Dr. Stephan Timmermann’s Post

Leading with Truth: Embracing ‘I Don’t Know’ Early in my leadership journey, I received some of the worst advice I’ve ever gotten: “If you don’t know an answer, lie. Say you do and then go find out.” I had just started in my role at a new organization, and my new boss, a senior leader who I reported to, was trying to mentor me. Or at least share what she thought was sage advice based on how she successfully got to her position. Let me share that advice again… “When you’re in a room with other leaders, you don’t want them to think you don’t know something. It looks bad. The best thing you can do is lie and then find out what you need to know after the meeting.” I was new and keen to fit in, so I nodded. I thought, “If that’s how it works here, maybe I should do the same.” Looking back, I realize how many leaders are led astray by modeling bad behaviour. How often do we perpetuate poor leadership simply because that’s what we're shown? Leadership is about more than having all the answers. It’s about building trust, fostering connections, and creating a culture of transparency. If admitting we don’t know something is seen as a weakness, that’s a red flag about the organization’s culture. Here’s a better approach: 1. Acknowledge and Commit to Finding the Answer - Admit when you don’t have the answer. It’s an opportunity to show accountability. Try, “Great question. Let me look into it and get back to you by [specific time frame].” This demonstrates honesty, respect, and commitment. It’s better to be upfront than risk damaging your credibility with a lie. 2. Leverage Your Resources and Network - After acknowledging you don’t know, take action. Tap into your resources—whether that’s quick research, consulting reports, or reaching out to colleagues. The key here is follow-through. Doing what you said you would reinforces that you’re reliable. 3. Provide Progress Updates - Ideally, you’ll have the answer by the promised time. But if more time is needed, keep the person informed. Updates like, “I’m still looking into your question. I’ve reached out to a few experts and am waiting on a response,” show their question matters and that you’re treating it with priority. Note: always nice to name-drop one of those experts if you think it'll help. Don’t underestimate the impact of saying, “I don’t know.” It’s a powerful statement that builds credibility and creates space for others to be honest, too. By embracing “I don’t know” and committing to finding the right answers, we model leadership that fosters trust, respect, and a healthier culture. So let’s make it clear: Don’t lie. Instead, be the leader others can trust. That’s leadership worth following. (from the latest Relationships at Work podcast mini-episode)

Penned a very important Leadership Lesson as a people manager- FEAR vs RESPECT In today’s workplace, we encounter various leadership styles—Autocratic, Transformational, Democratic, Transactional, Bureaucratic, and more. At the heart of effective leadership, however, are core qualities like integrity, self-awareness, courage, respect, compassion, and resilience. But here’s a crucial question: How are your team members following you? Are they working with "fear", or are they working with "respect"? In an age where many aspire to be people managers, it’s important to remember that leadership isn’t a privilege—it’s a responsibility that requires genuine commitment from those who align with you. Why Leading Through Fear Never Works Fear in the workplace is more common than we often realize. While it may not always be visible, it can quietly undermine an organization, spreading like a virus. When employees are driven by fear, they follow instructions not out of trust or respect, but because they fear for their jobs. On the flip side, leadership grounded in respect fosters a healthier, more productive environment. This isn’t something you need to wait for a “leadership course” to implement—it’s a shift you can begin making right now. Fear Disempowers. Respect Empowers. - Fear stifles communication and kills creativity.   - Respect fosters open dialogue and sparks innovation. - Fear hides behind a mask.   - Respect is genuine and authentic. Fear-based leadership isn’t leadership at all—it’s control. It’s about asserting power over others, giving orders, and viewing people as tools for your own agenda. True leaders don’t seek validation through intimidation or threats. Instead, they lead by example, inspire with passion and purpose, and empower those around them. A small change in leadership style can create a profound shift in your team's engagement, creativity, and performance. May the force of respected leadership be with you.

