FranklinCovey Consultant Blogs | Todd Wangsgard | November, 2009
For the past several weeks I’ve had the privilege of working with a large client in the Southeast on improving the overall trust in a large manufacturing plant, one leader at a time. I’m humbled to witness each frontline manager present his or her own case study in front of the senior leadership team to tell the story of how each one of them has been building trust with his or her associates in new and meaningful ways.
They are confronting the realities of sub-optimal performance. They are righting past wrongs. They are talking straight, clarifying expectations, practicing accountability, and, above all, making time to really listen to what employees are saying and feeling.
Today, folowing one group’s presentations to management, the VP of Operations explained how several frontline associates had approached him spontaneously in recent weeks to thank him for the training their managers are getting! Even employees who haven’t attended the training are recognizing the little things their managers are doing to lead at “the speed of trust.”
Most newly promoted managers in all organizations appreciate the least bit of guidance they get on how to be a good boss. G.E.’s 20-year-long CEO, Jack Welch, put it this way, “The moment you become a manager, it stops being about you and it starts being about them.” I couldn’t agree more.
Managers who get it will spend the balance of their careers recognizing and unleashing the hidden talent that exists in everyone.
What kind of leader are you? What kind of leader will you become?