What is credibility? Credibility is simply the quality of being believed or accepted as true, real, or honest. Personal credibility is about trust, respect, and being believable. A leader’s credibility is typically defined in terms of the degree of employee confidence, belief, and acceptance towards the leader.
While personal credibility applies to everyone in the workplace, it is especially important for leaders. Why is that? Because, if your employees do not believe in you as their leader, you just cannot be effective as a leader. Under these circumstances, employees will simply comply with rules but will not work towards the common goal and will not put in their best efforts. Their morale will be low and customer service will be poor.
Lack of leadership credibility creates employee distrust and disengagement thus impacting the reputation of the organisation and also its profitability. Studies have shown that the credibility of the leader influences employee engagement which in turn impacts the organization's productivity and performance.
While credibility has many facets, in most cases it is judged simply by comparing what you say with what you do in your day-to-day behaviour. Leaders that say one thing but do another won’t have the authenticity and credibility that’s essential to be an effective leader in today’s VUCA environment.
But being trustworthy is not the only contributor to your credibility as a leader. The other very important component of credibility is the perceived competence of the leader – i.e., people’s faith in your knowledge, skills, and ability to do your job and get the job done as a leader.
Employees form such opinions or perceptions not just through direct interaction with you but also through indirect observation of your actions and performance. And these perceptions are extremely important in this hyperconnected age, when vast amounts of information about you is easily accessible in the public domain.
So basically, your credibility as a leader is important because employees want to have the assurance that when you are managing them and assessing their performance, you are yourself competent and trustworthy.
To assess the level of your leadership credibility in your organization, you need to ask yourself these questions and honestly reflect on your answers:
If the answer to any of these questions is “no,” then you have a leadership credibility gap that you need to work on.
While there are many factors, let’s talk about the six key behaviours that undermine your credibility as a leader.
Research shows that employees seriously question the competency of leaders who fail to take action or ignore problems. This is especially true when it comes to problems that impact the sustainability of the organization.
One of the key roles of a leader is to make sense of the operating environment and take strategic decisions about the future of the organization. When you are seen as not fully clued in to the operating environment and lack vision and clarity about the future direction of the organization, you quickly lose the respect of your employees.
Leaders who make promises without making any effort to fulfil them, really erode their credibility. For example, if you keep saying “I’ll get back to you,” but never do so, it impacts your credibility. Many leaders tend to over-promise even if it is with good intentions, but when it comes to the crunch they can’t deliver what they promise. Your employees will believe your promise and expect you to fulfil them. If you can’t offer what you promise then you will quickly lose credibility as a leader. Another behaviour that undermines your competence is giving contradictory information. The contradictions might come from different people on the leadership team or even from the same person- but it confuses employees and makes them suspicious.
When leaders create confusion among employees and other stakeholders by distributing incorrect or misleading information or they misrepresent the facts, it can really undermine their credibility. Sometimes leaders do this without even realizing and sometimes they may do it intentionally to paint a rosier picture, in the hope that it will motivate employees – either way, it results in people getting totally confused at best — and suspicious at worst.
Research shows that self-serving behaviours can undermine employees’ trust in their leaders. These include bending the rules to privilege yourself or your close associates, making decisions based on your self-interest rather than what’s best for the organization, urging employees to make sacrifices while wasting the organization’s resources on perks for yourself, and taking credit for the achievements of others. Even if you don’t act unethically yourself, you can suffer a serious loss of trust if you permit colleagues to act unethically. You must uphold high ethical values to protect your organization and your people, or your followers and key stakeholders will lose faith in you.
Leaders who treat their employees as expendable or tend to openly ignore the opinions of employees and key stakeholders are perceived as untrustworthy and hence not credible. Leaders can damage their credibility when they ask for information and reports that don’t seem worthwhile or that they don’t review and act on. Such requests can cause confusion as to what the organization’s priorities are, and the employees may feel resentful about what they see as a waste of their time.