I argue for the moral necessity of leaderless organizations. This position rests on two supporting arguments. One, leader-based organizations inevitably create unethical relationships between leaders and followers. Two, leaderless organizations are an ethical and effective alternative to leader-based organizations. A leaderless organizations is one without permanent and professional leader and manager positions and the presence of a peer-based management system, where the language of “leader” (or manager) and “follower” is replaced by the language of councils, rotational stewardship positions, and mentors (The Myth of Leadership: Creating Leaderless Organizations. Nielsen 2004). The governing principles of a leaderless organization are the ethical imperatives that no one should be denied the opportunity to participate in the decision-making affecting their own lives and that each person possesses the equal privilege to speak, and each person shares an equal and reciprocal obligation to listen. Respect for our basic human dignity and autonomy requires nothing less. Here are a couple of objections people have made to my position, with responses. Aren’t you exaggerating, or overestimating, the ability of the vast majority of people? I believe in our common human capacity for goodness. I believe that each of us possesses remarkable talents to contribute towards the success of our organizations, and we are naturally motivated to use our talents for something larger than ourselves. Leader-based organizations prohibit many from making genuine contribution. I am not saying we are all equal - there is great diversity. As Thomas Aquinas said, “Diversity manifests the perfection of the universe.” What I am saying is that we have historically organized ourselves in rank-based ways that privilege the few over the majority. So, many never have the opportunity to fully develop their skills and abilities, but live less than meaningful and satisfying organizational lives. Aren’t there examples of good leaders? Of course, my position is not an indictment of the individuals who hold leadership positions. This is to show how the context of rank-based management has inhumane and nefarious effects on rank-based leaders and followers alike. As Robert Greenleaf and Vaclav Havel have pointed out, the burdens and privileges of rank-based leadership positions have isolating and corrupting influences on the well-being and happiness of the leaders themselves. In my book, I discuss what I call the “catch-22 of rank-based management,” where I try and show the negative effects on the leaders caught in the myth of leadership. Ultimately, however, the argument is that a peer-based organization will be strategically more competitive and successful than its rank-based counterparts will be. In the future good rank-based leaders will be even more effective as good mentors and coaches to the peer councils in their organizations.  

𝗖𝗼𝗻𝘀𝗶𝘀𝘁𝗲𝗻𝗰𝘆 𝗶𝗻 𝗖𝗵𝗮𝗿𝗮𝗰𝘁𝗲𝗿: 𝗧𝗵𝗲 𝗖𝗼𝗿𝗲 𝗼𝗳 𝗮 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗟𝗲𝗴𝗮𝗰𝘆 Imagine this: You’re part of a team with a leader who’s unpredictable. One day, they’re inspiring and supportive; the next, they’re distant and reactive. How does that affect trust? Collaboration? Growth? Now flip the script. Think of a leader whose actions, words, and decisions remain consistent, regardless of the circumstances. Feels different, doesn’t it? Here’s the catch: 𝗖𝗼𝗻𝘀𝗶𝘀𝘁𝗲𝗻𝗰𝘆 𝗶𝘀𝗻’𝘁 𝗳𝗹𝗮𝘀𝗵𝘆. 𝗜𝘁 𝗱𝗼𝗲𝘀𝗻’𝘁 𝗴𝗿𝗮𝗯 𝗮𝘁𝘁𝗲𝗻𝘁𝗶𝗼𝗻 𝗶𝗻 𝘁𝗵𝗲 𝘀𝗵𝗼𝗿𝘁 𝘁𝗲𝗿𝗺, 𝗯𝘂𝘁 𝗼𝘃𝗲𝗿 𝘁𝗶𝗺𝗲, 𝗶𝘁 𝗯𝘂𝗶𝗹𝗱𝘀 𝘁𝗵𝗲 𝗳𝗼𝘂𝗻𝗱𝗮𝘁𝗶𝗼𝗻 𝗳𝗼𝗿 𝘁𝗿𝘂𝘀𝘁, 𝗿𝗲𝘀𝗽𝗲𝗰𝘁, 𝗮𝗻𝗱 𝗮 𝗹𝗲𝗴𝗮𝗰𝘆 𝘁𝗵𝗮𝘁 𝗲𝗻𝗱𝘂𝗿𝗲𝘀. 