Category: engagement

So many years ago there was this great blog, Weknowmore.org run by Antoon van het Erve and Johan Lammers. (Hey, both of you are also KM4Dev members. Johan, here is your KM4Dev bio! Remember this post?). The post is now digital dust. I had copied it back in 2009 with the intention of blogging about it. I could not find the particular post on the Wayback Internet Archive, but I was able to find one page for a screen grab.

The post was titled: “Ten ways how leadership can influence and promote interpersonal trust in knowledge management behavior and processes.” 

As I read them, they resonated with the 10 leadership principles that emerged from Liberating Structures. They are not the same, but they are related. Take a look and see if there is something resonant and useful for you. I’ve put a few notes in bold dark red.

From WeKnowMore.org

Trustworthy Behaviors

1. Act with discretion Keeping a secret means not exposing another person’s vulnerability; thus, divulging a confidence makes a person seem malevolent and/or unprofessional.

• Be clear about what information you are expected to keep confidential.
• Don’t reveal information you have said you would not . . . and hold others accountable for this.

In the digital era, this becomes a gnarly intersection with both transparency, and organizational policies and practices. Secrets are rare things these days. 

2. Be consistent between word and deed When people do not say one thing and do another, they are perceived as both caring about others (i.e., they do not mislead) and as being competent enough to follow through.

• Be clear about what you have committed to do, so there is no misunderstanding.
• Set realistic expectations when committing to do something, and then deliver.

In complex, uncertain times, there is the layer of working with uncertainty and ambiguity when setting expectations!

3. Ensure frequent and rich communication Frequent, close interactions typically lead to positive feelings of caring about each other and better understandings of each other’s expertise.

• Make interactions meaningful and memorable.
• Consider having some face-to-face (or at least telephone) contact.
• Develop close relationships.

In our remote/hybrid/F2F continuum, we have to reexamine these practices. What worked in the “good old days” pre-pandemic may no longer be relevant. This is a place for creative destruction not only for communications practices, but understanding the value of them – not just doing them because we always did them!

4. Engage in collaborative communication People are more willing to trust someone who shows a willingness to listen and share; i.e., to get involved and talk things through. In contrast, people are wary of someone who seems closed and will only answer clear-cut questions or discuss complete solutions.

• Avoid being overly critical or judgmental of ideas still in their infancy.
• Don’t always demand complete solutions from people trying to solve a problem.
• Be willing to work with people to improve jointly on their partially formed ideas.

Ditto to #3!

5. Ensure that decisions are fair and transparent People take their cues from the larger environment. As a result, there is a “trickle down” effect for trust, where the way management treats people leads to a situation where employees treat one another similarly. Thus, fair and transparent decisions on personnel matters translate into a more trusting environment among everyone.

• Make sure that people know how and why personnel rules are applied and that the rules are applied equally.
• Make promotion and rewards criteria clear-cut, so people don’t waste time developing a hidden agenda (or trying to decode everyone else’s).

See #1. I also think we have to rethink the value and application of rules, heuristics and practices in complex contexts where rules are not useful!

Organizational Factors

6. Establish and ensure shared vision and language People who have similar goals and who think alike find it easier to form a closer bond and to understand one another’s communications and expertise.

• Set common goals early on.
• Look for opportunities to create common terminology and ways of thinking.
• Be on the lookout for misunderstandings due to differences in jargon or thought processes.

Reframe to purpose, which can be tracked or measured, even if the indicators are less-than-perfect. The rest is still spot on. But “vision” is too vague these days.  It leads to the very misunderstandings noted above.

7. Hold people accountable for trust To make trustworthy behavior become “how we do things here,” managers need to measure and reward it. Even if the measures are subjective, evaluating people’s trustworthiness sends a strong signal to everyone that trust is critical.

• Explicitly include measures of trustworthiness in performance evaluations.
• Resist the urge to reward high performers who are not trustworthy.
• Keep publicizing key values such as trust-highlighting both rewarded good examples and punished violations-in multiple forums.

What is the line or continuum of measuring trust and measuring performance, progress, etc.?  How do we succeed in lower trust environments while trust is forming or absent but we still work together. This gets to the nubbins of trust itself and how essential it is. I think this is super context dependent. But I’ll save that for another day. This is getting LONG!

Relational Factors

8. Create personal connections. When two people share information about their personal lives, especially about similarities, then a stronger bond and greater trust develop. Non-work connections make a person seem more “real” and human, and thus more trustworthy.

• Create a “human connection” with someone based on non-work things you have in common.
• Maintain a quality connection when you do occasionally run into acquaintances, including discussing non-work topics.
• Don’t divulge personal information shared in confidence.

Still resonates with my “if we get to know each other, even a little bit, we are less likely to shoot each other…

9. Give away something of value Giving trust and good faith to someone makes that person want to be trusting, loyal, and generous in return.

• When appropriate, take risks in sharing your expertise with people.
• Be willing to offer others your personal network of contacts when appropriate.

Love this one. The most.

Individual Factors

10. Disclose your expertise and limitations Being candid about your limitations gives people confidence that they can trust what you say are your strengths. If you claim to know everything, then no one is sure when to believe you.

• Make clear both what you do and don’t know.
• Admit it when you don’t know something rather than posture to avoid embarrassment.
• Defer to people who know more than you do about a topic.

Well, maybe I love THIS one the most. 🙂

Liberating Structures Principles

As I revisited the principles and cross checked them to the things above, my sense was the principles support the practices noted above. Your thoughts? The comments are OPEN!

1. Include and Unleash Everyone

2. Practice Deep Respect for People and Local Solutions

3. Build Trust As You Go

4. Learn by Failing Forward

5. Practice Self-Discovery Within a Group

6. Amplify Freedom AND Responsibility

7. Emphasize Possibilities: Believe Before You See

8. Invite Creative Destruction To Enable Innovation

9. Engage In Seriously-Playful Curiosity

10. Never Start Without Clear Purpose