Page 67 - Jackson Journal
P. 67

                 Trust
“ThThe people when rightly and fully trusted will return the trust.” - Abraham Lincoln
It’s important that we address the elephant in
the room and understand that within your agency
a lack of trust and respect is probably perceived
by some of your employees. How skilled are you
as a leader, manager or supervisor in dealing
with this perception? You must reflect on the
root definition of leadership - influencing others
to accomplish a task, and incorporate it into the agencies core values daily. The perceived lack of trust and respect within the agency and your ability, or inability, to deal with this perception will be the catalyst in understanding the question, how we simply just “deal with each other.” Do you possess enough charisma to influence your employees
to accomplish their roles and responsibilities as outlined by their position description? Do your employees feel valued? Do they have a since of ownership to the mission? If not, then your job
as a leader, manager or supervisor will seem like you’re having to just simply “deal with each other” as opposed to working “alongside each other!” We all need to conduct a self-assessment occasionally and ask ourselves: how are we being perceived
in the work place? Do your employees see you
as approachable? Are you a problem solver or problem creator? Do you enable your employees
to accomplish their responsibilities, or hinder
the process by your leadership style? Do you
stay connected, empower and reinforce positive behavior with your employees? Are the processes that you put in place consistent, solid, stable and pervasive? If they are, this will only build trust from your employees’ perspective.
The role of leaders, managers and supervisors
is changing but required now more than ever.
In reality, leaders, managers and supervisors are assuming the role more so of being the “glue” instead of the technical expert. Current trends show leaders, managers and supervisors are assuming
the role of a “coach.” Coaching your team to be inclusive and collaborative, not exclusive, narrow and divided because of ideologies of just simply “dealing with each other.” In today’s workforce, so many variables are thrown into the mix. The role of a leader, manager or supervisor is becoming more
complex. Leaders, managers and supervisors have challenges in effective communication, incongruent behaviors, developing teams, coaching a more diverse workforce all while focusing on improving agency performance. You absolutely cannot do this without trust!
Trust most benefits the agency if it is demonstrated at all levels of leadership. Trust
is reciprocal in the sense that when it is clearly visible and demonstrated by leaders, managers
and supervisors it in turn develops trustworthy employees. It’s your job as a leader, manager or supervisor to facilitate this! When trust is pervasive in the agency, employees are more likely to enjoy their work, take the time to ensure their work is done correctly, be innovative, make their own decisions with sound judgement and more likely
to crush stereotypes from leaders, managers and
Dealing With Civilians
 supervisors that we are just simply “dealing with each other.” Remember, trust is not a clear attribute of a leader, manager or supervisor; it’s the “actions” that enable trustworthy outcomes from the leader, manager or supervisor.
Sense of Entitlements
“Ask not what your country can do for you; ask what you can do for your country.” - John F. Kennedy
A sense of entitlement is problematic in the workplace because it can create a hostile work environment and hinder productivity. We don’t owe each other anything in the workplace except dignity, respect and the right to work in an environment free from unlawful harassment and discrimination. Is your focus on what the Army can do for you, or what you can do for the Army?
Jackson Journal 67



































































   65   66   67   68   69