🔑 𝙎𝙖𝙞’𝙨 𝙇𝙚𝙖𝙙𝙚𝙧𝙨𝙝𝙞𝙥 Sai Baba’s life, as captured in the 𝑆𝑎𝑖 𝑆𝑎𝑡𝑐ℎ𝑎𝑟𝑖𝑡𝑎, is a masterclass in consistent character. Baba’s demeanor—steady, calm, and rooted in principles—never wavered. Whether dealing with wealthy patrons or humble villagers, his words and actions were grounded in fairness, compassion, and authenticity. This consistency wasn’t just comforting; it was transformative. People turned to Sai not because he promised miracles, but because they trusted his unwavering nature. 🔑 𝗪𝗵𝘆 𝗖𝗼𝗻𝘀𝗶𝘀𝘁𝗲𝗻𝗰𝘆 𝗠𝗮𝘁𝘁𝗲𝗿𝘀 𝗶𝗻 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 In today’s dynamic environments, leadership is often tested by uncertainty and pressure. The instinct to adapt—sometimes drastically—can be tempting. But here’s the truth: 𝗪𝗵𝗲𝗻 𝘆𝗼𝘂𝗿 𝘁𝗲𝗮𝗺 𝘀𝗲𝗲𝘀 𝗰𝗼𝗻𝘀𝗶𝘀𝘁𝗲𝗻𝗰𝘆 𝗶𝗻 𝘆𝗼𝘂𝗿 𝗰𝗵𝗮𝗿𝗮𝗰𝘁𝗲𝗿, 𝘁𝗵𝗲𝘆 𝗴𝗮𝗶𝗻 𝗰𝗹𝗮𝗿𝗶𝘁𝘆 𝗮𝗻𝗱 𝗰𝗼𝗻𝗳𝗶𝗱𝗲𝗻𝗰𝗲. - 𝗧𝗿𝘂𝘀𝘁 𝗴𝗿𝗼𝘄𝘀. People know what to expect and rely on your fairness. - 𝗖𝘂𝗹𝘁𝘂𝗿𝗲 𝘀𝘁𝗿𝗲𝗻𝗴𝘁𝗵𝗲𝗻𝘀. Core values don’t get lost in chaos. - 𝗖𝗿𝗲𝗱𝗶𝗯𝗶𝗹𝗶𝘁𝘆 𝘀𝗼𝗮𝗿𝘀. Your words and actions align, reinforcing your integrity. 🔑 𝗧𝗵𝗲 𝗥𝗶𝘀𝗸 𝗼𝗳 𝗜𝗻𝗰𝗼𝗻𝘀𝗶𝘀𝘁𝗲𝗻𝗰𝘆 On the flip side, inconsistency erodes trust. A leader whose reactions vary with the situation leaves their team guessing—and second-guessing. Over time, this unpredictability creates instability, draining morale and productivity. The takeaway? Consistency in character isn’t just a nice-to-have; it’s the foundation of long-term leadership success. 🔑 𝗕𝘂𝗶𝗹𝗱𝗶𝗻𝗴 𝗖𝗼𝗻𝘀𝗶𝘀𝘁𝗲𝗻𝗰𝘆 𝗶𝗻 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 Here’s how to start: 1️⃣ Identify your core values. What principles define your leadership? 2️⃣ Live those values daily. Align your actions, words, and decisions. 3️⃣ Stay steady under pressure. Your team will look to you most when things are tough. Leadership isn’t about perfection—it’s about being reliable. As Sai showed, consistency isn’t just a trait; it’s a legacy. 𝑊ℎ𝑎𝑡’𝑠 𝑜𝑛𝑒 𝑎𝑟𝑒𝑎 𝑤ℎ𝑒𝑟𝑒 𝑦𝑜𝑢 𝑐𝑎𝑛 𝑏𝑟𝑖𝑛𝑔 𝑚𝑜𝑟𝑒 𝑐𝑜𝑛𝑠𝑖𝑠𝑡𝑒𝑛𝑐𝑦 𝑡𝑜 𝑦𝑜𝑢𝑟 𝑙𝑒𝑎𝑑𝑒𝑟𝑠ℎ𝑖𝑝? #consciousleadership #leadhership

T𝐫u𝐞 𝐋e𝐚d𝐞r𝐬 𝐀r𝐞 𝐌e𝐧t𝐨r𝐬, N𝐨t S𝐜o𝐥d𝐞r𝐬 True leaders understand the delicate dance of authority and respect. While accountability is paramount, public rebukes of managers in front of their subordinates are not merely ineffective but detrimental to the entire team dynamic. This is because leadership transcends mere titles; it's about fostering an environment where trust and respect flow freely, upwards and downwards. Imagine, if you will, a towering oak. Its strength lies not just in its visible trunk, but in the intricate network of roots hidden beneath the soil. Similarly, a manager's effectiveness stems not only from their individual performance but also from the respect they command from their team. Publicly chastising a manager weakens these vital roots, eroding the very foundation upon which their authority rests. Instead, wise leaders choose the path of constructive guidance. They recognize that everyone, even managers, are fallible. They see mistakes not as opportunities for public humiliation, but as stepping stones for growth and development. They offer wisdom, not condemnation, illuminating the path with patient support and encouragement. Think of it this way: Imagine a surgeon honing their craft. Would they benefit more from being ridiculed in front of their peers for a misstep, or from receiving private, targeted feedback that helps them improve? The answer is clear. The same applies to leadership. Public rebukes wound, while private, constructive criticism heals and strengthens. Furthermore, consider the impact on the subordinates witnessing