So, these are some specific behaviours that erode your credibility as a leader. What is interesting is that even though leaders lose credibility when they display incompetence or untrustworthiness, employees are much more tolerant and forgiving of an incompetent leader than they are of an untrustworthy leader. They believe that incompetent leaders can at least try to become more competent, whereas untrustworthy leaders can’t easily become more trustworthy.
What positive actions can you take to strengthen your credibility over time?
Credibility isn’t something that you just gain as you step into a leadership role. There is a process to gaining trust and dedication from your employees, which then leads to credibility.
Here are five specific things that you can do to build your credibility over time:
This is very different from simply stating a strategic vision or setting performance targets and then just going about business as usual. It involves mapping out, in detail, how the organization will achieve its goals in the medium to long term.
Having a sophisticated knowledge of industry trends and clear ideas about how the organization should respond to them can really build your credibility as a leader. You can also actively predict and prepare for upcoming changes. For example, by making strategic investments in new technologies or markets. These will really enhance your perceived competence.
When you work consistently to improve organizational structures and processes and maintain financially sound operations, your credibility as a leader soars. Eliminating unnecessary reporting structures and careless spending, establishing new strategic roles, or investing in technology that improves operational efficiency or business effectiveness are some actions you can take to build your credibility as an action-oriented and competent leader. Don’t shy away from taking tough decisions.
Leaders are perceived as trustworthy and credible when they communicate and behave in a consistent manner. To begin with, this means making decisions that aren’t contradictory. But it also means behaving in a way that aligns with the promises (both explicit and unspoken) that the company makes to employees and other stakeholders. By pre-emptively looking out for stakeholders’ needs, you can prevent stakeholder conflicts and organizational crises, as well as gain the trust of your employees and other key stakeholders.
Be clear about your values and the organization’s values so that employees and other stakeholders can see why you do what you do. The culture of the organization flows from the top. If you want your employees to trust you, you need to start by showing that you trust them. If you want your employees to be open to change, be change-ready yourself. Basically, know that your employees are observing you minutely all the time and if you want them to behave in a certain way, they need to see you doing the same. Demonstrate your values in how you talk and act to establish credibility and authenticity as a leader.
So, there you have it. Why credibility is important for leaders – because your success as a leader and the success of your organisation depends on it. Credibility stems from your perceived competence and your trustworthiness.
Credibility takes time to build, but it can be torn down in seconds. You don’t need a big scandal or mess up to destroy your credibility – it’s often the little things that you do over time that can add up to destroy your credibility. So, keep your promises, do what you say you will, give credit where it is due, acknowledge mistakes, don’t talk about others behind their back, don’t withhold information, don’t belittle others, be consistent and be accountable.
We've all been there: you invest in a leadership training program and hope to see the promised results. But, months later, nothing has changed. Meanwhile, your team is still struggling with communication and collaboration issues.
Did you know that only 50% of leadership training programs yield the desired results? That's a pretty startling statistic, and one that should serve as a wake-up call to any company looking for increased productivity, better employee engagement, and reduced turnover. The reason is simple: Leadership development programs don't always deliver the ROI they promise because they're often designed in isolation from your organization's specific needs.
We all know that leadership training programs are not a one-and-done deal. They require continual reinforcement and upkeep to be effective. But why do they fail in the first place?
It's not just you, it's pretty much everyone else too. Leadership training programs have traditionally failed because of a few key factors. In this blog post, we will share all that can go wrong so that you can create more effective leadership programs by focusing on what matters most to your business. This way, when it comes time for evaluation at the end of your program, you'll know whether or not it was worth investing in.
Factors that contribute to the failure of leadership development programs
If the system does not change, it will set people up to fail. Research in the 1950s found that most supervisors regressed to their pre-training views after a while. The only exceptions were those whose bosses practised and believed in the new leadership style the program was designed to teach.
