The Daily Leadership Scoop
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The Daily Leadership Scoop
leadership skills for work and daily living
Curated by Bobby Dillard
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Rescooped by Bobby Dillard from Surviving Leadership Chaos
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Why Employees Don't Trust Their Leadership

Why Employees Don't Trust Their Leadership | The Daily Leadership Scoop | Scoop.it
Of 33,000 workers globally, one in three said they don't trust their employer. What gives?

Via donhornsby
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donhornsby's curator insight, April 7, 10:37 AM
(From the article): One in three people don’t trust their employer. That’s according to the new Edelman "Trust Barometer", a survey of 33,000 people in 28 countries about trust in the workplace.

 Among the other notable findings, trust decreases down an organization’s hierarchy: 64% of executives, 51% of managers, and 48% of rank and file staff say they trust their organizations, and employees say they trust peers more than CEOs when it comes to company information. Right now, many workers have their choice of jobs that boast high earnings and a range of career opportunities. To stay competitive in the war for talent, most employers are offering a full complement of benefits and perks as well as beefing up their efforts to engage workers through inclusion initiatives. Indeed, many employees among the Top 100 Great Places To Work reported being satisfied with their jobs, but also having a high level of trust for their companies.

 That’s obviously not the case everywhere, according to the Edelman Trust Barometer. The survey revealed gaps between factors that employees rate as important for building trust and how their leaders rated based on those attributes.
Ivon Prefontaine's curator insight, April 7, 11:21 PM
When we conflate management and leadership, treating them as the same thing, we make the mistake of missing what leading is. It cannot be defined, but, when we see it, we recognize it.
Rescooped by Bobby Dillard from Behavior, People and Organizations
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Connect, Then Lead

Connect, Then Lead | The Daily Leadership Scoop | Scoop.it

Behavioral science is weighing in with research showing that when we judge others—especially our leaders—we look first at two characteristics: how lovable they are (their warmth, communion, or trustworthiness) and how fearsome they are (their strength, agency, or competence).


Via Karl Wabst, Terence R. Egan
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Karl Wabst's curator insight, October 29, 2013 6:30 PM

People follow those they trust first. We want to feel that our leaders have good intentions and are capable of acting on those intentions.

 

Working behind computer screens all day can make communicating warmth difficult. Get up and work with others face to face.

 

Mom was right, by the way. Stand up straight and don't fidget.

Rescooped by Bobby Dillard from 21st Century Leadership
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The 11 Leadership Secrets You've Never Heard About - Forbes

The 11 Leadership Secrets You've Never Heard About - Forbes | The Daily Leadership Scoop | Scoop.it
The old distinctions between leaders and followers are gone. Great followers follow by leading. Here’s 11 ways to make sure you do just that.

Via Annette Schmeling, Roy Sheneman, PhD
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Annette Schmeling's curator insight, January 6, 2013 10:37 AM

Simple superb article. Turak clearly articulates no matter what position you are in the professional world, you have somebody higher-up to report to - it clarifies that one cannot be a good leader without being a good follower. Turak's core values: trust, compassion & loyalty provide a framework for being "successful" and a framework for being a good follower. 

 

"Service and selflessness is the secret to success in business and in life."

Rescooped by Bobby Dillard from Leadership, Innovation, and Creativity
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8 questions for improving your leadership 

8 questions for improving your leadership  | The Daily Leadership Scoop | Scoop.it
Here are some questions to help you evaluate whether your leadership contributes to a culture of encouragement.

Via donhornsby, Ivon Prefontaine
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donhornsby's curator insight, April 7, 10:22 AM
Do you express a positive attitude toward the objective or goal to be accomplished? 

(From the article): Sometimes the only time that a person may hear from their manager is when they haven’t performed as expected. This leaves people thinking that the only time anyone cares what they do is when they make a mistake. Rather than allowing people to constantly guess whether or not they are performing as expected, you should take every opportunity to express heartfelt appreciation for the efforts of others whether the task be small or large. You also want to encourage others to express appreciation to members of the team. Cultivating a culture of appreciation will increase both morale and productivity.
Ivon Prefontaine's curator insight, April 7, 10:35 AM
It is definitely necessary to improve functionality of community and organization as opposed to dysfunction.
Rescooped by Bobby Dillard from Business Brainpower with the Human Touch
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How to Rebuild Employee Trust During Hardship

How to Rebuild Employee Trust During Hardship | The Daily Leadership Scoop | Scoop.it

From our 23+ years of experience and practice in supporting employees and leaders to rebuild trust within organizations at Reina, a Trust Building Consultancy, we have found that there are definitive steps leaders can take to rebuild trust and retain their surviving employees.


Via The Learning Factor
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Rescooped by Bobby Dillard from Coaching Leaders
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The Top Trust Busters That Dilute Your Credibility

The Top Trust Busters That Dilute Your Credibility | The Daily Leadership Scoop | Scoop.it

"You wouldn’t deliberately dilute your own credibility. But it’s possible that some of your innocent behaviors are producing precisely that unintended consequence.

 

Credibility problems can come in the form of trust busters. Let’s consider two of the most common ones, along with their fixes that I call trust builders."

 

Trust Buster #1: Double Talk

Trust Builder #1: Clear the Fog

 

Trust Buster #2: Pulling Rank

Trust Builder #2: Drop the Pretense

 

Read the complete article for insightful details.


Via ThinDifference, David Hain
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