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Putting Your Trust in . . . Trust

Putting Your Trust in . . . Trust

Trust is an essential component in almost all dealings between human beings, other than outright hostile ones like wars and terrorism. It is certainly vital for the proper running of any organization, as well as for almost all the components of trade and commerce. Lack of trust between trading partners undermines the proper functioning of business. Mistrust is a major cause of excessive (and unnecessary) workload on leaders, since the absence of trust means everyone has to be supervised and monitored almost constantly. Yet current styles of management—especially Hamburger Management—either ignore the importance of trust altogether, or act in ways guaranteed to undermine and destroy it.

The current emphasis on “management by numbers”—the belief that what cannot be measured (or is not measured, by choice) will simply not happen—represents the opposite of trust: an immediate assumption that employees are feckless, lazy, stupid, or just plain awkward. Many years ago, Douglas McGregor described this as “Theory X” and showed how it led to tight controls and an obsession with motivation by direct (usually monetary) incentives: exactly the situation today in many organizations.

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In the workplace, trust is an essential element between colleagues sharing a project, people trusting that the boss will arrange equitable rewards and recognize good work, or customers trusting that the product or service you supply will be there on time and match up to what you promised. Keeping people’s trust (and restoring it, if you have acted in ways that undermine their faith in you) matters a great deal in hard business terms. Managing in an organization low on trust demands much more time and effort (to check up on everyone, attend otherwise pointless meetings for the same purpose, and generally micromanage to the detriment of your own work and sanity). It usually means that other people don’t trust you either. Subordinates don’t trust a boss who doesn’t trust them, and become prone to doing no more than is essential to keep their jobs. Bosses may secretly congratulate you on “bringing home the bacon,” however you did it, but you can be sure that they will have noted any untrustworthy actions and will take care in future that you have no opportunity to deceive them.

It certainly seems that trust is a disappearing asset, in business as elsewhere. At the organizational level, there seems to be ample proof that risking any organization’s reputation for honesty, fair business dealings, and civilized behavior for the sake of short-term gain is culpably foolish. A solid reputation is worth hard cash, and those who lose it, lose a great deal of money as well.Yet that is what too many organizations and their leaders risk doing today, often on a regular basis. Leadership doesn’t only mean taking tough decisions in a technical or competitive sense. It means acting as a steward for the organization’s values and reputation; and— if necessary—defending that reputation stubbornly against those wishing to set short-term personal and organizational profit above everything else.

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People need to be able to trust the boss to give them due credit. Leaders who fail to recognize the contributions of others (or try to pass them off as their own) are actively harming their organizations and themselves. The vast majority of people truly love to contribute their creativity to help the organization. But they won’t do so if leaders, obsessed with their own egos, status, and maintaining the status quo, ignore them, denigrate their contributions, or claim credit for their best ideas. Bosses like that use a well-worn set of rude and dismissive phrases to browbeat their subordinates, systematically destroying any trust that they might have generated by acting fairly and encouraging other people to contribute.

Hamburger Management relies on whatever is quickest, simplest and cheapest, regardless of the quality of the means or the outcome. Its myopic obsession with the shortest of short-term gains leaves no place for anything beyond rigid control and micromanagement. The willingness of Hamburger Managers to sacrifice anyone and anything to “make the numbers” destroys the trust people would otherwise place in their leaders. Without reciprocal loyalty, why should employees be loyal in their turn?

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Leadership of this kind is teaching a generation of people an extremely dangerous set of lessons: that money is all that counts, that the ends justify the means, and that the only set of needs and objectives that really matters is your own. It’s time to put our trust in trust itself: to accept that you cannot possibly watch everyone all the time, that monetary incentives cannot take the place of commitment to a cause and a leader, and that without trust in one another there can be no sense of community or productive relationships in the workplace.

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Adrian Savage is a writer, an Englishman, and a retired business executive, in that order. He lives in Tucson, Arizona. You can read his other articles at Slow Leadership, the site for everyone who wants to build a civilized place to work and bring back the taste, zest and satisfaction to leadership and life. His new book, Slow Leadership: Civilizing The Organization

    , is now available at all good bookstores.

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    Last Updated on November 28, 2018

    Why Do I Have Bad Luck? 2 Simple Things to Change Your Destiny

    Why Do I Have Bad Luck? 2 Simple Things to Change Your Destiny

    Are you one of those people who are always suffering setbacks? Does little ever seem to go right for you? Do you sometimes feel that the universe is out to get you? Do you wonder:

    Why do I have bad luck? Is bad luck real?

    A couple of months ago, I met up with an old friend of mine who I hadn’t seen since last year. Over lunch, we talked about all kinds of things, including our careers, relationships and hobbies.

    My friend told me his job had become dull and uninteresting to him, and despite applying for promotion – he’d been turned down. His personal life wasn’t great either, as he told me that he’d recently separated from his long-term girlfriend.

    When I asked him why things had seemingly gone wrong at home and work, he paused for a moment, and then replied:

    “I’m having a run of bad luck.”

    I was surprised by his response as I’d never thought of him as someone who thought that luck controlled his life. He always appeared to be someone who knew what he wanted – and went after it with gusto.

    He told me he did believe in bad luck because of everything happened to me.

