The Law of Solid Ground: It's all about building trust.

In this 21 part series based on John C. Maxwell's best-selling book, The 21 Irrefutable Laws of Leadership, I'll be quoting each law from John followed by my own related thoughts based on my personal experiences. As a Certified John Maxwell Team member, I'm happy to discuss complimentary on-site training on The 21 Irrefutable Laws of Leadership for those who participate in my very popular Special-Offer.

Part 6 of 21: Law #6

The Law of Solid Ground: It's all about building trust.

"The Law of Solid Ground : Trust is the foundation of leadership." ~ John C. Maxwell, The 21 Irrefutable Laws of Leadership

The only influence that truly has any meaningful value is based on moral authority. Position or title doesn't matter. Fear and intimidation doesn't exist. Others "want" to follow you. Influence is based on trust that has been earned primarily through personal character development. You influence others because they allow you to, because they respect you for who you are. No title or position is required.

"Trust is the one thing that changes everything." ~ Stephen M. R. Covey

Without trust, you will only have influence if you have a title or position with formal authority. You're the boss, or mom, or dad in a position where others "have" to follow you. Or, you physically or mentally manipulate and influence others through fear and intimidation. Both of these are the lowest levels of influence and are weak at best. Neither build trust. And, if the formal authority was taken away. No one would follow.

• With trust, everything is possible. Without trust, everything is questioned.
• With trust, things happen fast. Without trust, things happen slowly, if at all.
• With trust, relationships grow. Without trust, relationship wither.
• With trust, we always know. Without trust, we never know.

"The beauty of trust is that it erases worry and frees you to get on with other matters. Trust means confidence." ~ Stephen M. R. Covey

The most important thing you need to know about trust and leadership (influence) is this. When you build trust, your influence with others increases. When you create distrust, your influence with others decreases.

When someone doesn’t trust us, it’s not their fault. It’s our fault.

We can’t make someone trust us. We can only make choices that make us trustworthy. Then, others can choose to trust or distrust us based on our choices.

When I meet someone, I make it a point to quickly ask their name. Then, I use it. That builds a small amount of trust. I do this most often when I’m eating out whether I’m at a fast food counter or a fancy business meal with a group. I smile, I make jokes, I put the person at ease. I appreciate them. I let them know they matter instantly by letting the first words out of my mouth be, “What's your name?” I brighten their day, and I usually get outstanding service!

Trust gets complicated in a hurry because people are different and what they value is different. Consider the example above. If the person feels like no one cares about them and that they are just a server, they will be happy I asked their name and made small talk. If they’re not much of a people person and are just there to get a check, they may wish I would just get on with the order. I can usually tell. When that’s the case, I just get on with the order. But, even that builds trust when making small talk to connect would not. Why? In either situation, they felt understood. Understanding someone always builds trust.

Trust is relative to the values of the person choosing to trust or distrust.

Without trust, a relationship will wither. With trust, a relationship will flourish. When In the past, I led cross-functional process improvement (Lean) teams every week, my number one goal when meeting the team members was to begin building trust and creating a relationship. I worked intentionally to build trust from the moment we started (asking their names) until the moment we finished (standing in the back of the room while they presented the success of the team at the front of the room). It's never about me. It's always about we.

With trust, we can make a lot happen. Without it, we don't know what will happen. I didn’t have to build trust with the team. I had to build trust with each individual that made up the team. I also often had to facilitate trust building between team members. I disagree with the old saying that there is no "I" in team. I believe that if there are 10 people on a team, there are 10 "I’s" on the team. If the "I’s" want to work together, we will have a great team. If the "I’s" don’t want to work together, we’re in for a struggle. Saying there is no "I" in team is the same as saying there are no individuals on a team. Everyone is an individual. The team is full of individuals.

As the leader, I must lead. I cannot do that without establishing trust. When it comes to teamwork, if all of the individuals have developed themselves in advance, there’s no problem working together and getting great results. They just show up and throw down. They make it happen!! They have developed their character and competency ahead of time and are ready to go with anyone that wants to go. If the team members haven’t worked on themselves, no amount of team building will overcome their lack of development.

If you want to build a strong team that trusts each other, start by building strong individuals that can be trusted.

If they can’t work as a team, it’s because they haven’t worked on themselves.