Training programs do not facilitate organizational change. Even well-trained and motivated employees are unable to apply their new knowledge and skills when they return to their units which are entrenched in established ways of doing things. In short, individuals have less power to change the system surrounding them than that system has to shape them. Organizations need “fertile soil” in place before the “seeds” of training interventions can grow.
When organizational change and development efforts are championed by senior leaders then training gains the most traction. That’s because such efforts motivate people to learn and change; create the conditions for them to apply what they’ve learned; foster immediate improvements in individual and organizational effectiveness; and put in place systems that help sustain the learning.
Organizations are systems of interacting elements: Roles, responsibilities, and relationships are defined by organizational structure, processes, leadership styles, people’s professional and cultural backgrounds, and HR policies and practices. All those elements together drive organizational behaviour and performance. If the system does not change, it will not support and sustain individual behaviour change—indeed, it will set people up to fail.
The effectiveness of any manager depends on the clear strategic direction that they have from the top management. Many companies consistently struggle with unclear direction on strategy and values, which often leads to conflicting priorities. This creates confusion and dissipation of valuable resources. When senior executives themselves don’t work as a team and are not fully committed to a new direction or acknowledged necessary changes in their behaviour, it is quite difficult to expect the rest of the managerial team to be able to deliver effectively. The problem then is more about the incongruence between what they learn in the training program and what they see on the ground in their organisation.
Sometimes a top-down or laissez-faire style by the leader prevents honest conversation about problems. Employees hesitate to tell the senior team about obstacles to the organization’s effectiveness. This, coupled with a lack of coordination across businesses, functions, or regions due to poor organizational design and inadequate leadership time and attention to talent issues can create an environment where performance will be hindered, no matter how good the training program is.
Hence while developing leadership programs, it is important to start at the top, ideally through a coaching intervention. Coaching of the senior executives will help bring clarity on the strategic direction and values. This can then be cascaded down to the next few layers through group coaching and training.
By addressing management practices and leadership behaviour that shape the system before training individual employees, leaders create a favourable context for applying the learning. The systemic changes encourage—even require—the desired behaviours.
Too many training initiatives rest on the assumption that one size fits all and that the same group of skills or style of leadership is appropriate regardless of strategy, organizational culture, or CEO mandate.
Context is key. One size does not fit all. Many organizations invest in off-the-shelf programs or send their managers to academic leadership courses offered by well-respected universities without considering the real impact and results they are looking for. While these can be great for the individuals in terms of their personal brand building, it does not serve the purpose for the organization. Companies need to ask themselves what the desired outcome is and how a program will relate to specific organizational goals.
Often, leadership training programs are offered as a one-and-done approach. In other words, you attend a 2-day training and that is the last you hear of it. But while a one-and-done approach satisfies the need to do something, it ignores a critical fact: leadership behaviours and new habits are developed over time. Leadership development is all about creating good leadership habits. As we know habits cannot be changed just from attending a 2-day class.
Effective leadership development needs to be constructed as a learning journey that unfolds over time. But not only this—it should incorporate continuous coaching to help observe and reinforce good habits. It should also provide opportunities for skill practice and application. Nothing can replace on-the-job training and giving real-time feedback.
To ensure success for your team, combine professional development with coaching or mentoring sessions focused on practical application.
So, there you have it – some of the key reasons why your leadership training program may not be delivering the results you are hoping for.
Becoming a more effective leader often requires changing behaviour which also means adjusting underlying mindsets. Identifying some of the deepest, “below the surface” thoughts, feelings, assumptions, and beliefs is usually a precondition of behavioural change—something that’s often missing in leadership courses.
Companies can avoid the most common mistakes in leadership training and increase the odds of success by first doing the groundwork of creating fertile soil for desired change, establishing clarity about strategic direction and values, matching specific leadership skills and traits to the context at hand; embedding leadership development in real work through coaching and mentoring interventions that investigate the mind-sets that underpin behaviour.
