{"id":30939,"date":"2024-12-05T14:28:50","date_gmt":"2024-12-05T13:28:50","guid":{"rendered":"https:\/\/benelux.vps.buzztestserver.co.uk\/en\/?post_type=resources&p=30939"},"modified":"2025-01-22T10:06:33","modified_gmt":"2025-01-22T09:06:33","slug":"the-4-cores-of-credibility","status":"publish","type":"resources","link":"https:\/\/benelux.vps.buzztestserver.co.uk\/en\/resources\/the-4-cores-of-credibility\/","title":{"rendered":"The 4 Cores of Credibility"},"content":{"rendered":"

Don\u2019t just think like a leader, talk like one too.\u00a0<\/h2>\n

Do you want your direct reports to be positive team players? Then think carefully about how you talk to them. Sometimes even a slight difference in your speech can send the important message that \u201cwe\u2019re all in this together.\u201d<\/p>\n

1. Instead of saying \u201cI\u201d say \u201cWe.\u201d<\/h3>\n

Gone are your days as an individual contributor. You no longer achieve results on your own. You now deliver results with, and through, other people. Your language should reflect that.\u00a0<\/p>\n

2. Instead of saying \u201cYou need to fix this.\u201d say \u201cLet\u2019s figure out how to fix this.\u201d<\/h3>\n

Model the behavior you want to see in your team. If you truly want them to be positive team players, you need to be one yourself. That means you don\u2019t put the burden of an issue solely on them, but you share it with them.\u00a0<\/p>\n

3. Instead of saying \u201cWhat are you going to do?\u201d say \u201cWhat do you think we should do?\u201d<\/h3>\n

Asking your direct reports what they think is an easy way to tap into their potential and engage them at the same time. Instead of making them responsible for something, this way of speaking allows them to take responsibility, which is very different.\u00a0<\/p>\n

4. Instead of saying \u201cWho\u2019s responsible for this?\u201d say \u201cWhat is the best way to resolve this?\u201d<\/h3>\n

Trust is a function of two things: character and competence. Character includes your integrity, your motive, your intent with people. Competence includes your capabilities, your skills, your results, and your track record.<\/p>\n

The good news is that we can increase our credibility, and we can increase it fast, particularly if we understand the four key elements or four \u201ccores\u201d that are fundamental. Two of these cores deals with character; two with competence.\u00a0<\/p>\n

\u00a0<\/p>\n

Core 1: Integrity<\/h2>\n

To use the metaphor of the tree, integrity is the root. Even though it\u2019s underground and not even visible most of the time, it is absolutely vital to the nourishment, strength, stability, and growth of the entire tree.\u00a0<\/p>\n

We\u2019ve all seen people with enormous capability, strong results, even sometimes good intent who unfortunately go about what they\u2019re doing in a dishonest or unprincipled way. It\u2019s the \u201cthe end justifies the means\u201d mentality.\u00a0<\/p>\n

On the other hand, to have integrity only \u2013 and not the other three Cores \u2013 is to be a \u201cnice guy,\u201d maybe even a thoroughly honest person, who is basically useless.\u00a0<\/p>\n

To most people, integrity means honesty \u2013 telling the truth and leaving the right impression. But there are at least three additional qualities: congruence, humility, and courage.\u00a0<\/p>\n

So how do we go about increasing our integrity?<\/h3>\n
    \n
  1. Make and keep commitments to yourself.<\/li>\n
  2. Stand for something.<\/li>\n
  3. Be open.\u00a0<\/li>\n<\/ol>\n

    \u00a0<\/p>\n

    Core 2: Intent<\/h2>\n

    In the dictionary, intent is defined as \u201cplan\u201d or \u201cpurpose.\u201d No discussion of intent would be complete without talking about three things: motive, agenda, and behavior.\u00a0<\/p>\n

    Motive<\/h3>\n