I’ve had potential clients ask, “Do you offer any type of team building training?” I always say that all of my leadership training is about team building. But, if you mean ropes courses and other team-based activity, then no. I believe that a properly developed individual doesn’t need “team” training. Those that have developed themselves can easily work with others. Not sometimes, every time. I’ve worked with well over a 100 cross-functional teams on week long process improvement events. As a consultant from the outside, I had never met most of the team members. I had never received "team" training alone or with them. It didn't matter. We always achieved amazing results. Not sometimes, every time.

However, the kind of team-based training that most are asking about will do no good long term if the individuals haven’t developed themselves first. Teamwork is not about me, but it begins with me. There literally is no “I” in team. As John Maxwell says when it comes to a team, “There is an ‘m’ and an ‘e’ and that spells ‘me!’”

Why is trust so important? What happens when someone no longer trusts you? Do you have more or less influence? What happens when you no longer trust someone else? Do they have more or less influence with you? Influence is the key to your growth and your prosperity, personally and professionally.

I often ask in my leadership development training sessions, “What is trust?” Then, I wait while the audience is thinking. It’s obvious that most haven’t thought too deeply about it because they can’t easily find an answer. But if trust is the foundation of leadership (influence), shouldn’t we know what it is? Shouldn’t we need to know how to build trust? Shouldn’t we need to know how to sustain trust? And, shouldn’t we need to know how to attempt to restore trust when we lose it?

After some thought, a few will start to give one word answers like honesty, dependability, or integrity. However, I usually have to keep digging to get much farther than that. Even then, we don’t usually get too far at all. Trust is a big deal. There’s a lot to know about it. Most people can’t do a great job explaining it. But, everyone seems to know when they feel it or when they don’t.

Think of those that you have the best relationships with: do you trust them more than others? Absolutely! Think about those you never establish relationships with that want a relationship with you: do you trust them? Absolutely not! There’s something about them that doesn’t “feel” right. When they’re around, your trust radar is making you aware of the red flags. What’s causing the red flags? What makes you feel like they are not trustworthy?

At the very basic foundational level, you want to know if they care about you. Think about it. If you know someone doesn’t care about you, are you likely to trust them? What if they do? Those that don’t care about you are not looking out for your best interest. They are only concerned with their own. Those that do care about you are looking out not only for their best interest, but also yours too.

Who we are on the inside determines what happens on the outside. Who we think we are is important. Who we say we are is more important. But, who we really are is most important. Who we are is revealed to others by the actions flowing from our thoughts, our choices, and the intent or why behind them. Why do we do the things we do? Why do we say the things we say?

What we do and say builds trust or creates distrust not only with those we are interacting with, but also everyone that is watching or listening.

This is extremely important because trust is the foundation of influence. However, we must fully understand and consider the foundation of trust in order to build trust. What is the foundation of trust? It is the why behind everything we do and say. Intent is the foundation of trust. I actually dedicated a whole chapter to this in Defining Influence if you're interested in learning more.

We all know that first impressions are important. Most don’t understand that what’s really being said is that it’s important to build trust when you first meet someone.

When it comes to building trust, our intent is our first impression.

If others are skeptical of our intent when they meet us, it means that they already don’t trust us. We are starting out with a disadvantage. When others meet us and feel like our intent meets their expectations, we are at an advantage and can move forward.

What’s tricky and important to understand is that what’s important to one person may not be important to another person. What builds trust with one person may create distrust with another person.

"Everyone has an emotional bank account that operates much like a real bank account. We can make deposits of trust. Or, we can make withdrawals of distrust." ~ Dr. Stephen R. Covey

If we feel another’s intent is to manipulate, they are making a withdrawal of trust from our emotional bank account. Who values being manipulated? If we are trying to manipulate someone it is for our own benefit not theirs. If we want to make a deposit of trust into their emotional bank account, we must move from manipulation to motivation. When we are trying to motivate someone, we still benefit, but so do they. What’s the impact on trust? We are making deposits.

I remember during a process improvement team-based event in a manufacturing facility that I was consulting with that the Process Owner, with a high level position, wasn’t on the team. He had formal authority over those working in the area that we were targeting for improvement. Out of respect and to maintain trust, I asked if he would get a specific person with a specific skillset to help us from another department where he didn’t have formal authority. He immediately said, “They won’t do it. I’ve tried to get them to help before. And, their boss won’t make them do it. So, we will have to make do as best we can.” Do you mind if I go ask? “Sure, but you’re wasting your time.”

