Blog

Darryl Stickel shares a candid post on executive coaching, and how working with one mid-level manager revealed the problem and the solution to becoming a more effective executive leader.

One of the primary differentiating factors between good and great leaders is the ability to understand and build trust. The more senior a leadership role we take on, the less direct control we have over outcomes. We become more and more reliant on those who report to us for our own successes. In fact, at very senior levels, all of our goals and aspirations depend on the work of others.

Research and experience have repeatedly shown that higher trust levels within an organization lead to higher levels of employee engagement, organizational citizenship behaviours, profitability, and performance. There is conclusive economic evidence that organizations with higher trust levels perform better. In short, leaders who can build trust will run organizations that perform better and are more likely to be successful.

In this article I will be reviewing the story of “Pat” (not his real name), an executive I coached through various stages of his professional development. Pat’s needs and skill sets changed over the course of his career, but elements of the need to build trust were always present.

Key points include:

• Dealing with a listless and passive team
• Learning through failure
• Giving tough feedback 

Read the full Story of Pat on TrustUnlimited.com.