To inspire others, engage teams, and motivate employees, leaders and teams must establish trust and win hearts and minds. However, organizations around the globe have seen trust erode due to economic and political uncertainty. What can leaders do to create trusted relationships with critical stakeholders, particularly in the face of change?

Our research into executive presence – those factors that distinguish a manager from a leader – has allowed us to isolate and compare two kinds of leaders: those who are highly trusted and those who are not.  In comparing these two groups we see that highly-trusted leaders outperform untrusted leaders in 86 of the 90 behaviors in our ExPItm assessment.

In a recent article for Rotman Magazine, I explored what we have learned through this research, and how to leverage those findings by applying insights from Behavioral Economics in coaching leaders to help them manage behavioral triggers and build trust among stakeholders.

In the article, we explore key elements to help leaders work on the trust equation, including these highlights:

  • How the qualities and behaviors of Executive Presence enable leaders to excel in building the two critical types of trust – Relational and Transactional
  • A case study of how even a highly technical manager can transform into a trusted, influential leader by amplifying certain qualities that build interpersonal connection
  • A framework for helping executives and leaders identify their strengths and gaps and gain perspective on how to leverage those qualities to build and amplify trust

Download the paper here to read more: 

You may also enjoy taking a look at this research: The Confident Leader Isn't About Self Confidence

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