Although givers, takers, and matchers all are capable of achieving success, the way in which they do so can be destructive or transformational for a team. “When takers win, there’s usually someone else who loses,” Grant said. “Givers succeed in a way that creates a ripple effect, enhancing the success of people around them. You’ll see that the difference lies in how giver success creates value, instead of just claiming it.”
In a world where a person’s performance can be measured by a dizzying array of metrics, the culture that a leader creates is the only output that ensures the collective health of an organization and the individual well being of its people. It is the one and only product that truly matters, and few have built better, longer lasting cultures than Herb Kelleher.
Southwest’s culture is not about Kelleher or any other leader. Instead, the culture is about the people and it belongs to the people, which is why it has worked for such a long period of time, even thriving after changes in leadership, devastating crises, and economic down-turns.
In his 2017 book, “The Trust Factor: The Science of Creating High-Performance Companies,” author Paul J. Zak, the founding director of the Center for Neuroeconomics Studies and professor of economics, psychology, and management at Claremont Graduate University, presents the biological evidence for the power of trust in organizations, with extensive examples and research from for-profit, nonprofit, and government organizations.
The evidence Zak offers is anything but “warm and fuzzy.” Zak and his research team drew blood samples from participants across a broad range of organizations, and then measured levels of oxytocin, a chemical produced by the brain not only as a result of receiving trust, but which also has been shown to predict the reciprocation of trust.
Trust is critical thing for a leader. Without it, employees are less likely to share their thoughts and ideas, less likely to trust your leadership, and less likely to follow your vision. Lack of trust not only slows work, it erodes relationships.
Unfortunately, many people have the idea that if they portray themselves as a perfect leader, their team will have more trust in them. This strategy, however, often leads to less trust – not more.
What does build trust?
In his best-selling book, "The Five Dysfunctions of a Team," Lencioni provides a framework for teams to tackle destructive and dysfunctional behaviors in the workplace. In “The Ideal Team Player,” Lencioni turns to the individual, and identifying three virtues that are important when hiring any person in any role in any organization to be successful. Or, on the flip side, how to avoid hiring a “jackass.”
