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Sun after the Storm, Lake Superior, Bayfield, WI by Marya Wilson
These leaders weren’t looking for an out on investing in their staff or a quick fix for development, but trying to find a way to build trust when turnover for staff who are not full time is normal, and at times higher than normal.
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The Appalachian Mountains by Barton A. Buechner
She was not taken seriously, she was not heard, and she did not feel valued (and could not trust the organization in any way after this situation). Her choice was easy after not being heard or valued: it was time to leave the company.
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Lake Tahoe at Incline Village, NV by Jennifer M. White
Why is it so hard to talk about the tough stuff in our organizations? Why is it that I see leaders constantly painting a rainbow picture of their leadership and organizations when it’s more like a toxic waste dump?
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Montana Mountains: Peace and Courage by Julie Furst-Bowe
I was having a conversation with a fantastic colleague (and friend!) recently. I was incredibly frustrated with a string of events that were creating some serious problems for a project I am working on. My colleague listened without judgment and helped me look at all sides of the situation and try to approach it from a more positive perspective. I love her for that.
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Lake Menomin by Dan Riordan
Management decisions like this won’t always make sense to us, but if managers and administrators don’t explain their decisions, it is quite hard to trust that they have the best interest of their people or their organization at heart.
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The North Sea by Marya Wilson
I’m back with a new energy, refreshed, new eyes. I’m ready to be a bigger risk taker. I’m ready to be even more vulnerable.
Read moreAs the semester winds down, this is usually crunch time. Most of us on campus are pulling our hair out, drinking coffee by the gallons, and grading papers by the billions (ok, an exaggeration, but it’s close). This semester is no different, except this last week was a blast.
Read moreWe commit to tasks through our words, and our actions speak louder than words. Building trust with others requires that others are willing to believe in and act on our words, actions, and decisions.
Read moreActions speak louder than words. All of us have this seared on our brain (I hope!). The funny thing is that statement is spot on. People need to believe and be willing to act upon our words, actions, and decisions. That is trust. Do what we say we are going to do is the start, but I believe it goes beyond keeping our word.
Read moreThe writing and research I do focuses on trust, being able to believe and act on other’s words, actions, and decisions. This week, I was in a meeting with a client and reminded with a 2x4 why my writing and research is so crucial. Trust is everything to the success of an organization.
Read moreThe research I do looks at the experiences and stories of people who experience organizational exit. My research partner and I want to understand why people feel “pushed” to leave their jobs and careers. Nearly every experience in our research involves some form of betrayal.
Read moreThis last week has been one surprise after another. A lot of surprises were not-so-fun, but even “not-so-fun” is adventurous. Bring it! The one surprise I appreciate the most is several of my clients talking about the human side of leadership.
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When I think about betrayal in the research sense, it’s clinical, scientific, and even fascinating. When I think about the betrayals I’ve experienced in my life, the word evokes strong emotions.
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