In the previous Post, I related a story of how a Google’s team leader’s revelation of his terminal cancer opened up a doorway for his teammates to share their respective vulnerabilities. This ultimately made the team more cohesive than it might have been otherwise. The risk of stepping out of one’s comfort zone is a crucial part of quality leadership – the risk lies in the uncertainty whether one’s opening up would be reciprocated or dismissed as weakness – and is one of the key elements of building trust.
But what is “trust?” It’s one of those soft features that is amorphous, difficult-to-impossible to measure, and awfully subjective. It’s kind of “if it walks like a duck and quacks like a duck…” Yet, the concept is often talked about and frequently demanded in organizational life. I think one of the best ways to appreciate trust is through its manifestations. There are examples galore, such as, when an orchestra performs beyond precision and captures the heart and soul of the audience; it’s a sign that the orchestra members trust their conductor, and the audience trusts the orchestra. Or, when members of a military unit gave the leader their precious rationed food while under siege because that very leader always let his men eat first in the field (often, with nothing left for that leader). Or, during the economic downturn, an owner or a CEO would share the pain of cutbacks with everyone, instead of laying off people, per “Standard Operation Procedure.” You can hear all of these in the TED Radio Hour, episode “Trust and Consequences.”
Most of the time, “trusting someone” doesn’t always involve weighty acts or actions that lead to momentous outcomes. Managers and leaders have to take time to gradually build up trust with their direct reports, such as the situation for orchestra conductor. This is especially true in ordinary organizational life, where most activities and events are mundane, typically not requiring dramatic trustworthy gestures on the manager’s part. Further, since establishing causality in the social world is terribly difficult, many mangers may not view trust as a big deal. Yet, during crisis – time of drama – it’s the managers/leaders with a small trust fund who have difficulties navigating the troubled waters. And these are the managers who constantly face crises.
The precursor of trust is feeling safe. Feeling safe with colleagues, with supervisors, with direct reports may manifest differently depending on the issues, but usually they touch upon our vulnerability. In order for innovation to occur, employees need to feel safe experimenting with ideas, even (especially?) ideas that are revealed to be “failures.” In combat, soldiers need to know they have each other’s backs. Even in the mundane family setting, we like to feel safe in that our families would accept us regardless of whether they understand us. So long as our mistakes are not colossally stupid – what John Cleese describes as, “spelling rabbit with three ‘M’s” – we shouldn’t be judged “incompetent” immediately upon making some mistakes.
Of course, I am speaking in general terms. I am sure there are volumes written on these topics.
I recently learned about this story: In a lunch concert with the Amsterdam Concertgebouworkest conducted by Riccardo Chailly, pianist Maria João Pires experienced a couple of minutes of “shock, denial, anger, depression, and finally acceptance.” (check out the “Performance Today” Facebook, June 28th, 2016…for some reasons, I couldn’t get the link work) Pires prepared for a Mozart piano concerto which turned out not to be what the orchestra started playing. Fortunately (if one could even use such a word), the concerto the orchestra was playing (#20 by Mozart) has a 2½ minute lead time before the piano kicks in. I can only imagine what Ms. Pires’ internal turmoil must have been like. She had a couple of whispered exchanges with the conductor during that lead time, to the effect, “This isn’t what I prepared for.” Conductor: “Yes, you can do it.” Ms. Pires even put her face in her hands a couple of times. Oh, the despair.
Yet…yet, when the time came for the entrance for the piano, Ms. Pires hit the first few notes tentatively, then seamlessly, and went on to finish the whole concert “beautifully,” as Fred Child related the story in a “Performance Today” episode.
When I watched the video (viral on YouTube), even knowing the happy ending of the story, my breaths were shallow and I felt the pounding of my heart. The closest scenario for my profession might be standing at the podium to begin a seminar when the first slide indicates a different topic. But that’s nowhere near the live-or-die career-facing moment that Ms. Pires went through.
While the drama was all shown in Ms. Pires’ body language, the subtle yet equally critical execution lay with the manager-leader, the conductor Chailly. The managerial decision was whether to go on with what the orchestra was playing, or, interrupt and address the “mistake.” If the latter, what then? Hope that the orchestra knows the piece for which Ms. Pires had practiced? The leadership decision by Chailly was to inspire Ms. Pires to go on with the concerto in progress, and to trust her repertoire and her talent. Should Ms. Pires have failed, Chailly would have worn egg on his face for quite some time.
An above-average manager makes “good” decisions of which the beneficial outcomes spread widely, internally as well as externally. And clearly, we can only judge the quality of the “outcomes” in hindsight. This is where management’s track record comes into play. That record is bound to show some mistakes here and there…but usually not of the colossal type (e.g. not spelling rabbit with three ‘M’s). An excellent manager works to so inspire people that during a crisis, and/or when a decision leads into an uncertain exercise, her people will have developed enough trust in her to rally behind her. Thus a good manager who can inspire his people becomes a trustworthy leader.
In light of yet another horrible, terrible, no good, and very bad week of killings, the eroding trust between law enforcement officers and citizens is laid bare for the world to witness. In such an atmosphere my musings on trust almost seem trite and pedestrian. However, in everyday organizational life, we must keep the lights on. So, perhaps, this is the period during which we should be even more attentive to keep sowing the seeds of trust.
May we all attain that peace of mind. Till next time,
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