Leadership Confidence: Why Executives’ Trust in Their Teams is Plummeting and How to Rebuild It

Leadership Confidence: Why Executives’ Trust in Their Teams is Plummeting and How to Rebuild It

“Trust no one.  Suspect everyone.”  Great advice if you’re an MI6 agent trying to uncover a spy at the height of the Cold War.  Not great advice if you’re a senior executive responsible for leading a team to deliver record results.  So, when a report titled “Leadership Confidence Falls to Three-Year Low” was published, I hoped it was clickbait.  So I clicked.

Things only got worse.

While two-thirds of CEOs believe that their teams role model the right culture and behaviors, work together effectively as a team, and effectively embrace change, everyone else disagrees.  Only about half the C-suite believes their teams work together well, are role models, and embrace change.  The lower in the organization you go, the lower those percentages get.

Why confidence is at an all-time low

In a word – change.  Neither humans nor financial markets like change, and that’s all we’ve experienced for the past four years.  “From the conflicts in Ukraine and the Middle East and their destabilizing effects on the world, to inflation, rising interest rates, and the launch of ChatGPT igniting massive interest in generative AI, the leadership landscape has been far from quiet. What’s more, nearly half of the world’s population is set to head to the polls for what many are calling a ‘super election year.’”

None of this is the executive team’s fault, but the relentless nature of depressing and destabilizing news wears everyone down.  As a result, people have less patience and empathy and are quicker to anger, judge, and blame others.  Senior execs are people, too.  And they’re taking their exhaustion out on the people they spend the most time with – their teams.

What you can do about it

If you have the power to stop the wars, improve the financial markets, quell GenAI fears, and ensure that democracy reigns, please use that power now. (Also, what have you been waiting for?)

If you do not have such powers, there is still something you can do: Build trust.

Researchers found that leaders of high-performing organizations are 8x more likely to feel that their teams practice and role model high levels of trust in all their interactions across the organization. But the teams won’t practice and role model trust if you don’t set the example through:

  1. Inclusive, transparent, and vulnerable communication – Most of us grew up in cultures where information is power, so it is hard to build a habit of sharing information with everyone on the team, especially if it isn’t good news. But if you want your people to work together as a team, you can’t create cliques or pick and choose the information you share.  There is no trust where there are Haves and Have Nots.
  2. Lead by listening and collaborating – In case you haven’t noticed, command and control styles of management don’t work anymore.  The people on your teams are experienced adults with good ideas.  Treat them like adults, value their experience, and listen to their ideas.  You’ll be pleasantly surprised by what you hear and earn.
  3. Be consistent – If one of the causes of the problem is change and you want to be part of the solution, do the opposite – be consistent.  Yes, things can change, but who you are, the values you role model, and how you treat people shouldn’t.  When things change (and they will), remember that decisions made with data should only be unmade with data.  Then, communicate those changes broadly, transparently, and honestly (see #1)

What will you do about it?

Rebuilding trust within your team isn’t a quick fix; it’s an ongoing process that requires commitment and consistency. By being transparent, authentic, and reliable, fostering open communication, and empowering your team, you can create a high-trust environment that drives success.

What steps are you taking to (re)build trust within your teams? Share your thoughts and let’s navigate this journey together. Remember, trust is the glue that holds your team together and propels your organization forward.

Why Adjacent Innovation is Your Key to Managing Risk and Accelerating Growth

Why Adjacent Innovation is Your Key to Managing Risk and Accelerating Growth

It’s not easy leading innovation.  Especially these days.  You need to do more with less.  Take risks while guaranteeing results.  Keep up with competition through incremental innovation and redefine the industry with radical and disruptive innovation.  It’s maddening.  Until you find the Goldilocks Zone of adjacent innovation.

Adjacent Innovation: From Middle Child to Just Right

As HBS Professor Regina E. Herzlinger and her co-authors point out in a recent HBR article, the US is in the midst of an innovation crisis. The cost of lost productivity, estimated at over $10 trillion between 2006 and 2018, is a stark reminder of the economic consequences of a lack of innovation. This figure, equivalent to $95,000 per US worker, should serve as a wake-up call to the importance of innovation in driving economic growth.

