Most of us have our weeks planned. Save for ad hoc events and interactions which frequently happen in a business traveling the speed of light, we will follow a flow or schedule which works for us, our organizations and our people. But does it build trust? The answer is, not by itself. Leaders must weave in trust-building activities daily or this essential element of leadership may fade.

Two leaders who are not compatible and clash in your company can damage the workplace climate. Senor leaders may tolerate it (though they shouldn't) if they see that both are performing at their technical roles, however, the effects of this toxic relationship will have a greater negative effect on the rank and file. I've heard the lines "but they are very talented," or "I just cannot fire them at this moment." As someone who has led organizations with limited resources, especially people, and knowing the turbulence caused by replacing a leader, especially in today's post pandemic era, I'll give some credence to these statements. Personally my loyalty lies with the greater organization and its individual people, not individual leaders but let's work within the lines mentioned above. There are at least 5 effective approaches to address this challenge. I'll tease you with 3.

"Is this a loaded question sir?" I would ask this jokingly of a leader of mine. It meant that I wanted to know if an ass-chewing would follow my answer. It was funny in those situations but I was on the receiving end of some serious loaded questions in my career and I found each one of them inappropriate and unprofessional.

Leaders operate off of information. We take in (or should) as much information as possible to make the best decisions we can. This is important, especially at higher levels of leadership where decisions and policies have greater impact on people and resources. A leader should avoid taking action based on a single data point, rumor, or isolated fact.

Daniel Coyle, the author of The Culture Code defines culture as, "a set of living relationships working toward a shared goal. It's not something you are. It's something you do." He focuses on three skills required to form and promote culture. Skill 1 - Build Safety. Skill 2 - Share Vulnerability. Skill 3 - Establish Purpose. The book is enlightening and required reading for all leaders in my professional opinion.

This blog is born of a conversation I had with friend, author and speaker Robert Pardi. Rob lost his wife Desiree to breast cancer and he tells this story of "love, joy, and achievement against all odds" in his book Chasing Life. I asked Rob about how or if he remained stoic throughout his wife's illness. He stated, "you have to drop your shield."

Have you heard this saying before? I've witnessed several leaders, to their own detriment, fail to understand this. Leaders or potential leaders are bestowed positions of authority and rank based on skill, intelligence, character, and a passion to lead. But what got a leader to a certain position won't necessarily get them to the next.

Podcast host Dave Stachowiak begins everyone of his Coaching for Leaderspodcasts with this statement, "Leaders aren't born. They're made." One of the most important duties of a leader is to make more leaders. This was instilled in me at an early age and I still live by it. Our companies, indeed our nation and our world need more leaders. Whether the person you are grooming for leadership leads in your company or goes on to serve people in other capacities you must make this most important investment. Give away your gifts. Show up to the party with several boxes adorned with decorative ribbons bearing labels, "To: A future leader, From: A current leader."

Changing environments and the demands of the organization and the mission cause us to adapt our leadership approaches as we influence and inspire organizations and individuals. I had to adjust my narrative and be more present during periods or seasons when organizational morale and confidence was low. My people needed different individual leadership approaches to be at their best. I was forced to adapt my leadership and I needed to communicate that to my people.

When you think of a jam session you likely envision a group of musicians together playing their instruments, talking and making impromptu music. Musicians love it because they get to bring their talent to the collective in the creation of something amazing. Most of the best songs in the world were born of jam sessions.

Giving instructions, directives, or telling people what needs to be done is one of the great challenges of leadership. All leaders, even seasoned military leaders struggle with it. Our tendency is to describe, in full, what needs to take place or how exactly to do what it is we want done. A leader may describe step by step how to complete a task or even micromanage its execution. This happens for several reasons.

That famous warning found in the subways of London finds another use. This time it's not a warning for pedestrians stepping off the platform onto a train, it's a measurement tool for leaders to examine where they place their emphasis. I developed this early in my post-military life as I began to look under the hood of several businesses. I also use it as a template in my "Investing in People"keynote address. Follow me.

We've all heard 'the elephant in the room' expression which means acknowledging an important and even controversial topic. These are real conversations which ought to be had between leader and led. Real conversations are ones which stick, ones which get to core issues, ones which, if done right, build trust. Of course, it is not always healthy to rush toward controversy but leaders can ask subtle questions, showing genuine concern to tease out core feelings, to speak from the heart. Here are some fictitious examples to best illustrate this.

According to Dictionary.com, to invest is “to use, give, or devote time, talent, etc., to achieve or gain something in return.” As you might invest time in a garden to take in its beauty or consume its vegetables, or as you might invest in real estate to create more income, you invest in people to gain something; that something is to make them better people. Notice I did not say increase productivity, efficiency or sales.

"I'm not the greatest leader, I've just surrounded myself with great people," I heard several officers say after they were recognized for their leadership and accomplishments in the Army. No leader should lead alone. Who surrounds you?

Sensing (or feedback) sessions gather grass-roots feedback from sub-populations in your organization seeing problems through the lens of your people. Sensing sessions can help you steer your organization better and create better work environments for the people who serve in them. They also provide a good platform to explain things to organizational members. They are not a complaint department nor should they be a speaking platform for organizational leaders. They are a place for leaders to listen, understand and explain. They should be constructive sessions where problems are understood. Here are 4 of 10 tips on how to (and not to) conduct them. Sorry, not sorry, you'll have to contact me for the rest!

Check out John Adams' letter to his wife Abigail on the 3rd of July 1776. Congress had voted to declare independence from the monarchy of Britain on the 2nd of July but it was officially declared on the 4th. I share this every year as it inspires me.

As leaders we have that inner voice, our conscience or moral compass which guides us. At lease it should guide us. The key in leadership is knowing to listen to it and act upon it or determine if it is something less virtuous like our ego guiding us. I was in Walmart this weekend. By the way, have you ever found yourself in Walmart aimlessly looking for stuff to buy? "Dryer balls, yes! I need them!" That is why they make the shopping carts so big. I left the store and while loading my truck, I found an item the cashier did not ring up. It was one of those behind the door coat hangers which I hung on the side of the shopping cart. Neither of us recognized it as he was scanning my merchandise.

When leaders speak, people listen. Moreover, they act upon the words of their boss. To illustrate, watch the discussion, debate and impact after the President of the United States gives a speech or makes a comment to a reporter. Lawmakers may even craft legislation using the President's words as policy. It's hard to escape. That is why leaders ought to intend what they intended or mean what they say. Words stick.

I noticed a sign like this posted on the office of a client once. He wasn't a client for long. I coached him to take it down and he refused. I could tell he was frustrated by his people. He held them in contempt in my assessment. That is no way to lead.