By Adam Schorr
Consider a married couple. He’s spent the last 20 years working on himself. Learning, exploring, discovering. Changing. So has she. Each has been on a journey of enlightenment to become a better person. And they are, in fact, both of them, wonderful people. But they’ve each been on their own journey, and now, while each is one with the universe, they’re not in the same universe. They have nothing left in common. He doesn’t fit in her world. And she doesn’t fit in his.
This scenario came to mind recently during a conversation with a financial services executive I advise. He is interested in becoming a more creative leader. And it occurred to me that there are really two dimensions to this challenge. Or any leadership challenge.
There’s the internal work of improving yourself. But in parallel, there must also be the work of engaging your team. When you work on yourself but not on your team, two unintended consequences can unfold.
by Tsedal Neeley
When you exchange pleasantries with a co-worker in the elevator, the two of you are building trust. When you stop by a colleague’s office and see their family photographs on a desk, you learn about that person’s life outside the office and, as a result, usually feel closer. Face-to-face meetings, office parties, and opportunities to socialize together after working hours can all contribute to the feeling that your fellow employees will be reliable in what they say and do and that they will act for the good of the team and the organization. You believe they are trustworthy because you’ve developed this feeling over time.
So how do you trust a co-worker you barely see in person?