The authors identify the root cause of this loss as the ‘polarized approach companies take to innovation.’ While companies focus on incremental innovation, the safe and reliable oldest child of the innovation family, the VCs chase after radical, transformative innovations, the wild, charismatic, free-spirited youngest child.  Meanwhile, adjacent innovation – new offerings and business models fo existing customers or new customers for existing offerings and business models – is, like the middle child, too often overlooked.

It’s time to rediscover it.  In fact, it’s also time to embrace and pursue it as the most promising path back to growth.   While incremental innovation is safe and reliable, it’s also the equivalent of cold porridge. Radical or transformative innovation is sexy, but, like hot porridge, it’s more likely to scorch than sustain you. Adjacent innovation, however, is just right – daring enough to change the game and leapfrog the competition and safe enough to merit investment and generate short-term growth.

Proof in the Porridge: 4x the returns in ½ the time

Last year, I worked with an industrial goods company. Their products aren’t sexy, and their brands are far from household names, but they make the things that make America run and keep workers (and the public) safe. The pandemic’s supply chain disruptions battered their business, and their backlog ballooned from weeks to months and even years.  Yet amidst these challenges, they continued to look ahead, and what they saw was a $6M revenue cliff that had to be filled in three years and a product and innovation pipeline covered in dust and cobwebs.

From Day 1, we agreed to focus on adjacent innovation.  For four weeks, we brainstormed, interviewed customers, and analyzed their existing offerings and capabilities, ultimately developing three concepts – two new products for existing customers and one existing product repositioned to serve a new customer.  After eight more weeks of work, we had gathered enough data to reject one of the concepts and double down on the other two.  Three months later, the teams had developed business cases to support piloting two of the concepts.

It took 6 months to go from a blank piece of paper to pilot approval.

It took just another 12 months to record nearly $25M in new revenue.

Those results are more than “just right.”

Be Goldilocks. Pursue Adjacent Innovation

Every organization can pursue adjacent innovation.  In fact, most of the companies we consider amongst the world’s “Most Innovative” have that reputation because of adjacent innovation. 

How will you become your organization’s Innovation Goldilocks and use adjacent innovation to create “just right” growth?

What’s the Purpose?

What’s the Purpose?

Purpose.  Goal.  Mission.  You hear these words a lot this time of year.  Not because it’s the start of the annual business planning cycle but because it’s graduation season. 

Across the country, commencement speakers and wise family members espouse the importance of having a purpose to guide and sustain graduates as they set out on their next adventures.

All the talk of purpose can feel overwhelming, especially as you listen to graduates’ wide-eyed optimism about how they will change the world while stewing in an existential crisis that makes you wonder if you even have a purpose.

You do.

And part of that purpose is finding and creating purpose.

What is “Purpose?’

Purpose hasn’t reached buzzword status, but it’s close, so let’s start with a definition, or three, courtesy of The Britannica Dictionary:

  1. the reason why something is done or used: the aim or intention of something – The purpose of innovation is to create value
  2. the feeling of being determined to do or achieve something – The team worked with purpose
  3. the aim or goal of a person: what a person is trying to do, become, etc. – He knew from a young age that her sole purpose in life was to be an orthodontist

Three different definitions of purpose.  Three questions that it’s part of your purpose to ask.

“What’s THE purpose?”

Innovation is all about creating value.  Sometimes, to create value, you need to do new things.  Sometimes, you need to stop doing things.  It’s hard to tell the difference if you don’t ask.

That’s why innovative leaders are curious.  You aren’t afraid to ask, “What’s the purpose of this product/process/meeting/decision/(fill in the blank).”  You want to know “why something is done or used,” and they know that the best way to figure that out is by asking.

You ask this question at least once a day.  When you ask it, you’re genuinely curious about the answer.  After all, we’ve all experienced people and cultures that weaponize questions – “Johnny, is that where the scissors go?” or “Why did you think that was a good idea?” – and you reassure people that you’re asking a genuine question, even if they should know that by your tone.

“What’s OUR purpose?”

Innovation is hard.  You live in ambiguity and uncertainty.  You fail (learn) more often than you succeed.  You are told “No” and “Stop” more than “Yes,” “Keep going,” and “Thank You.”

Innovators are courageous.  You do the hard work of innovation because you are “determined to do or achieve something.” 

You also know that sustaining courage and purpose requires a team. 

