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From Fear to Trust

Everyone wants joy and happiness, but few realize that mental, physical and emotional well-being are the foundation to them all.

Each of us has the power to make choices to be our most joyful, loving and creative selves. So what holds us back from making positive choices to realize our full potential?
Our fears.
Fears of not having enough. Fears of not being loved enough. Or fears of not being good enough.

As leaders in our fast changing world, we need the skills to be able to face our fears, learn and adapt to change, constantly. The most successful individuals and companies are the ones who are able to adapt to change quickly.What prevents learning and growth are our fears. The biggest one is the overriding need for safety and security.

Here is some wisdom from Abraham Maslow:
“… Growth forward is made possible by the feeling of being safe, operating out into the unknown from a safe home port, of daring because retreat is possible… Assured safety permits higher needs and impulses to emerge and to grow towards mastery… In the choice between giving up safety or giving up growth, safety will win out.”
What Maslow is saying is fear holds us back, and trust enables us to grow.
Whenever we encounter a new situation, we need to have the confidence and trust in our abilities and our organization, to cope with the challenges and support us. It takes courage to grow, and trust in our environment to overcome the fears we may be feeling.
  • What factors in your environment are helping you build the confidence needed for a growth mind-set?
  • How are you enabling your people to embrace change with confidence in their abilities?
  • What is leadership doing to build a safe and secure workplace that will support you if you fail?
Having a growth mind-set enables us to learn and adapt to change. It must be supported by the right workplace culture and leadership. A workplace culture that encourages creativity and failure. This is because innovation entails trial and error. With a leadership style that builds trust and trustworthiness, that values you and your abilities.
Here is a team building tool to help you build greater awareness for the issues surround trust on your team. The Trust Matrix (Graphic 5.3) and Trust Matrix worksheet (Worksheet 12-1) or pages 83 and 222 from my book, Conscious Culture.
How can you overcome your fears?
• Have confidence in your abilities.
• Have the courage to know you are safe and secure
• Trust yourself and others (this can be a biggie!)Using the Trust Matrix Worksheet as a team building process empowers teams members to move from fear to trust.  It creates a safe environment for dialogue where individuals can share the  team’s strengths, and those areas where improvements can be made.Joy and happiness are your birth-right. We mustn’t let our fears hold us back from experiencing the best this life has to offer.
Much love from Singapore
Joanna

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To learn how well aligned you are with your workplace culture and what is impact performance, contact us for an Individual Values Assessment

To learn how to map, measure and manage the culture of your team or organization with our Culture Value Assessment for Teams and Organizations.

Leadership Speaker Joanna Barclay (2)Leadership Speaker Joanna Barclay (2)Leadership Speaker Joanna Barclay (2)Contact Us Joanna BarclayJoanna Barclay, Global Speaker, Published Author, Certified Professional Facilitator, and Leadership Consultant building high performing values-driven organizational culture.

With 30 years in business transformation working with organizations, Joanna’s passion lies in working with leaders, facilitating active participation in organizational change, developing resourceful teams and aligning strategic objectives. Her goal is to help organizations become high performing and values-driven, where people take ownership, build commitment and bridge communication gaps. As CEO of the Culture Leadership Group, she ensures successful transformation from concept through to implementation.

What Makes a Great Merger Like a Great Relationship

What Makes a Great Merger Like a Great Relationship?

This headline grabs your attention doesn’t it? How many of us have a relationship in their lives that is going south, tearing lives apart? The divorce rate in America is around 50% and the failure rate of mergers and acquisitions is also very high, around 70%. With statistics like this I thought it might be helpful to focus on what I know from experience, makes a great relationship with friends and family, and a great merger and acquisition.

A focus on values and behaviour.

Why values and behaviours? The fastest way to ruin a good relationship is to ignore the values of the other person. Step-on or ignore the values of someone and watch how quickly this will create conflict and cause them to disengage from the relationship, or leave an organization.

The fastest way to build a great relationship is to recognize and behave in a way the supports and acknowledges the values of the other person. This is true in personal one-on-one relationships and in organizations. When you have an alignment in values there is a sense of shared purpose, or togetherness, creating a feeling of belongingness, and internal cohesion. Having this sense of connectedness is the basis for developing trust in a relationship.

