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&nbsp;<a href="https://www.harvardbusiness.org/good-leadership-it-all-starts-with-trust/" rel="noopener ugc nofollow" target="_blank">a study</a>&nbsp;in&nbsp;<em>Harvard Business Review,&nbsp;</em>people in high trust companies report:</p> <blockquote> <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>&nbsp;than people at low-trust companies.</em></p> </blockquote> <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&rsquo;s this very mindset of seeking shortcuts that&rsquo;ll undermine your effort.</p> <p>Don&rsquo;t fall for it.</p> <p>Here are five bad strategies I&rsquo;ve seen to be particularly ineffective, and downright damaging.</p> <h1><strong>#1.&nbsp;</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&rsquo;re a tool for leaders to use.</p> <p>But problems arise when&nbsp;<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 &mdash; that we want to build trust &mdash; don&rsquo;t match our actions.</p> <p><a href="https://medium.com/management-matters/5-terrible-ways-leaders-try-and-fail-to-build-trust-19142158cd6e"><strong>Visit Now</strong></a></p>