The Leadership Sphere

Rethinking Trust

Despite deceit, greed, and incompetence on a previously unimaginable scale, people are still trusting too much.

For the past two decades, trust has been touted as the all-powerful lubricant that keeps the economic wheels turning and greases the right connections—all to our collective benefit. Popular business books proclaim the power and virtue of trust. Academics have enthusiastically piled up study after study showing the varied benefits of trust, especially when it is based on a clear track record, credible expertise, and prominence in the right networks.

Executive Coaching For Inspirational Leadership - Four Uncommon Leadership Qualities

By Maynard Brusman 

Four Uncommon Leadership Qualities.

Are you working in an organization where leaders model the characteristics of inspiring leadership? Do the leaders in your organization display personality characteristics that lead to success?

One of the most powerful questions one can ask oneself is Am I working in a company where followers want to be led by their current leaders? Inspiring leaders consistently demonstrate the characteristics that lead to successful leadership.

Are you a leader who has great leadership qualities? Are you able to create a high performance workplace by creating a workplace climate where people are fully engaged and leaders are trusted by the workforce?

Everyone agrees great leaders have vision, energy, authority and good strategic direction. They must also have enthusiastic followers; leadership requires skills in persuading others to commit to company goals and embrace initiatives determined by others.

In or current work environment of Gen-Xers and Millennial workers, it is not that easy to engage  empowered  people.

For all the leadership training workshops and despite the thousands of business books published every year very few people can confidently explain how they take charge, engage others and develop their leadership skills.

Why should anyone be led by you? It is a great question, as well as the title of an excellent September & October 2000 Harvard Business Review article coauthored by Robert Goffee and Gareth Jones. It is worth summarizing here.