The #1 value I hear from leaders who are building a high performing workplace culture is the desire for greater trust among the leaders and staff. But how can you build trust if you don’t have shared values?

So wouldn’t it pay huge dividends to include a Cultural Values Assessment in the merger and acquisition process? So much time and money is spent on due diligence, checking all the financial records, however, very little time is ever spent on assessing the workplace cultures of both organizations to find out where there is alignment and misalignment of values. This process would highlight the areas of difference, raise awareness for where the potential difficulties will lie, so you can go into the merger process with more insight and better preparation.

Much like the time and effort that goes into a marriage proposal. Don’t both parties think about the values they have in common that will support the relationship in the long run? Certainly.

I think great relationships have a lot to share with CEOs who are planning a merger and acquisition. Being prepared and knowing the values and potentially limiting values and behaviours makes good business sense.

Be sure to visit our Resource Center for valuable leadership development resources

Our Elearning Seminar – Building Your High Performing Workplace.

To learn how well aligned you are with the culture in your organization contact us for an Individual Values Assessment

To learn how to map, measure and manage the culture of your team or organization with our Culture Value Assessment for Teams and Organizations.

Contact Us Joanna Barclay Joanna Barclay, Speaker, Author, Leadership Consultant building high performing values-driven organizational culture.

With 30 years in business transformation working with organizations, Joanna’s passion lies in working with leaders, facilitating active participation in organizational change, developing resourceful teams and aligning strategic objectives. Her goal is to help organizations become high performing and values-driven, where people are engaged, take ownership, build commitment and bridge communication gaps. As CEO of the Culture Leadership Group, she ensures successful transformation from concept through to implementation.

Critical leadership team element – trust and internal cohesion

A critical element in building cohesion is having a culture trust.
I’ve been working with several organizations lately who are in the process of transformation and trust is has been named as a big hurdle for senior leadership teams to address.

What does it take to build a culture of trust?

There are twelve basic conditions that must be met to build a climate of trust. Teams must master all these components to create a high performing team and a high performing organization.

Intent

Caring: To look out for the well-being of the organization and all its employees.
Transparency: To be clear about the motivations that lie behind all decision-making.
Openness: To be accepting and receptive to the ideas and opinions of all employees.

Integrity

Honesty: To be truthful and frank in all interpersonal communications.
Fairness: To act without bias, discrimination or injustice towards all employees.
Authenticity: To be consistent and sincere in thought, word and action at all times

Capability

Skills: To accomplish professional tasks with ease, speed and proficiency.
Knowledge: To be very familiar and conversant in a specific topic or professional subject matter.
Experience: To accumulate practical knowledge through personal observation.

Results

Reputation: To be held in favorable esteem by bosses, peers and subordinates.
Credibility: To consistently articulate ideas in a convincing and believable manner.
Performance: To discharge personal responsibilities with accomplishment and excellence.

Internal cohesion should begin with the leadership team. If the leadership team is out of alignment with each other, the whole
organization will be at odds with itself, and cultural entropy will be high.

We have found that the biggest single success factor in building a high performance organization is creating a cohesive leadership team. We have also found this to be the factor that organizations struggle with the most.

Be sure to visit our Resource Center for valuable leadership development resources

Our E-learning Seminar – Building Your High Performing Workplace.

To find out what your personal values are that empower you to higher performance and productivity, take a Free Personal Values Assessment.

To learn how well aligned you are with the culture in your organization contact us for an – Individual Values Assessment

To learn how to map, measure and manage the culture of your team or organization with our Culture Value Assessment for Teams and Organizations.

Leadership Speaker Joanna Barclay (2)Leadership Speaker Joanna Barclay (2)Leadership Speaker Joanna Barclay (2)Contact Us Joanna BarclayJoanna Barclay, Speaker, Author, Leadership Consultant building high performing values-driven organizational culture.

With 30 years in business transformation working with organizations, Joanna’s passion lies in working with leaders, facilitating active participation in organizational change, developing resourceful teams and aligning strategic objectives. Her goal is to help organizations become high performing and values-driven, where people take ownership, build commitment and bridge communication gaps. As CEO of the Culture Leadership Group, she ensures successful transformation from concept through to implementation.