You aren’t fooled by the myth of the lone genius. After all, Thomas Edison worked with as many as 200 people in his West Orange lab. Heck, even Steve Jobs needed Sir Jony Ive (and a few hundred other people) to bring his vision of “1,000 songs in your pocket” to life.

“What’s MY purpose?”

Innovation takes a long time.  Change happens gradually, then suddenly.  We chose to preserve what we have, rather than take a risk to get more.

Innovators are committed.  You are patient for change, steadfast in the face of resistance, and optimistic when others are afraid because of your “aim or goal…what [you are] trying to do, become, etc.” 

Even if you can’t articulate it in a grand statement or simple, pithy soundbite, you have a purpose.  As Viktor Frankl wrote, “Those who have a ‘why’ to live, can bear with almost any ‘how’.”

Three Purposes.  Three questions

Even if you lack the wide-eyed optimism of a new graduate and feel like you spend most days just muddling through life, because you are here, you have a purpose.  So tell me:

  1. When was the last time you were curious and asked, “What’s the purpose of (artifact of the status quo)?”
  2. When was the last time you were courageous and used your feeling of determination to inspire others to join your purpose, overcome obstacles, and get something done?
  3. When was the last time you had to dig deep, rediscover your purpose, and reinforce your commitment so that you could bear and overcome the “how?”
How to Create Value from Nothing

How to Create Value from Nothing

Doing nothing fuels creativity and innovation, but that fuel is wasted if you don’t put it to use. Idleness clears the mind, allowing fresh ideas to emerge, but those ideas must be acted upon to create value.

Why is doing something with that fuel so difficult?

Don’t blame the status quo.

The moment we get thrown back into the topsy-turvy, deadline-driven, politics-navigating, schedule-juggling humdrum of everyday life, we slide back into old habits and routines.  The status quo is a well-known foe, so it’s tempting to blame it for our lack of action. 

But it’s not stopping us from taking the first step.

We’re stopping ourselves.

Blame one (or more) of these.

Last week, I stumbled upon this image from the Near Future Laboratory, based on a theory from psychologist Mihaly Csikszentmihalyi’s book Flow:

There’s a lot going on here, but four things jumped out at me:

  • When we don’t have the skills needed to do something challenging, we feel anxiety
  • When we don’t feel challenged because our skills exceed the task, we feel boredom
  • When we don’t feel challenged and we don’t have the skills, we feel apathy
  • When we have the skills and feel challenged, we are in flow

Four different states.  Only one of them is positive.

I don’t love those odds.

Yet we live them every day.

Every day, in every activity and interaction, we dance in and through these stages.  Anxiety when given a new project and doubt that we have what it takes. Boredom when asked to explain something for the 82nd time to a new colleague and nostalgia for when people stayed in jobs longer or spent time figuring things out for themselves.  Sometimes, we get lucky and find ourselves in a Flow State, where our skills perfectly match the challenge, and we lose track of space and time as we explore and create. Sometimes, we are mired in apathy.

Round and round we go. 

The same is true when we have a creative or innovative idea. We have creative thoughts, but the challenge seems too great, so we get nervous, doubt our abilities, and never speak up. We have an innovative idea, but we don’t think management will understand, let alone approve it, so we keep it to ourselves.

Anxiety.  Boredom.  Apathy.

One (or more) of these tells you that your creative thoughts are crazy and your innovative ideas are wild.  They tell you that none of them are ready to be presented to your boss with a multi-million-dollar funding request.  In fact, none of them should be shared with anyone, lest they think you, not your idea, is crazy.

Then overcome them

I’m not going to tell you not to feel anxiety, boredom, or apathy. I feel all three of those every day.

I am telling you not to get stuck there.

Yes, all the things anxiety, boredom, and apathy tell you about your crazy thoughts and innovative ideas may be true. AND it may also be true that there’s a spark of genius in your crazy thoughts and truly disruptive thinking in your innovative ideas. But you won’t know if you don’t act:

  • When you feel anxious, ask a friend, mentor, or trusted colleague if the challenge is as big as it seems or if you have the skills to take it on.
  • When you feel bored, find a new challenge
  • When you feel apathetic, change everything

Your thoughts and ideas are valuable.  Without them, nothing changes, and nothing gets better.

You have the fuel.  Now, need to be brave.

We need you to act.