such a display. Their trust in their manager, once a cornerstone of their motivation and engagement, crumbles. Confusion replaces clarity, and a culture of fear takes root. This, in turn, stifles creativity, hinders collaboration, and ultimately, undermines the very goals the leader is trying to achieve. Therefore, let us remember that leadership is not about wielding authority like a bludgeon, but about wielding wisdom like a torch. It is about creating a space where mistakes are seen not as failures, but as opportunities for learning and growth. By nurturing respect and trust, leaders empower their managers, and ultimately, their entire teams, to reach their full potential. So let us shed the light of understanding, not the fire of public reprimand, and watch as our teams flourish under the warmth of true leadership. 𝐌𝐚𝐣𝐨𝐫 (𝐑𝐭𝐝) 𝐌𝐨𝐡𝐚𝐦𝐞𝐝 𝐌𝐨𝐫𝐨𝐰𝐚 𝐌𝐁𝐀, 𝐁𝐒𝐜 𝐂𝐨𝐦𝐩 𝐒𝐜𝐢𝐞𝐧𝐜𝐞, 𝐂𝐒𝐌𝐏®, 𝐌.𝐈𝐒𝐌𝐈.

15 Takeaways from Marshall Goldsmith book “What Got you there, Won't get you there”. Marshall Goldsmith's book "What Got You Here Won't Get You There" is a widely acclaimed guide that helps successful people understand what behaviours might be holding them back from achieving even more success in their careers. Here are fifteen key takeaways: 1. Halt the Habit of Winning Too Much: The need to win in all situations can be detrimental, especially when the outcome is trivial. 2. Avoid Adding Too Much Value: When leaders always add their two cents, it can diminish the contributions of others and stifle creativity. 3. Stop Passing Judgment: Quick judgments can shut down productive communication and innovation. 4. Eliminate Negative Comments: Negative remarks can demoralise team members and create a toxic environment. 5. Don't Start with "No," "But," or "However": These words signal dismissal of the previous speaker’s comments and stop positive dialogue. 6. Stop Telling the World How Smart You Are: This can be seen as boasting and can undermine your colleagues’ respect and trust. 7. Speak Less: This allows others the space to contribute and lead, fostering a more collaborative environment. 8. Let Go of the Past: Leaders need to embrace change and be willing to adapt their successful past strategies to new contexts. 9. Forget About Winning Over People Who Don't Like You: Focus on enhancing and leveraging relationships with those who support you. 10. Listen with Respect: Truly listening to others without interrupting or crafting a response while they are speaking shows respect and allows for better understanding. 11. Stop Making Excuses: Owning up to mistakes instead of deflecting blame keeps you accountable and trustworthy. 12. Say "Thank You": Regular expressions of gratitude can lead to a more motivated and committed team. 13. Apologise Effectively: A sincere apology can repair broken relationships and demonstrate humility. 14. Give Others the Credit: Generously acknowledging the contributions of others enhances their loyalty and engagement. 15. Take Responsibility for Your Actions: This encourages a culture of accountability and example-setting from the top. Each of these points can serve as a reflective lens for examining one's own leadership style and potential areas for improvement. Whether you're an established leader or aspiring to lead, considering how these behaviours might be influencing your progression can be very insightful. You could discuss how adopting these behaviours might impact your professional relationships and effectiveness or consider how the absence of these behaviours has affected team dynamics in the past.

