Being
an
Effective
Leader
by
Building
Trust
In
the
workplace,
we
as
workers,
managers,
and
supervisors
interact
in
more
than
just
a
business
sense.
In
order
to
work
together,
we
need
to
brew
a
good
chemistry;
in
order
for
that
to
occur,
we
have
to
know
each
other.
We
spend
time
getting
to
know
each
other’s
thought
patterns,
speech
patterns,
work
and
play
habits,
interests,
and
pet
peeves.
This
is
especially
true
for
managers
and
supervisors—the
leaders
of
the
workplace.
How
do
we
get
to
know
these
things?
After
all,
it’s
never
as
simple
as
merely
spending
time
around
a
person;
hundreds
of
couples
get
divorced
every
year,
saying
after
it’s
all
over,
“I
was
married
to
Jane
for
twenty-five
years
and
never
knew
she
loved
Frankie
Valli!”
No,
we
can’t
simply
absorb
these
pieces
of
knowledge
through
osmosis.
Our
coworkers
must
allow
us
to
learn
about
them.
In
order
to
do
that,
they
must
trust
us.
Being
an
effective
leader
means
knowing
how
to
build
trust.
Through
that
trusting
relationship,
effective
leaders
acquire
the
information
needed
to
solve
problems
and
handle
challenges
efficiently
and
effectively.
The
stronger
that
bond
of
trust,
the
more
straightforward
and
open
your
workplace’s
channels
of
communication
will
be.
Other
members
of
your
team
will
be
more
willing
to
share
their
perspectives
on
problems
and
challenges
if
they
trust
you,
their
leader.
Let’s
define
the
word
problem.
A
problem
is
not
something
to
be
looked
on
as
a
negative;
rather,
we
should
look
on
it
as
a
potential
for
positive
growth.
A
problem,
quite
simply,
is
where
we
are
right
now
versus
where
we
would
like
to
be.
For
an
effective
leader,
a
problem
is
just
a
catalyst
for
positive
change.
As
a
leader,
you
should
know
how
to
facilitate
change
within
the
workplace
while
satisfying
the
needs
both
of
the
project
and
of
team
members.
You
must
understand
how
needs
change
as
values
and
beliefs
change,
and
must
be
able
to
adjust
accordingly.
Values
and
beliefs
are
powerful
factors
that
spark
powerful
passions
and
strong
emotions
in
people,
which
may
push
them
in
either
direction:
with
or
against
the
project.
Passions
like
these
are
not
easily
swayed
or
changed.
It
takes
a
real
emotional
event
to
do
so.
An
effective
leader
knows
how
to
navigate
a
significant
emotional
event.
The
first
step
is
in
realizing
that
thoughts
are
inseparable
from
feelings.
To
put
it
simply,
people
are
always
thinking
about
what
they’re
feeling,
or
feeling
about
what
they’re
thinking.
The
trust
you
build
with
your
team
will
enable
you
to
help
team
members
work
their
way
through
both
positive
and
negative
emotional
events
while
keeping
them
on
track
with
your
project.
Keep
in
mind
how
important
it
is
to
build
trust
in
your
coworkers.
And
remember
that
relationship
between
thoughts
and
feelings.
Our
thoughts
support
our
beliefs,
our
beliefs
create
our
attitudes,
and
our
attitudes
are
reflected
in
our
actions.
Ultimately,
it
will
be
your
actions
and
your
behavior
as
a
leader
that
will
build
trust.
Mary Elizabeth Murphy
is Managing Director of S.T.A.R. Resources, a performance management consulting
and education firm that specializes in creating environments in which
people want to work. She is an expert at helping individuals and organizations
to earn more, produce more and achieve more.
