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Rescooped by Jose Luis Yañez from Trust in leadership
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7 Reasons Employees Don't Trust Their Leaders

7 Reasons Employees Don't Trust Their Leaders | leadership 3.0 | Scoop.it

As the world mourns the loss of Nelson Mandela and commemorates his greatness as a leader, we would do well to remember that one of the  many hallmarks of his leadership was trust.  The greatest leaders in the world gravitated toward Mr. Mandela because he was genuinely trustworthy and his purpose was to support peace, prosperity and unity not only in South Africa – but throughout the world. Mandela was able to lead people in ways that many find impossible to do. As he famously said, “It always seems impossible until it’s done.”

 

Unfortunately, trust is in rare supply these days.  People are having trouble trusting each other, according to an AP-GfK poll conducted in November 2013, which found that Americans are suspicious of each other in their everyday encounters.


Via The Learning Factor, Jean-Philippe D'HALLUIN, Fabrice De Zanet
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Hayden Brown's curator insight, December 10, 2013 6:56 PM

Trust is the foundation on which every accomplishment is built.

Richard Lock's curator insight, December 11, 2013 4:23 AM

The quality of leadership and management has a great deal to do with low levels of employee engagement. Here are some ideas to consider that make a difference.

Rescooped by Jose Luis Yañez from Good Management
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Global Deck: 2013 Edelman Trust Barometer

The 2013 Edelman Trust Barometer is the firm’s 13th annual trust and credibility survey. The survey was produced by research firm Edelman Berland and consiste

Via Ali Godding
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Ali Godding's curator insight, January 22, 2013 4:18 AM

The Edelman Trust Barometer has provided powerful insight for many years. It covers a number of countries and includes general trust, trust of government vs trust of businesses, as well as sector specific indicators; for example in this 2013 report they did a deep dive into the banking sector. Showing that it is still the least trusted sector.  

 

It also shows that leadership such as CEOs are trusted far less than experts or 'people like me' (peers) see slide 27.  

 

On slide 33 you can see the attributes they find have a positive impact on building trust - including engagement, integrity and prupose amongst others.  These three are all core to the employee engagement enablers outlined by the Engage for Success movement.  They also include products and services and operations too which makes complete sense.  

 

Very interesting to see on slide 34 the difference between what is important for rebuilding trust in 2013 as opposed to 2008 when reputation to work, financial performance and a respected CEO were all important.  

 

It really backs the messages for management that have been ringing loud and clear for a long time. Their slide 38 demonstrates this.  Management needs to be more inclusive, the old paradigm of command and control simply doesn't work in the new context we find ourselves in.    

 

Thanks @JonIngham for highlighting the publication of this report. 

 

Interesting suplementary reading is a blog post by Tesco CEO highlighted to me by Rachel Miller https://www.tescoplc.com/talkingshop/index.asp?blogid=87

 

Tony Brugman (Bright & Company)'s curator insight, February 4, 2013 11:52 AM

Great Findings: Survey Finds a Crisis in Leadership! Less Than One in Five Trust Leaders to Tell the Truth.

Excerpt from the Press Release: "Less than one in five respondents in the 2013 Edelman Trust Barometer believes a business or governmental leader will actually tell the truth when confronted with a difficult issue."

"There’s been a dramatic change in how trust in companies is established as stakeholders are now placing greater importance on engagement and integrity-based attributes such as treating employees well, listening to customers and exhibiting ethical and transparent practices."

On Financials: "Banks and financial services remain the least trusted sectors particularly trust in banks (..) The Barometer finds that this lack of trust is driven by poor performance and the perception of unethical behavior."