5 Terrible Ways Leaders Try and Fail to Build Trust
<p>Trust is a powerful currency.</p>
<p>For leaders, it helps cement relationships, form group bonds, and smooth operations.</p>
<p>According to <a href="https://www.harvardbusiness.org/good-leadership-it-all-starts-with-trust/" rel="noopener ugc nofollow" target="_blank">a study</a> in <em>Harvard Business Review, </em>people in high trust companies report:</p>
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<p><strong><em>74% less stress, 106% more energy at work, 50% higher productivity, 13% fewer sick days, 76% more engagement, 29% more satisfaction with their lives, and 40% less burnout</em></strong><em> than people at low-trust companies.</em></p>
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<p>With so many benefits, it can be tempting to try to fast-track trust and get to the bit where you can benefit from it. But it’s this very mindset of seeking shortcuts that’ll undermine your effort.</p>
<p>Don’t fall for it.</p>
<p>Here are five bad strategies I’ve seen to be particularly ineffective, and downright damaging.</p>
<h1><strong>#1. </strong>Over-Sharing Is Caring</h1>
<p>In an effort to hotwire connection, people use secrets as covert currency.</p>
<p>Fine, you might think. Who cares. Secrets are valuable. By sharing them, we invite people into our private villa; the space reserved for our vulnerabilities. They’re a tool for leaders to use.</p>
<p>But problems arise when <a href="https://www.linkedin.com/pulse/how-avoid-weaponising-psychological-safety-terry-brown" rel="noopener ugc nofollow" target="_blank">secrets are weaponised</a>, and when our words — that we want to build trust — don’t match our actions.</p>
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