Contact: Mark Fortier
Goldberg McDuffie Communications
THE TRUSTED LEADER
by Robert Galford and Anne Seibold Drapeau
the bottom line is directly affected by people and how
they feel about their work, The Trusted Leader shows
us how building trust will keep the organization strong
in the good times and the bad. The authors show us,
through examples and lists, how to keep everyone working
productively in a trust-based, positive atmosphere."
-Richard Robinson, Chairman, CEO & President, Scholastic
"Most of the many books on leadership
are either vapid or worse, promising a silver bullet
that just doesn't exist. Galford and Drapeau focus on
a simple, empowering truth -- employees' and colleagues'
trust in managers yields success. This highly useful
guide to leading by building and mobilizing trust is
at once pragmatic and inspiring."
-Carl Stern, CEO, Boston Consulting Group
Until now, trust was viewed largely as a character trait.
But after a year of major corporate scandals, business leaders
are beginning to recognize trust as a discipline that must
be managed in the workplace along with strategy and operations.
If employees suspect that leaders are saying one thing but
doing another, how can they achieve a common goal? If trust
is one of the most valuable and vulnerable assets of any organization,
how can managers protect it to ensure long-term survival and
Soon to be adapted for the February 2003 issue of The
Harvard Business Review, THE TRUSTED LEADER: Bringing
Out the Best in Your People and Your Company (The Free
Press; January 9, 2003; $25.00) introduces the tools for building
and sustaining trust among members of any organization--between
employees, between senior managers, and across levels and
departments. For over a decade, Robert Galford, coauthor of
the bestseller The Trusted Advisor and Managing Partner
of the Center for Executive Development, has trained Fortune
500 business leaders on managing trust. Coauthor Anne Seibold
Drapeau, Chief People Officer of Digitas, has directly tackled
conflicts of trust in the workplace as a manager at JP Morgan,
PepsiCo, FTD, and now Digitas. Together, the authors offer
a scientific approach to managing trust based on highly specific
research and scores of real human interactions at companies
ranging from small startups to Forrester Research, AT&T,
and General Mills.
Three Kinds of Trust
The authors identify and distinguish three types of trust
to which organizations and their leaders must give constant
attention to achieve optimum performance:
is trust in the company's mission, and in how you and your
organization execute that mission, both externally and internally.
is your employees' trust that the organization you lead is
truly what it purports to be, and will make good on its promises
in everything from even-handed treatment of departments and
divisions to promotion and compensation policies.
Personal Trust is
your employees' trust that you, as an individual and as their
leader, will treat them fairly, and that you will extend a
level of care for their well-being.
Assessing Your Own Trusted
THE TRUSTED LEADER's personal
trust self-assessment exercises will show executives where
they currently stand as trusted leaders and where they could
stand. Once managers have honestly assessed their personal
trust level, they can then embark on building trust in the
organization around them, and protecting trust from constant
threats and sources of resistance. Downturns, mergers, and
restructurings are just a few of the crises that can break
down organizational trust across teams, or among bosses,
colleagues, and subordinates. The tools to manage these fragile
relationships and to identify where trust may be missing can
be mastered with THE TRUSTED
LEADER's "Organizational Trust Equation."
Here, leaders can judge their company's own level of organizational
trust by evaluating its ability to overcome resistance
to trust. To battle resistance, companies must: have goals
that inspire them (aspirations), believe they can do
great things (abilities), accomplish great things right
(actions), move in a consistent direction (alignment),
and communicate all of the above to everyone (articulation).
The Elements of Personal and Organizational
The authors' SEEKER model guides readers on how to codify
and prioritize the elements of personal and organizational
trust in their company. The SEEKER acronym provides six "buckets"
into which readers can sort and store all the elements of
building personal and organizational trust:
S - Show that you understand
the needs of the person and group.
E - Establish the guiding
principles of how you'll operate.
E - Explain the resources
you'll be using.
K - Keep to the principles
E - Engage in constant,
honest, two-way communication.
R - Reinforce your
words through consistent behaviors.
Overcoming Resistance to
Resistance to trust can take many forms, which stem from four
sources: skepticism that your statements or actions
are sincere or realistic; fear of negative consequences;
frustration from being micro- or macro-managed, underutilized,
undervalued, or under-leveraged; and an embedded "we-they"
mindset. All four can be conquered - but only if a trusted
leader is willing to stick his or her own neck out in the
Countering resistance borne of skepticism requires
consistent trustworthy behavior. Fear can be minimized
by asking people to become part of the trust-building process.
Frustration can be reduced by carefully calibrating
how tightly or loosely employees are being managed. Facing
down a "we-they" mindset means providing
incentives to employees to behave like owners. But there are
no subtle ways to overcome resistance. A trusted leader has
to meet the force of resistance with equal or greater strength.
He or she also has to be willing to commit to a long-term
effort - to be willing and able to over-deliver, over time.
Rebuilding Broken Trust
Perhaps most timely are the book's succinct recommendations
for rebuilding trust that has been broken or betrayed. Their
valuable warnings include acknowledging a breach of trust
FAST to avoid suspicion of a cover-up. Finally, the authors
offer advice on building the legacy of trust that most senior
managers hope to leave behind when they retire or move on.
"We have come to believe," write the authors, "that
creating organizations that are bound by strong, deep connections
between peers, across levels, and across functions may be
the only recipe for sustainable success." At a time when
trust is in short supply and scandals dominate the headlines,
THE TRUSTED LEADER is a valuable guide for winning
the confidence of customers and investors on the outside by
first building trust with employees on the inside. A practical
guide for becoming a trusted leader as well as a comprehensive
study of the dynamics of trust-building inside organizations,
THE TRUSTED LEADER will help managers build a community
of trusted leaders who will infuse trust through all levels
of an organization.
About the Authors:
Robert Galford is a coauthor of The Trusted Advisor,
which has been on business bestseller lists since its original
publication in 2000. He is currently Managing Partner of the
Center for Executive Development in Boston and has taught
on executive education programs at Columbia, Kellogg, and
most recently Harvard. He has written for the Harvard Business
Review and the Boston Globe. He lives in Concord,
Anne Seibold Drapeau is Chief People Officer at Digitas,
a relationship marketing services firm that helps Fortune
100 clients build profitable, long-term relationships with
their customers. She has also held management positions at
Pepsi, J.P. Morgan, and FTD. She lives in Boston, Massachusetts.
About the Book:
THE TRUSTED LEADER: Bringing Out the Best in Your People and
By Robert Galford and Anne Seibold Drapeau
The Free Press
Publication date: January 9, 2003; $25.00 hardcover; 272 pages;
For more information, log on to www.thetrustedleader.com