Dr. Sam Adeyemi offers 7 tried-and-true guidelines to create a more trusting workplace.

Today’s guest post is by Dr. Sam Adeyemi, author of Dear Leader: Your Flagship Guide to Successful Leadership.

What if I told you at least 90% of executives think trust affects their bottom line? You probably wouldn’t be surprised.

But, what if I also told you that only 21% of U.S. employees strongly agree they trust their leadership? Then, you might start listening.

These are seven tried-and-true guidelines for creating a more trusting workplace.

1. Practice what you preach.

The question of authenticity is not a new one. In fact, while the phrase “practice what you preach” is often associated with the Holy Bible, its true origins go as far back as Ancient Rome. Playwright Titus Plautus is the source of many pithy pieces of wisdom, so it should come as no surprise that we can follow the “practice what you preach” sentiment from Plautus through the Book of Matthew to George Bernard Shaw.

You’ve given your team a vision, but they need something concrete. They need an example. Don’t assume your team members understand how to get there. Instead, demonstrate it to them everyday by holding yourself to the same standards you hope to carry into the future.

2. The team is your strength.

A worker ant doesn’t get much bigger than half an inch. Alone, they aren’t capable of much. But, their teamwork is frighteningly powerful. The largest ant colony in the world stretches over 3,700 miles, and invasive fire ants cost the United States over $6 billion per year. Needless to say, ants appreciate the power of teamwork.

A trusting workplace understands that teamwork is its source of strength. Micromanagement, on the other hand, is the opposite of such an ant-like mindset. Micromanagement sends a clear message that you do not trust your team to succeed in their assigned roles. Conversely, an ant puts faith in the fact that the team is always stronger together.

3. Fear is the mind-killer.

These are the most famous words from Frank Herbert’s Dune, an epic science fiction story about a feudal interstellar society. In the book, the words are a small portion of “The Litany Against Fear,” a meditative poem of sorts that tells us “fear is the little-death that brings obliteration.” In this sense, fear is seen as something that kills the spirit, and the denizens of this world call upon this poem to steel themselves in the face of their greatest dangers.

Did you know that 85% of executives believe fear stifles innovation within their organization? Did you know that “fear of criticism” is 1.5 times less likely at companies with an innovative identity? Your best ideas can come from anywhere. So you need a working culture that is designed to remove fear from the room and set a standard of open exchange.

4. Everyone needs a plan.

I visit quite a few educational organizations in my travels, and there is one cartoon I see pinned up almost everywhere I go. The cartoon features a mustachioed man sitting at a desk to administer a “fair” exam to a diverse group of animals. The exam is to climb a tree, and the classroom is home to everything from a monkey to a goldfish.

Believe it or not, this metaphor is even more suited for the business world than the classroom. While students might at least have a common objective in mind, all of your team members are charting different courses and driven by different levels of ambition. As such, a trusting workplace prioritizes highly personalized development plans for everyone that are the product of simple conversations.

5. Even you should evolve.

Jonathan Harker is one of the primary victims of Bram Stoker’s Dracula. He is the first to meet the Count, and his slow discovery of the evils within the castle likely inspires many readers to yell at the page: “Get out of there!” Still, it isn’t until Harker stands in front of a mirror that he gets a true glimpse of reality. The Count has no reflection, and he is in the presence of a monster.

Self-improvement is no easy task. As leaders, it can be difficult to take an honest look at ourselves in the mirror. But it is often this self-examination that allows us to notice the monsters that are battling against our employee morale. Look those monsters in the eye and remove them from your leadership.

6. Start actively listening.

Carl Rogers originally wrote about active listening in 1951. At the time, Rogers was part of a more humanistic approach to psychology. Unlike many of his predecessors, he believed unhappy people were not broken, they were simply blocked. According to Rogers, a large part of the therapy that aligned with this perspective was built on active listening — just really hearing the person in distress.

Of course, this is much easier said than done. The average individual only remembers around 50% of a conversation they just had, and it’s this sort of failure that erodes trust between a leader and their team. On the contrary, listening intently can build stronger relationships and grant you invaluable insights into what’s working and what isn’t.

7. Show appreciation at every turn.

Are you aware of the power behind positive reinforcement? B.F. Skinner used food to get pigeons to guide airborne missiles during World War II. Today’s scientists use treats and clickers to soothe pigs during more complex medical procedures. And your mom once used a raise in your allowance to get you to clean up your room more than usual.

Employees were asked during a study what motivates them to go “above and beyond” at their organization. Guess what? Three of the top five responses were some version of positive reinforcement. People want to be acknowledged for a job well done and doing so creates more positivity within the workplace. Intrinsic motivation has its place, but a successful leader understands creating a trusting working culture begins and ends with saying “thank you.”

