LeaderGov published a poll on LinkedIN recently about how to best build trust on teams. We provided four answer options as to how to build trust. Two answers of the four were far and away the most valued. The chart below shows the results of the poll.
Listen to their concerns / ideas
The largest poll response on building trust had to do with listening to employees' concerns and ideas. Here are some examples and ideas on that important topic.
Listening to employees' concerns is an important aspect of being an effective leader. When employees feel that their concerns are heard and valued, it can lead to increased job satisfaction, higher trust, better performance, and improved retention rates.
Here are some tips on how to listen to employees' concerns as a leader:
In a recent LinkedIn poll, we asked local government leaders if their teams’ emotional intelligence was above average, average or below average. The results were not surprising in that most people rated their team below average or average.
So, what does it take to increase and develop emotional awareness on a team? Developing emotional intelligence in an organization can have numerous benefits, including improved communication, increased teamwork, and better conflict resolution.
Here are some ways to grow emotional intelligence in your local government:
We all have natural tendencies in how we lead in local government. There are four important words that will provide insights into how you lead that all point to your overall DISC personality type. DISC is a personality assessment that helps you better understand your natural style and how your style can be an asset or sometimes lead to unhealthy leadership.
The four words are: Problems, People, Pace and Procedure
Problems: Every leader encounters problems. But how we approach them varies greatly. Do you naturally move toward problems to resolve them or do you move away from problems? Maybe you hope they'll diminish or resolve themselves. But D-style personality types naturally move toward problems. They like addressing problems directly. But if you don't naturally move toward problems (as another style), you may want to consider a more assertive stance toward problems. As we all know, unaddressed...
In local government there is a lot of stress on teams to get more done with less. This is also true in private industry, but since local governments literally serve everyone in a community, the pressure to get things done is unique.
Without good listening instructions fall apart, people feel dismissed, mistakes occur, projects fail or are delayed, productivity goes down and frustration pervades.
Your personality plays a role in how well you listen.