Seems like every time I read a news article, someone’s credibility is being called into question. Politicians, religious leaders, scientists, medical professionals, corporate CEOs, kindergarten teachers (literally) … the list is practically endless. Clearly, credibility is a much-talked-about attribute, and even more clearly, it seems to be a super-easy target that one’s opposers can readily cast aspersions on.
So, have you given any thought to your own personal “credibility score,” particularly as a manager, supervisor, or leader? Let’s jump right into Part I of this article on—you guessed it—credibility.
We’ll begin with a basic definition. Credibility is the quality of being believable, trustworthy, reliable, and truthful. It underlies every single thing you say, think, feel, and do. If you’re a credible person, you show good judgment and foresight. You’re dependable. Your motives are pure and your actions transparent. People don’t have to wonder where you’re coming from or what you’re after—you lay it out in the open for all to see. You don’t lie, cheat, steal, or operate in a shady way.
“Obviously,” you say. “Yes, I hope so,” I say. But let’s continue anyway.
When you possess credibility, the people around you—whether they’re employees, colleagues, bosses, or even friends and family members—believe in your abilities, judgment, honesty, and good intentions. They feel confident that you’re looking out for them and unlikely to steer them in the wrong direction. And that makes it possible for them to commit wholeheartedly to your ideas, plans, and courses of action and to perform their own roles with enthusiasm and confidence.
By contrast, if you’re lacking in credibility, chaos reigns. People either stop following you or do so half-heartedly. Anger, resentment, resistance, and stagnation begin to spread. Your followers wonder where they’re going, what they’re doing, and why. Out-and-out rebellion is a distinct possibility. (Ahem. Back to all those news articles we’re currently reading.) In short, when you, as a leader, are short on credibility, nothing much gets done, and the workplace atmosphere can easily become poisonous. Without credibility, you simply can’t be an effective leader.
This means that your first objective as a leader must be to build your credibility. And once you’ve built it, you must maintain it every single day for the rest of your life. Tall order? Perhaps, but it’s the absolute truth.
Building and Maintaining Credibility
Your credibility stems from the way you conduct yourself every minute of every day. It’s not something you can paste on when the occasion calls for it; you must live it. Since you’re in a leadership position, it’s clear that you’ve already accumulated a good amount of credibility, or you wouldn’t be in the position you’re currently in. If you’re responsible for guiding others, then it’s essential that you treat your credibility as a valued asset—something to be preserved and protected from harm.
Here are some guidelines to build, strengthen, improve, or simply maintain your credibility:
Be honest and ethical. Scrupulous principles and core values should underlie everything you do—they will help you make decisions that are best for everyone. Always strive to do the right thing, even when it’s hard, and even when no one else is watching. Know and follow the rules for proper ethical (and legal) behavior, especially within your profession. And remember that you set the tone; if you are dishonest or ignore the rules from time to time, others will follow suit.
Communicate. Express yourself assertively, and be as clear as possible in all of your communications. Every day, let your followers know what’s on your mind and what you expect; then give them opportunities to ask questions or give feedback. Listen more than you speak, and do your very best to keep the lines of communication open. Barking out orders and expecting others to comply is no way to lead; use your communication skills to build positive working relationships with everyone around you.
Be decisive. As a leader, you’re called upon to make endless decisions. Think things through carefully, listen to or review all sides of the issue, and then determine which way you want to go. Trust yourself, your judgment, and your gut feelings, and announce your decision with confidence and clarity. You may need to explain your reasoning (briefly), but then move on. If others balk, you must stand your ground and forge ahead. (After all, you’re the leader.)
Be consistent. When you make promises, keep them. When you set rules, live by them. Avoid saying one thing, and then doing another. Try your best not to give directions, then change your mind and expect your followers to read your thoughts and make “psychic revisions.”
(Helpful hint: If you review your goals before you assign tasks or projects, you’ll be less likely to change directions midstream.)
Follow up. Check to see if the assignments you’ve given have been accomplished correctly and on time. If you let this slide, it’s a sure thing that certain boring or unpleasant tasks will never get done—your followers will assume you’ll never notice, or that you don’t really care about completion. In managerial and supervisorial positions, clearly explain any rules to your employees up front. Then have a system in place for dealing with those who break the rules, beginning with gentle reminders and escalating to verbal and written warnings. Address any violations or undesirable behavior immediately; it only gets harder if you wait—plus, your credibility deteriorates if you ignore negative employee behavior altogether.
That’s it for Part I of this two-part article. See you in three weeks, when we’ll discuss a few “credibility destroyers,” as well as how to recover your credibility, whether it’s from a minor faux pas or an out-and-out catastrophic fumble. (Just in case you need this info sooner than three weeks, here’s a preview: apologies go a long way toward recovery.)
See you soon, and Happy Autumn, everyone!