🌟Embracing Integrity in Leadership: A Path to Authenticity and Trust🌟 In the realm of leadership, #integrity stands as a cornerstone of effective management and team dynamics. It is not merely a buzzword; it embodies the principles of honesty, transparency, and ethical behavior that guide our actions and decisions. As leaders, we must reflect on what integrity truly means and why it is essential for fostering a thriving culture. At its core, integrity refers to the alignment of our values, beliefs, and actions. It means doing the right thing, even when no one is watching. In a professional context, this translates to being honest with ourselves and others, maintaining consistency in our words and actions, and upholding ethical standards in all dealings. 👉So why Integrity is important in Leadership? 1. Building #Trust: Trust is the foundation of any successful team. When leaders demonstrate integrity, they cultivate an environment where team members feel safe to express their ideas and concerns. This trust fosters collaboration and innovation. 2. Enhancing Reputation: A leader known for their integrity earns respect not only from their team but also from clients and stakeholders. This reputation can significantly impact business relationships and opportunities. 3. Driving #Engagement: Employees are more engaged when they believe their leaders are honest and fair. Integrity inspires loyalty and motivates individuals to contribute their best efforts toward shared goals. 👉Common Obstacles to Integrity: - Pressure to Perform: In high-stakes environments, the temptation to cut corners or compromise values for short-term gains can be strong. - Ambiguity in #Ethical #Standards: Inconsistent policies or unclear expectations can lead to confusion about what constitutes ethical behavior. - Fear of Consequences: Leaders may hesitate to act with integrity if they fear backlash or negative repercussions from stakeholders. 👉So how could you Improving Integrity in the Workplace 1. #Lead by Example: As leaders, we must model the behavior we wish to see in our teams. Demonstrating integrity in our decisions sets a powerful precedent. 2. Foster Open #Communication: Create an environment where team members feel comfortable discussing ethical dilemmas without fear of judgment. Encourage dialogue about values and ethics regularly. 3. Establish Clear #Values: Define and communicate your organization’s core values clearly. Ensure that these values are integrated into every aspect of your operations. 4. Encourage #Accountability: Promote a culture where accountability is valued at all levels. Encourage team members to take ownership of their actions and decisions. #Integrity is not just a personal virtue; it is an essential component of effective leadership that shapes organizational culture and drives success. Let us strive to be leaders who inspire trust, foster engagement, and create a legacy of authenticity in our workplaces.

CEO's HUMILITY AS A TOOL OF MANAGEMENT IN THE CSO SECTOR: In my over 24 years in management, I have learnt that humility from the CEO is the strongest tool of management. There is nothing really hidden in this gem of truth. Humble leaders attract more respect and support from the rest of the team. Let your presence bring peace and hope to the staff and not terror; fear and apprehension! After all you are just mortal, soon we all fade away. Our positions as CEOs/EDs are so temporary, soon we are replaced as if we never existed in the first place. Can Humility Be Taught? Yes but with one caveat. “Humility can definitely be taught to managers, but being self-aware is key,” says Todd Moseter, vice president of content development at Building Champions, an executive coaching firm in Oregon. “Getting feedback from your peers and outsiders can help you see what you’re missing.” Other steps managers can take to develop humility at work include the following: Stay in balance. Another way to define humility is “not thinking too much or too little of yourself,” according to Mosetter. “Too much, and you come across as arrogant and lose [your] curiosity. Too little, and you can keep fear and doubt from allowing you to leverage your gifts and opportunities,” he says. “Great leaders find that sweet spot between both sides and are able to confidently leverage their gifts while staying curious and always looking for ways to grow and improve” Commit to your employees. Andrew Carnegie, one of the most successful U.S. business leaders, made it a point to remember all of his employees’ names. “The simple act of remembering names was enough to convince him that every employee had an important part to play in his company,” says Jim Pendergast, president at AltLINE Sobanco, a Birmingham, a financial services company. Admit your mistakes. Managers who make amends on the job aren’t common, but maybe they should be. “Businesses thrive on the humility of their leaders,” Pendergast says. “Both employees and clients look for [leaders who] are confident in their actions but willing to admit mistakes and make concessions when they’re wrong. The people who are most willing to learn from both their mistakes and [the mistakes of] those they work with and for will rise to the top before anyone else” Entertain fresh outlooks. “When our management team launches a recruitment drive, we make it clear to candidates from the outset which gaps exist” in the organization, says Craig Brown, chief marketing manager at Dora Wirth Ltd., a life sciences company in London. “This encourages new starters to express themselves and come up with solutions for us. Acting with humility means that we see fresh expertise not as a threat but as an opportunity to grow” Be a team player. Can a manager blend the traditional traits of a confident boss with the modern-day traits of a humble leader that appeal to today’s workforce? Yes—and the ability to do so often involves working alongside your team members