I went over to the person to ask for help. I already knew them from previous events. Hey man, we need a hero! Can you help us out today? He quickly said, “Not if Bruce (not the Process Owner’s real name) needs it.” Why is that? “We only see him when he needs something or there is a problem, and he never shows any appreciation.” I said that I understood and had heard others say the same thing. But, I asked him if he could do it for me and the team that needed his help. He thought on it for a second and said, “Sure, I’ll do it for you and the team. But, you need to know, I’m not doing it for Bruce.”

He made it happen with a smile. We not only thanked him for his efforts during the event. We brought him in for the final presentation at the end of the week and showed appreciation to him in front of all those that were there to hear about the team’s success. After all, he was a part of the team because his efforts led to our results. I seldom have a problem getting support. Wonder why? I intentionally build trust.

Another time, I was walking through a facility, and a forklift operator stopped me. “Mack, we sure do like you. We hated the other consultant that was here before you started.” Thank you sir! Why was that? “They (the owners and upper level managers) just paid him to come in here and tell us what to do. We didn’t like him! He didn’t listen to us.” So, what do you think they pay me to do? With a laugh, “I don’t know!” Laughing with him now, I said, lean over here. I’ll tell you a little secret. I’ll tell you what they pay me to do, but you can’t tell anyone. We don’t want to mess up a good thing. It’s working too good. He said, “Okay.” I proceeded to tell him that they (the owners and upper level managers) pay me to get them to listen to him. He had another big laugh. He understood what I meant because he knew I listened to him and the others that had been on the teams that I had led in the past.

"Everything you do as a leader has to focus on building trust in a team. Trust among the leaders, trust among the followers, and trust between the leaders and followers. And, it begins with selfless, trusting leaders." ~ General Colin Powell

To begin building trust you must have the right intent. Having the right intent is the easy part. You either care about the other person and what’s best for them as well as yourself, or you only care about yourself.

Trust has two major components that are composed of seemingly endless traits: Character and competency. Most of our influence, 87-90%, based on research studies, comes from our character. However, most people and organizations spend the majority of their time and money on the 10-13% competency side of the equation and wonder why they have so many “relationship” and “people” problems.

I want to take a look at one simple example related to character and wrap this lesson up. 90% of my book Defining Influence is about character. Let’s consider commitments as an example.

Some people won’t make them (create distrust), some people won’t keep them (create distrust), some people make them and ask to break them (build trust for asking to be released from their promise but create distrust by not keeping it), and some people make them and keep them (build trust). When we make a commitment, we create hope. Then, we will either keep it and build trust, or break it and create distrust.

Don’t make commitments lightly.

One of the most frequent examples of this is to be late. If we tell someone we will be there and we are not, we have lied. We can call it whatever we want. But, saying you will do something and not doing it is not the truth. It’s a lie. Lying doesn’t increase our influence with others. It diminishes it. “Oh, I’m always late.” some people say. Wow! They are basically telling people, I always lie please forgive me. What?!? I’ll forgive you, but I won’t trust you. If you want to have influence with others, they need to be able to trust you.

If someone will lie about a little thing, there’s no doubt that they will lie about a big thing.

Being late is being dishonest. If we want to build trust and increase our influence, we need to do what we say we will do when we say we will do it. If we don't care about the relationship, we can just do whatever we want. It doesn't matter anyway. But if we do care, what we do compared to what we said we would do matters a lot.

Great article on "Being Late is a Sign of Mastery."

Conclusion:

When it comes to trust, who you think you are matters. Who you say you are matters more. But, who you really are matters most.

Read and/or download the first 5 chapters from each of Mack's five Blue-Collar Leadership Series books and several others here.

Do you have a desire to change your culture? Discover how in Mack's book, Blue-Collar Leadership & Culture: The 5 Components for Building High Performance Teams

“We just can’t find any good people,” is a phrase Mack Story hears far too often as he speaks to and interacts with leaders all across the USA. If you or a member of your leadership team has ever spoken these words, this book was written specifically for you. It doesn’t have to be this way.

Blue-Collar Leadership? & Culture will help you understand why culture is the key to becoming a sought after employer of choice within your industry. Culture matters because those who work there will determine who wants to work there.

Becoming a sought after employer means, “People who don’t work at your organization have a strong desire to work there.”

Becoming an employer of choice means, “People who already work at your organization have a strong desire to continue working there.”

Mack wrote Blue-Collar Leadership? & Culture specifically for leaders who want to become THE sought after employer of choice within their industry and in their area of operations. Sought after employers of choice attract great people and don’t spend their time and resources constantly searching for good people.