Atlanta-based Dr. Sam Adeyemi (SAY: Ah Day yeh me) is CEO of Sam Adeyemi, GLC, Inc. and founder and executive director of Daystar Leadership Academy (DLA). More than 45,000 alumni have graduated from DLA programs, and more than 3 million CEOs and high performing individuals follow him on top social media sites. Dr. Sam’s new book is “Dear Leader: Your Flagship Guide to Successful Leadership.” He holds a Doctorate in Strategic Leadership from Virginia’s Regent University, and is a member of the International Leadership Association. He and his wife, Nike (say Nee keh) have three children. Learn more at SamAdeyemi.com.

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Creative individuals in your organizations operating with clear standards and accountability can use advancing AI technology to innovate and supercharge productivity. 

Today’s guest post is by John Warner, author of The Intelligence Tsunami: Get Off the Beach, Ride the Wave, or Get Washed Away.

As early as the 1906 Olympics, high jumpers knew that the “flop” technique allowed them to jump higher with their backs arched and their heads first over the bar. The flop allows the jumper’s center of gravity to stay under the bar. In the early landing pits with sand or piles of thin matting, jumpers had to land carefully to avoid breaking their necks. No jumpers used the technique in competition.

Until Dick Fosbury did. Realizing that the landing pits at the Mexico City Olympic Games had deep foam mats, on Sunday, October 20, 1968, the 21-year-old Oregon State University student won the gold medal by flopping backward over the bar. Competitive high jumping changed forever. To this day, his technique is known as the Fosbury Flop.

Good governance is essential for individuals to excel at the highest level. Track and field organizations create rules and standards for high jump competitions. Athletes like Dick train to these standards their entire lives. Athletes benefit from coaches who know the rules and physical infrastructure built to meet the standards. Officials enforce the rules to ensure the competitions are fair.

Dick excelled in part through hard, dedicated practice, but outstanding execution alone wasn’t enough. Dick creatively realized that a change in technology allowed him to innovate and create a competitive advantage. Today, almost all elite high jumpers use the Fosbury Flop. Those that don’t aren’t competitive at the highest level.

The Intelligence Tsunami results from the rapid advancement of artificial intelligence (AI) technology. Many employees are understandably anxious from reading frequent announcements of job losses caused by AI. But here’s the good news. With good governance that fosters innovation, The Intelligence Tsunami is an opportunity, not a threat.

Just as dedicated practice is essential for elite athletes, operational excellence is essential for leading organizations. But great execution alone is not enough to thrive during dramatic change. Create a culture of continuous learning and adaptability that empowers the “Dick Fosburys” in your organization to challenge the status quo and embrace new possibilities.

Empower Every Employee. Every employee, at all levels, should feel encouraged to innovate. Create safe spaces where employees feel comfortable sharing ideas, even if they seem unconventional – especially if they seem unconventional. Great ideas, like the Fosbury Flop, are obvious only in retrospect.

Build an Adaptable Workforce. Riding The Intelligence Tsunami is not solely about adopting new technologies but is fundamentally about cultivating an adaptable, creative workforce ready for the future. Focus on building a workforce that thrives in a changing landscape. This means continuous learning, not just about AI, but also about creativity and critical thinking. Encourage employees to develop new skills and step outside their comfort zones.

Make AI a Partner, not a Replacement. Set a vision where AI and machine learning are seen as tools to augment human capabilities, not replace them. AI can handle tedious, repetitive tasks, freeing up humans to focus on more complex, creative work. Rapid advancements in AI technologies represent a new kind of “deep foam matting” for your organization.

Provide Resources and Trust. Define what’s essential for your organization to excel. Provide the resources your team needs, from technology to training, and make sure they understand how they are accountable. Then let go and trust your team to excel. Create an environment where calculated risks and experimentation are encouraged. Your trust will empower employees to take ownership of their work and find innovative solutions.

Celebrate Success. The most iconic moments in the Olympic Games are the medal ceremonies. Celebrate your champions who excel at the highest level, taking your organization to new heights. Recognize and celebrate not just groundbreaking inventions but also the everyday problem-solving that keeps the organization progressing.

The Intelligence Tsunami is washing ashore with a vengeance. Like Dick Fosbury, creative individuals in your organizations operating with clear standards and accountability can use advancing AI technology to innovate and supercharge productivity. By unlocking creativity, embracing new technologies, and empowering your workforce, you can achieve gold-medal results.

John Warner is the author of The Intelligence Tsunami: Get Off the Beach, Ride the Wave, or Get Washed Away, a #1 New Release on Amazon. John has a lifetime of experience as a serial innovator, riding waves from scrappy startups of companies, academic centers, not-for-profits, and a government agency to the towering halls of the New York Stock Exchange. See more at his LinkedIn profile.

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