Coercive Leadership is not a type of leadership that I normally use, but recently I was forced to use it in some projects (and I’m quite sure it will happen again in the future). Coercive leadership, aka authoritarian leadership, is characterized by a dominant leadership style in which the leader exercises significant control over subordinates. Of all leadership styles, coercive leadership is the least effective for most situations. It brings a number of negative effects that can have a detrimental impact on the dynamics of a team and the long-term success of an organization. 1) Linearity in decision Making: Hierarchical and linear decision making. 2) Lack of Flexibility and Innovation: Static processes and practices. 3) Loss of Initiative and responsibility: Possible employees discouragement from making decisions on their own. 4) Erosion of Motivation & Pride at Work: Employees could feel less valued and recognized for their work. 5) Impact on Employee Self-Determination & Organizational Culture: Employees are limited in their ability to make decisions and contribute to the decision-making process. Then, if Coercive Leadership has so many negative effects, why did I use it? Because these projects were not going well. They were in crisis and they needed an urgent solution where rapid decision making and immediate execution is required. 1) Focus on Immediate results: We needed to show the client we were improving. 2) Exploration in the Prioritization of Results over Other issues: We had many non-priority elements which were taking a lot of productive hours of the team. 3) Rational over Emotional Decisions: We had to stop some long-time ongoing processes, which some people cherished, to work on the most urgent tasks. 4) Use of Power for Operation: There were too many people involved to take a simple decision which delayed its implementation. 5) Impact on Morale and Work Climate: It was decided since the beginning a time for using this leadership to avoid this problem. There are specific situations when this kind of leadership can be appropriate: 1) Specific Application Situations: Quick decision making and strict adherence to rules and procedures 2) Breaking Bad habits: Inefficient work culture or outdated work practices. 3) Use in Genuine Emergencies: Natural disasters or business crises. 4) Dealing with Problem Employees: These employees undermine productivity or morale of the team. Each leadership type has advantages and disadvantages. Coercive Leadership is not the best (some people would even say is the worst), but a great manager needs to learn about it to know how to take advantage of it. “Different times need different type of leadership” Park Geun-hye (Former president of South Korea) The picture below is a representation of what people think it’s this kind of leadership. Not far, but not close too) #leadership #motivation #business #success #mindset #leadershipdevelopment #coaching #management #teamwork #coerciveleadership

5 Ways Leaders Develop a Culture of Trust... Strong ethical leadership is a big part of what gives employees and customers the confidence to invest in long-term relationships with companies. Here are 5 leadership actions you can take to begin forging these all-important trusting relationships: 1) Clearly communicate expectations to each person. Don’t assume they know what you’re thinking or would respond to the same internal motivators that you do. Communicate with their perspective and behavior style in mind, not your own. 2) Show you have their best interests at heart by what you say and do. Realize that sometimes actions speak louder than words. If you talk a good game but show through your behavior that you’re really looking to “catch and punish” rather than coach and develop, your employees will see right through it. 3) Follow through on commitments given and received. This isn’t just about what you’ve committed to your employees but also about your employees’ commitments to you. If you can’t be trusted to care about whether or not they follow through, then they won’t care either. 4) Be truthful and authentic, even when it isn’t easy. As a leader, you’re going to have to deal with tough issues from time to time. Conversations about performance problems or other challenges are never easy, but when you’re candid about the issues and show that you have their goals and success in mind, you’ll actually strengthen the relationship. 5) Model trustworthiness with your team members and customers. Plenty of companies have value statements that tout a commitment to trust and integrity. But that doesn’t mean those qualities automatically translate into everyday behaviors. Through their own actions, leaders are the ones who set the standard. Your employees will notice and follow your lead. And that means your customers will notice, too. While trust is the cornerstone and foundation for productive relationships and high-performing teams, it’s not something that happens overnight. It’s built and maintained by many small actions over time. It’s also not a matter of technique; it’s about character. We are trusted because of the way we live our lives and manage relationships with people. How do you build trust with your teams? #APLIconsulting #leadershipdevelopment #makemomentsmatter