Technology changed a lot over my thirty-three year technology career. I started as a programmer who knew how every piece of hardware and software in our environment worked. At the end I was a VP who was tailed by IT staff when I entered the server room to make sure I didn’t touch anything (only partly kidding).
I couldn’t execute my strategic responsibilities and still keep up with the operational details of the evolving technology. I had to learn to trust others with the expertise that I lacked. But my neck was in the noose if they failed. Continue reading Leading When You’re Not the Expert
Transparency is often touted as foundational to building trust. And it can be – or not…
We live in a culture that equates our desire to know something with our right to know it. We feel entitled to tap into the endless free-flow of information, believing that anyone who holds anything back is hiding something and can’t be trusted. Except, of course, that we choose to keep some things private and we can be trusted. Continue reading Trust and/or Transparency
Building a high level of trust within an organization can seem like the search for the Holy Grail: It’s highly valued, but very elusive.
Some of us believe that trust must be earned. We’re not willing to accept the risk of betrayed trust. Some of us grant trust more freely until we have reason to withhold it. We recognize that people give their best when we expect the best out of them. Most of us start off relationships somewhere between extreme trust and extreme lack of trust.