Building Trust

Recommended for:

Middle managers.

Collaborators with high potential.

New leaders.

About:

This program was designed for leaders of organizations seeking to develop a better version of their leadership, based on the trust generated by a leader in their environment.

 How will a leader achieve high trust environments?

Through the experiences lived in his professional and personal journey.

During this journey, the leader will discover the 14 vital conducts and skills he needs to generate high-trust environments.

Skills to be developed:

  • Report on important issues and changes.
  • Communicate expectations.
  • Be accessible.
  • Autonomy.
  • Care for and develop employees.
  • The importance of recognizing good work.
  • Involve employees in the changes that affect them.
  • See the collaborator as a person.
  • Compensate fairly.
  • No favoritism.

Week 1 - Making the decision.

Purpose:

Get the leaders of the organization reflect and become aware of two situations regarding their leadership style:

Accepting that they have windows of opportunity to improve and focusing on creating a high-trust environment.

Desiring to become the leaders the organization needs.

Week 2 to 6 - Learn, take action and make a habit of being a believable leader.

Purpose:

Develop or improve conducts impacting the perception of members in their work team about:

  1. The way they communicate.

When and what to communicate?

Conveying information in a positive, inspiring, timely and useful way for their team.

  1. The importance of being accessible.

Understand that listening works both ways. The team is listened to by the collaborators and these, in turn, listen to their leader.

  1. The ability to articulate and communicate their vision.

Learn how leader see their future, focus, plan and manage their team’s efforts. Have at all times the number and quality of people that the work requires, apart from distributing and managing them efficiently.

  1. Give autonomy.

Trust in the talents and creativity of their collaborators to unleash the potential of their work team.

Week 7 to 11 - Learn, take action and make a habit of being a respectful leader.

Purpose:

Develop or improve conducts impacting the perception of members in their work team about respect, which not only involves the need to treat their employees well, but also includes four more expectations:

  1. The interest in their professional development is not only about considering the employee for what is useful today, but also about preparing them for the future.
  1. The ability to recognize a good job, being aware that the need is there, because employees appreciate the time invested.
  1. The sensitivity to see the human being behind each member of their team, support the employees’ efforts to strike a balance between their work life and their other priorities. Explain to the employee what the organization and the leader need from them, in terms of time and effort, and have the ability to resolve any conflict.
  1. Promote an appetite for making mistakes and how to tolerate them. Take them as part of working life is the common denominator in the culture of the most admired and winning companies of our time.

Week 12 to 14 - Learn, take action and make a habit of being an impartial leader.

Objective

Develop or improve conducts impacting the perception of members in their work team about:

  1. Being impartial and giving each one what they deserve based on their merits, regardless of affinities or sympathies.
  1. Conversations with employees about satisfaction with their compensation. In the event of dissatisfaction, work will be done on both perception and hard market data and the financial possibilities of the organization.
  1. Having favorites can become a necessary management strategy. The art is to be able to do it and have it work as an incentive.

Contact us

Copyright © 2020 Youleader. All rights reserved