. A great way to do this is to take them out to lunch—and forbid them to talk about work!
Get employees’ ideas
Solicit employees’ ideas and opinions, and plan to take action on some of them. Create guidelines to ensure the usefulness of ideas and opinions. Encourage employees to write ideas down and drop them in a shoebox on your desk. Conduct a monthly “idea meeting” in which you vote on ideas to implement.
Think like employees think
Determine guidelines for managing employees. Write a job description for your own ideal manager. What qualities and behaviors would he or she demonstrate? Use the job description as a guide for your own actions.
Network with your employees
Network with employees to promote open communication and feedback. Take time each day to walk the halls and talk to people. Visit them where they work. Respond to messages in person. Make regular “connection” appointments with each employee.
Set triggers for yourself
In your PalmPilot™, datebook, or whatever tool you use to monitor your time, set reminders for yourself on what you promised, when you need to start taking action, and when you need to follow up. Keep each on your planner until you have made the handoff.
Close the loop
When you have resolved an issue or have taken a promised action, close the loop and let the people involved know what has been done.
Copyright © 2002 by The Forum Corporation
Tactics for Establishing Credibility
Commitment Tactics Commitment means persevering to achieve goals despite obstacles and setbacks.
Tactic
Explanation
Share relevant news when appropriate
Tell employees the truth about organizational challenges and problems as soon as you are able to share the news.
Adopt an experimental attitude
Pilot and examine results continuously.
Develop focused drive
Maintain focus when disruptions distract attention from key issues and objectives.
Reaffirm your beliefs and values Demonstrate optimism
Help others in times of great change by reaffirming key goals or values. In difficult situations, deliberately seek out and express positive interpretations and make sure others hear your optimism.
Copyright Š 2002 by The Forum Corporation
Tactics for Establishing Credibility
About Forum The Forum Corporation partners with the world’s leading companies to develop their people. Forum consultants are recognized experts in leadership development, branding the customer experience, and building world-class sales and customer service teams. Whether your business issue is driving growth and profitability, reducing costs, minimizing employee turnover, developing leadership talent, or improving customer loyalty and retention, Forum aligns your people to your business strategy to deliver tangible business results. Forum clients are predominantly Fortune 1000 and FTSE 250. To learn more about how to establish credibility, please contact: Forum North America 800.FORUM.11 Forum Canada 416.572.2041 Forum Europe 011.44 207.010.2600 Forum Asia Ltd 852.2810.7071 Or email us at forum@forum.com www.forum.com