Building and sustaining trust requires leaders to avoid signalling certain inadvertent and
negative messages through their social interactions, and conversely to focus on reinforcing certain positive messages, competencies and actions.
Importantly, there are clear influencing factors in leaders’ winning and losing trust within their teams and colleagues.
Matthew arrived at this conclusion after conducting a year-long research project through the COVID crisis looking at leading change in organizations. The theme of trust emerged as a paramount – and ironically taken for granted – issue. They interviewed nearly 150 leaders at middle and senior levels at a variety of organizations across retail and energy sectors. Implicitly and explicitly, participants in the research all identified the same six factors of influence (3 positive, 3 negative).
The Negative trio were: Inconsistency, W.E.I.R.D. Self-Interest and Attending the 1%,
The Positive trio were: Courageous Empathy and Compassion, Real Conversations and Serotonin Hits.
This talk reflects on his findings. Matthew is a good leadership activist. A former mountain leader, soldier, tech start-up entrepreneur, C-Suite member and university professor; he belongs in a world of transformation and disruption.
He has taught at seven universities and business schools across five countries, on some of the world’s top MBAs, and is presently Fellow at Queens University Belfast, University of Aberdeen and the Centre of Army Leadership at Sandhurst. He is Adjunct Professor of Disruptive Leadership at KEDGE Business School in Paris.
His mission is to stimulate positive change in a rapidly changing world by evolving leaders and their businesses through reconnection with raison d’etre and meaningful being, and to accompany them on their journey. This talk was given at a TEDx event using the TED conference format but independently organized by a local community. Learn more at https://www.ted.com/tedx