For designing effective leadership development programs in Singapore and India, reach out to us at firstname.lastname@example.org.
2020 is coming to an end and what a year it’s been! The global pandemic has really challenged us in so many ways and it’s been hard for many of us to feel in control as the crisis just drags on. Our businesses have taken a hit but we know that there are many around us who have been hit even harder.
It’s natural then for many business leaders to feel guilty about the hard decisions they’ve had to take in terms of layoffs, closures and disruptions in service. A client of mine had to let go of a senior employee in the US and he knew this meant that the employee had to go back to his home country and his entire life would get disrupted. He was also worried that the employee would no longer have health cover to take care of the special needs of his child. A friend who is the CHRO of a large organisation was distraught when a young employee passed away due to COVID and he felt he couldn’t do anything to save her.
Guilt is an unsettling emotion to deal with. But it’s also a sign that you’re a conscientious leader. While there are many things that are out of your control, one way of dealing with this guilt when it hits you is to re-evaluate and improve the way you approach your employees and company, and demonstrate compassionate leadership in difficult circumstances.
Here are 5 ways in which you can do this:
If you have a small team, it’s possible for you to do so yourself. If you have a large employees base, put together small cross-functional teams to spread out and listen to the wider group. This will help you plan your initiatives better.
When you have no choice but to implement furloughs, reduced hours, or pay cuts, don’t delegate sharing the news to HR - it feels demoralizing, disrespectful, and lacks empathy. If you are responsible for the decision, it is you who should be sharing it. This sends a clear message to not just the people who are impacted but also the others around them and support the morale of the team.
If some of your decisions have gone wrong and negatively affected others, take remedial action as soon as you know or can and do it as publicly as possible. Acknowledge your mistake and then communicate new developments frequently and consistently. Decisions can go either r way based on the limited information that we operate on – you are not expected to be right all the time. But how you own up and make amends is what your team and customers are looking at.
Try and see what benefits can be retained even when someone goes on a furlough or pay cut. Help the ones who’ve been laid off to find new jobs. Provide career transition support wherever possible.
People respond to that. They connect with you and they trust you when you’re being the best version of you. Talk about how you balance your own personal and work commitments. Talk about your own challenges and encourage sharing of tips and resources for managing workload, scheduling and so on. You don’t have to have a stoic mask all the time. Let people know that you also struggle sometimes and that’s okay. That’s being human.
So, to sum it up, it’s understandable if you as a leader are struggling with guilty feelings as you see the disruptions and struggles that the Covid-19 crisis is causing your employees and colleagues, sometimes specifically as a result of your own actions. But if you reframe your feelings of guilt as an opportunity to consciously and thoughtfully make the best decisions possible, communicate clearly, and behave with compassion and concern for both your employees and yourself, then you can help steer their teams and organizations toward better times.
If you want to talk about this, just click on Request Consultation and pick a convenient time for discussion or send me a WhatsApp message using the button above.
Many times, when I bring up coaching with business leaders and owners, they react by saying that I’m doing well. I don’t think I need a coach.
To my mind, there are two possible reasons for this reaction – one, they are not aware about what real coaching is and its benefits, and two, they are not ready to have a hard look at themselves and see what’s not working. They may be afraid of what they might uncover and are happier just coasting along till they are forced to confront these issues.
I always make an effort to explain what real coaching is and how it’s different from having a mentor or guide or just reading self-help books. I also make it a point to share that coaching is not about solving problems. It is about unblocking the realisation of your potential. You can do and achieve much more than what you are doing currently just by getting out of your own way. A coach helps you get out of your own way and go after those big hairy audacious goals.
Ask yourself this
Having a coach is not a sign of weakness – it’s a sign of ambition, it’s a sign of hunger for bigger impact, it’s a sign of courage to work on oneself.
Go ahead, tell me you don’t need a coach…
Click on the Request Consultation button above for a discovery call.
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