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“If you don’t believe in the messenger you won’t believe the message.” —Jim Kouzes, co-author of “Credibility: How Leaders Gain and Lose It, Why People Demand It”
When people trust and believe in you as a leader, they will follow you far and without much question. But without credibility, that critical foundation of leadership, you face an uphill battle, because you’ll have the extra strain of trying to pull people along with you. And whether you’re the one pulling or the one being pulled, pretty soon you’re both weary and ready to give up.
Credibility stands on several legs: expertise, trustworthiness and integrity.
Expertise is an objective judgment, determined by such things as your credentials, your rank in the company and your prior accomplishments.
Trustworthiness is a subjective judgment, formed over time from a person’s experience interacting with you. Do you do what you say you’re going to do? Do you know what you say you know? How does it feel to work for you?
Integrity is another subjective judgment, formed over time from a person’s observations of you. Do you walk your talk, or do you say one thing and do another? Are you honest? Do you admit and take responsibility for your mistakes?
You may think you have a pretty good sense of your credibility among your team members, but what are they really thinking?
One of the best ways to truly know how people are experiencing, observing and judging you as a leader is to conduct a 360 degree assessment. Named for the 360 degrees of a circle, this type of assessment measures your performance from the perspective of everyone you work with, including your direct reports.
It takes courage to enter into this process. You may not like everything you hear, and it may highlight some things that need changing. And that’s exactly why bringing credibility issues to the surface is such a crucial matter.
On the other hand, you may be doing everything right (or at least most things), but your credibility in the eyes of your team members is still not where it needs to be. The most likely cause is that they don’t see what you’re doing.
In this case, it’s time to become more visible in the organization. Turn your office into a fishbowl and reveal what’s been going on behind closed doors. Then, get more involved and aware of what everyone else is working on. Practice “management by walking around,” the successful Hewlett-Packard strategy that Tom Peters and Bob Waterman popularized in their book, In Search of Excellence: Lessons from America’s Best-Run Companies.
A 360 degree assessment will reveal how credible you are in the eyes of your team. Then you’ll have the opportunity to improve that rating. It’s not enough to have the expertise and credentials. Your team members need to observe and experience your trustworthiness and integrity for themselves. So open up the office door more often, and get out and interact with people more. Show them you’re someone they can believe in.
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Machen MacDonald is a best-selling author, founder of the ProBrilliance Leadership Institute and a Nevada County business coach to business professionals helping to discover their passions and become more productive. Read about him at ProBrilliance.com or send an e-mail to info@probrilliance.com.
Credibility stands on several legs: expertise, trustworthiness and integrity.
Expertise is an objective judgment, determined by such things as your credentials, your rank in the company and your prior accomplishments.
Trustworthiness is a subjective judgment, formed over time from a person’s experience interacting with you. Do you do what you say you’re going to do? Do you know what you say you know? How does it feel to work for you?
Integrity is another subjective judgment, formed over time from a person’s observations of you. Do you walk your talk, or do you say one thing and do another? Are you honest? Do you admit and take responsibility for your mistakes?
You may think you have a pretty good sense of your credibility among your team members, but what are they really thinking?
One of the best ways to truly know how people are experiencing, observing and judging you as a leader is to conduct a 360 degree assessment. Named for the 360 degrees of a circle, this type of assessment measures your performance from the perspective of everyone you work with, including your direct reports.
It takes courage to enter into this process. You may not like everything you hear, and it may highlight some things that need changing. And that’s exactly why bringing credibility issues to the surface is such a crucial matter.
On the other hand, you may be doing everything right (or at least most things), but your credibility in the eyes of your team members is still not where it needs to be. The most likely cause is that they don’t see what you’re doing.
In this case, it’s time to become more visible in the organization. Turn your office into a fishbowl and reveal what’s been going on behind closed doors. Then, get more involved and aware of what everyone else is working on. Practice “management by walking around,” the successful Hewlett-Packard strategy that Tom Peters and Bob Waterman popularized in their book, In Search of Excellence: Lessons from America’s Best-Run Companies.
A 360 degree assessment will reveal how credible you are in the eyes of your team. Then you’ll have the opportunity to improve that rating. It’s not enough to have the expertise and credentials. Your team members need to observe and experience your trustworthiness and integrity for themselves. So open up the office door more often, and get out and interact with people more. Show them you’re someone they can believe in.
---
Machen MacDonald is a best-selling author, founder of the ProBrilliance Leadership Institute and a Nevada County business coach to business professionals helping to discover their passions and become more productive. Read about him at ProBrilliance.com or send an e-mail to info@probrilliance.com.
