T he best organisations understand the link between trust and performance, particularly as it relates to resolving complexity, including the tension between achievement of short-term goals while investing in an unknown, unknowable and uncertain future.
They make better decisions. Without trust, they lose focus, become distracted and demotivated.
Trust is hard to gain and easily broken. It is complicated and fragile. It can be hard going, and whilst it is difficult to measure, leaders know when they’ve got it, and when it has been lost or damaged.
While most leaders understand the importance of trust, it is most often seen as a by-product of other organisational activities and functions.
It is our view that rather than leave it to chance, trust must be considered an imperative for sustainable performance excellence. Simply, organisations set themselves a clear and unambiguous objective to be good at trust.
To build trust, leaders connect personal meaning to a higher purpose to create belief and a sense of direction. In sporting terms, the players play for something greater than themselves.
Above all, success in business requires two things: a winning competitive strategy, and superb organisational execution. Distrust is the enemy of both.Stephen M.R. Covey - Speed of Trust
T o be good at trust, not unlike great sporting teams, organisations require both an offensive and defensive game plan. They need to proactively develop the beliefs and behaviours that promote trust, but also protect against the opponents of trust, both big and small, for trust can take years to build and be lost in a moment.
The Lambeau approach has been developed from established team based frameworks from the complex and competitive environment of elite sport, in combination with psychological and coaching models that focus on behavioural change and transformation.
CODE is the ‘sweet-spot’ that matches aspiration with capability.
It avoids over-promising or under-delivery, states that can be very damaging when seeking to grow trust, particularly when operating with high expectations, both internal and external.
It focuses on three levels of trust:
- Strategic Trust: The trust in the clarity and commitment to purpose as well as the development and execution of an aligned strategy.
- Organisational Trust: The design, consistency and fairness of systems and processes aligned to purpose and strategy.
- Personal Trust – Development of teamwork, in particular the modelling of agreed behaviours by leaders and empowering of employees.
The last of the human freedoms – to choose one’s attitude in any given set of circumstances, to choose one’s own wayViktor E. Frankl
The catalyst for Lambeau’s involvement generally stems from:
- Redefinition of organisational purpose or strategy in response to competitive or environmental change
- New or renewed leadership with different focus and expectations
- The judgment of leaders that behavioural (or cultural) change is needed, most often in response to an unexpected situation or crisis (including the breakdown of trust), or to align with a new direction.
We work with organisational leaders, in particular Boards, CEO’s and Senior Management Teams to design programs that focus on building and sustaining organisational trust through:
- Board Design
- Leadership Development
- Development and Alignment of Strategy and Purpose
- Team Effectiveness
The Lambeau approach, whilst utilising strategic and decisional frameworks, respects the uniqueness of different organisations and teams, particularly current context, capability and structure, as well as future aspirations.
Vision without action is a daydream. Action without vision is a nightmare.Japanese Proverb
Cameron Schwab is an experienced CEO, leadership coach and organisational specialist. He works with Boards, CEOs and executive teams, as well as coaches and coaching teams, to build leadership capability, particularly as it relates to organisational performance and transformation.
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