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    It was at this point, that I shared my opinion on luck and destiny:

    While chance events certainly occur, they are purely random in nature. In other words, good luck and bad luck don’t exist in the way that people believe. And more importantly, even if random negative events do come along, our perspective and reaction can turn them into positive things.

    Your luck is no worse—and no better—than anyone else’s. It just feels that way. Better still, there are two simple things you can do which will reverse your feelings of being unlucky and change your luck.

    1. Stop believing that what happens in life is out of your control.

    Stop believing that what happens in your life is down to the vagaries of luck, destiny, supernatural forces, malevolent other people, or anything else outside yourself.

    Psychologists call this “external locus of control.” It’s a kind of fatalism, where people believe that they can do little or nothing personally to change their lives.

    Because of this, they either merely hope for the best, focus on trying to change their luck by various kinds of superstition, or submit passively to whatever comes—while complaining that it doesn’t match their hopes.

    Most successful people take the opposite view. They have “internal locus of control.” They believe that what happens in their life is nearly all down to them; and that even when chance events occur, what is important is not the event itself, but how you respond to it.

    This makes them pro-active, engaged, ready to try new things, and keen to find the means to change whatever in their lives they don’t like.

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    They aren’t fatalistic and they don’t blame bad luck for what isn’t right in their world. They look for a way to make things better.

    Are they luckier than the others? Of course not.

    Luck is random—that’s what chance means—so they are just as likely to suffer setbacks as anyone else.

    What’s different is their response. When things go wrong, they quickly look for ways to put them right. They don’t whine, pity themselves, or complain about “bad luck.” They try to learn from what happened to avoid or correct it next time and get on with living their life as best they can. They have this Motivation Engine, which most people lack, to keep them going.

    No one is habitually luckier or unluckier than anyone else. It may seem so, over the short term (Random events often come in groups, just as random numbers often lie close together for several instances—which is why gamblers tend to see patterns where none exist).

    When you take a longer perspective, random chance is just . . . random. Yet those who feel that they are less lucky, typically pay far more attention to short-term instances of bad luck, convincing themselves of the correctness of their belief.

    Your locus of control isn’t genetic. You learned it somehow. If it isn’t working for you, change it.

    2. Remember that whatever you pay attention to grows in your mind.

    If you focus on what’s going wrong in your life—especially if you see it as “bad luck” you can do nothing about—it will seem blacker and more malevolent.

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    In a short time, you’ll become so convinced that everything is against you that you’ll notice more and more instances where this appears to be true. As a result, you will drown yourself in negative energy and almost certainly stop trying, convinced that nothing you can do will improve your prospects.

    Not long ago, a reader (I’ll call her Kelly) has shared with me about how frustrated she felt and how unlucky she was. Kelly’s an aspiring entrepreneur. She had been trying to find investors to invest in her project. It hadn’t been going well as she was always rejected by the potential investors. And at her most stressful time, her boyfriend broke up with her. And the day after her breakup, she missed an important opportunity to meet an interested investor. She was about to give up because she felt that she’d not be lucky enough to build her business successfully.

    It definitely wasn’t an easy time for her. She was stressful and tired. But it wasn’t bad luck that was playing the role.

    Fatalism feeds on itself until people become passive “victims” of life’s blows. The “losers” in life are those who are convinced they will fail before they start anything; sure that their “bad luck” will ruin any prospects of success.

    They rarely notice that the true reasons for their failure are ignorance, laziness, lack of skill, lack of forethought, or just plain foolishness—all of which they could do something to correct, if only they would stop blaming other people or “bad luck” for their personal deficiencies.

    Your attention is under your control. Send it where you want it to go. Starve the negative thoughts until they die.

    I explained to Kelly that to improve her fortune and have “good luck”, first decide that what happens is nearly always down to her; then try to focus on what works and what turns out well, not the bad stuff.

    Then Kelly tried to review her current situation objectively. She realized that she only needed a short break for herself — from work and her just broken-up relationship. She really needed some time to clear up her mind before moving on with her work and life. When she got her emotions settled down from her heartbreak, she started to work on improving her business’ selling points and looked for new investors that are more suitable.

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    A few months later, she told me that she finally found two investors who were really interested in her project and would like to work with her to grow the business. I was really glad that she could take back control of her destiny and achieved what she wanted.

    Your “fate” really does depend on the choices that you make. When random events happen, as they always will, do you choose to try to turn them to your advantage or just complain about them?

    What’s Next?

    Now that you’ve learned the 2 simple things you can do to take control of your fate and create your own luck. But this isn’t it! These simple techniques you’ve learned here are just part of the essential 7 Cornerstone Skills — a skillset that will give you the power to create permanent solutions to big problems in life — any problem in any area of your life!

    If you think you’re “suffering from bad luck”, you can really change things up and start life over with these 7 Cornerstone Skills. It may even be a lot easier than you thought:

    How to Start Over and Reboot Your Life When It Seems Too Late

    Thomas Jefferson is said to have used these words:

    “I’m a great believer in luck and I find the harder I work, the more I have of it.”

    Your luck, in the end, is pretty much what you choose it to be.

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    Featured photo credit: LoboStudio Hamburg via unsplash.com

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