Simon Sinek talks about the balance of trust and performance. He gives the scenario of working with the Navy Seals.
There are two levels of trust as far as they are concerned:-
- “On the battlefield would you trust some-one with your life” – therefore saying their performance was very high
- “Off the battlefield would you trust that person with your wife” – do they have high performance levels but very low trust levels
If you look at the table below where would you place the members of your team.
- High Performer/High Trust – might seem ideal, however they will possibly want to explore new challenges and will be hard to keep
- Low Performer/Low Trust – might not be worth the investment of your time to develop, it will take lots of time and emotional energy
- The most interesting column is the High Trust, you can develop Performance, with skills training and you already have a committed member of the team
- The Low Trust column you should fear, especially the High Performer with Low Trust, how did they get there?
Reward performance on its own is creating an environment of toxicity where everyone just thinks for themselves and not others.
High Trust is a harmonious atmosphere where skills can be developed in a safe comfortable environment.
As a leader you can develop both, and it is worth categorising your team to identify the approach.
- Performance – upskilling from a technical perspective – tends to be hard skills
- Trust – every relationship is underpinned by Trust, so taking time out to really get to know your team members. Invest in harnessing rapport and understanding them.
Please do contact nuggets for a workshop on working with your team as a leader email@example.com