Trust used to come with a senior job title. It was part of the ordinary
package like a salary and pension. But trust in the authority of business
leaders has eroded and keeps on eroding – just as it has for other
traditional pillars like the bank manager, the headteacher and the police
chief – to a point where creating and keeping hold of trust has become
one of the biggest challenges for both new and established leaders. Why
is it so important? Because leadership depends on relationships and
relationships are built on trust
Being a good leader in this age of distrust
When we listen to the experiences of managers coming to Cranfield we hear all about the resulting pressures: a more frequent questioning of authority, less certainty, less engagement, and more time needed for untangling a mess of roles and
responsibilities.
The Developing Leadership Practice programme is geared towards rebuilding that
all-important trust and clarity – giving back to leaders their sense of trust in themselves, and ensuring the basis of trust in their line reports. It’s a reset button
all-important trust and clarity – giving back to leaders their sense of trust in themselves, and ensuring the basis of trust in their line reports. It’s a reset button
Where the uncertainty is coming from?
The shift towards less hierarchical, ‘command-and-control’ organisations has been a long-term trend, and a most welcome development for most employees. But within this context there have been new developments that present particular problems.
Managers talk, perhaps more than anything else, about the challenges of dealing with teams of ‘millennials’ – the twentysomethings and employees in their early thirties sometimes referred to as ‘Generation Me’ because of their perceived sense of ‘entitlement’. The graduate millennials are seen as constantly pushing
for feedback and development, with a ready claim to regular promotions and a more
flexible working day; while the less qualified millennials can feel disheartened and are
difficult to motivate.
for feedback and development, with a ready claim to regular promotions and a more
flexible working day; while the less qualified millennials can feel disheartened and are
difficult to motivate.
...''There’s a recognised formula for
understanding the extent of trust a
manager has''...
understanding the extent of trust a
manager has''...
Cranfield’s Developing Leadership Practice Programme combines experientially focused classroom sessions, personalised application steps, coaching via webinar for groups and video call for individuals, and supported peer-to- peer learning, to create a carefully constructed ‘Networked Learning’ executive development environment.
Find out how we could help you transform your leadership capabilities?