Mack has logged over 11,000 hours leading leaders and their blue-collar teams through hundreds of kaizen events, process improvement, organizational change, and cultural transformation and speaks with his wife, Ria Story, on personal growth and leadership development throughout the USA as they help leaders transform their cultures and develop high performance teams.

Although leaders in all industries at all levels will benefit greatly from this book, Mack structured the content specifically for the top leader who has never led a cultural transformation but is curious to find out what will be required. He’ll help you not only discover why you should transform your culture, but also what to do and how to do it. Therefore, Mack includes many references and links to additional resources throughout the book that will support and accelerate your cultural transformation.

Blue-Collar Leadership? & Culture is intended to not only teach, but also to serve as a tool, a guide, and a transformational road map for leaders who want to create a high impact culture that will become their greatest competitive advantage. It’s a starting point for those who don’t know how to start or those who want to become more intentional and methodical as they take their team to the next level and beyond.

In Blue-Collar Leadership? & Culture, you’ll also discover how to leverage the components of The Transformation Equation to create a culture that will support, attract, and retain high performance team members. To learn more about The Transformation Equation, visit GetTheTransformationEquation.com

“My first words are, GET SIGNED UP! This training is not, and I stress, not your everyday leadership seminar! I have never been a part of anything like it. After 30 years in technology and two years in Concrete Construction, I have attended dozens and sent hundreds to the so-called ‘Leadership-Training’…while all of the courses, classes, webinars, and seminars, had good intentions, nothing can touch what Mack and Ria Story provide…100% of the team that attended said that they were ‘blown-away.’” ~ Sam McLamb, VP/COO

The rest of The 21 Irrefutable Law of Leadership Series:

• Law #1: The Law of the Lid: It's all about the leader.
• Law #2: The Law of Influence: It's all about who we are and what we know.
• Law #3: The Law of Process: It's all about continuous improvement (kaizen).
• Law #4: The Law of Navigation: It's all about knowing where you're going.
• Law #5: The Law of Addition: It’s all about serving not being served.
• Law #7: The Law of Respect: It's all about being respectable.
• Law #8: The Law of Intuition: It's all about being certain but not for sure.
• Law #9: The Law of Magnetism: You decide when you go and where you go.
• Law #10: The Law of Connection: It's not about you, but it begins with you.
• Law #11: The Law of the Inner Circle: Without the right team, it's just a dream.
• Law #12: The Law of Empowerment: It's all about releasing, not controlling.
• Law #13: The Law of the Picture: Who's watching you?
• Law #14: The Law of Buy-In: 5 Keys that allow you to lead with speed!
• Law #15: The Law of Victory: 10 proven tips to help your team win!
• Law #16: The Law of the Big Mo: Momentum doesn't show up at the party alone!
• Law #17: The Law of Priorities: 3 things that reveal our priorities.
• Law #18: The Law of Sacrifice: Without sacrifice, there is no improvement.
• Law #19: The Law of Timing: Have you considered the effect of timing on your...
• Law #20: The Law of Explosive Growth: 7 keys to high impact leadership.
• Law #21: The Law of Legacy: Are you going to settle for success?

Popular posts by Mack:

• The #1 Reason People Don't Reach Their True Potential
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Mack’s story is an amazing journey of personal and professional growth. He began his career in manufacturing on the front lines of a machine shop. He grew himself into upper management and found his niche in lean manufacturing and along with it, developed his passion for leadership. He understands that everything rises and falls on leadership.

Mack is the author of Blue-Collar Leadership, Blue-Collar Leadership & Supervision, Blue-Collar Leadership & Teamwork, Blue-Collar Leadership & Culture, Blue-Collar Kaizen, Defining Influence, 10 Foundational Elements of Intentional Transformation, Change Happens, Who's Buying You?, 10 Values of High Impact Leaders, MAXIMIZE Your Potential, and MAXIMIZE Your Leadership Potential.

Mack is an inspiration for people everywhere as an example of achievement, growth, and personal development. His passion inspires people all over the world!

Mack’s experience as a John Maxwell Certified Leadership Coach, Trainer, and Speaker includes an international training event in Guatemala with John in 2013 as part of the Cultural Transformation in Guatemala where more than 20,000 Guatemalan leaders were trained.

Contact Mack at 334-728-4143 or [email protected] for Keynote Speaking, Corporate Training, Professional Leadership Development, and Cultural Enhancement/Transformation.