When people talk about leadership skills and qualities, I rarely hear credibility listed. People in leadership positions can be lured into the trap of believing that their title is what gives them credibility when that is far from the truth. I like to think of credibility as the combination of trust and respect, and no title can just confer that upon you — even if it starts with a "C." Credibility has to be earned.
Credibility among leadership takes many forms. It's not only the kind of trust that means an employee can confide in you; it also encompasses a deeper trust that your leadership is steady and your expertise solid. Respect, like credibility, is earned and should be a priority among leaders who want a cohesive work environment where people come to you with their ideas and problems.
A Crisis of Credibility
What does it look like when you're losing — or haven't yet gained — credibility? Your ideas may receive instant pushback or, worse, are simply ignored. Requested meetings with other departments get declined or postponed... indefinitely. You struggle to get cooperation from your team. Suddenly, you're being avoided, and it takes extra effort just to get responses from the right people. Simply put, things that should run smoothly are mired down in resistance. An entire team or department can come to a standstill simply because its leader hasn't proven or earned their credibility.
On the flip side, when you have earned credibility, the resistance melts away. You don't have to chase people down; instead, they seek you out. Your suggestions are taken seriously and become a springboard for group collaboration, and the most experienced experts bring you their best ideas, knowing you'll make the most of them. It sounds ideal, and of course, it is. But it's not easy. Credibility must be earned, and that takes time and conscious effort.
Building a Solid Foundation
Credibility starts by being self-reflective and confident in your areas of expertise. Be willing to ask for help, but stand firm when you're solid in your conclusions. It can be a tricky line to walk and requires stark honesty with yourself. There's a reason you were chosen to be a leader — own that, and be confident in your experience and expertise. But be humble too. Credibility can be carefully established, but it can't be demanded.
Second — and this is so crucial — follow through on your promises, large and small. If you promise somebody something, always deliver. This can mean anything from actually making that lunch meeting with a new employee to delivering a project on time. A leader who keeps their promises is a leader whose team will respect and trust them. If, for whatever reason, you find you can't follow through on a promise, take responsibility for it. Apologize, explain and commit to doing better the next time. Apologies build credibility.
As you work to build credibility, it's crucial to seek others' input and ask for feedback. Credibility doesn't mean you have all the answers; it means you know how to get all the answers — a subtle difference. Equally as important, when you receive that feedback, acknowledge it and offer explanations as to why an idea will or won't be implemented. If it is implemented, always give credit to the individual employee or the whole team. A great team makes their leader look good, so acknowledge everyone's part. In doing so, you'll find team members coming to you and working to bring in their best ideas because they can trust that their work will be evaluated and put to use.
Continual Maintenance
Unlike a race, there is no credibility finish line. Once you've earned credibility with your team and then with your company, that doesn't mean it's yours forever. It's something you have to work at and continually assess to ensure that your team still trusts and respects you. That means you have to keep it consciously at the front of your mind and nurture it. Treating your team's trust with casualness is the surest way to lose it.
None of us are perfect — we all slip now and then. But this is the beauty of credibility. If you've built it up, you probably won't slip as far. This is the trust part of credibility. In fact, not only will your team be there for you when you occasionally fall, but seeing that you trust them to help you can encourage even more trust in return. The goal isn't to lift yourself up; it's to create an environment where your team can trust you to lead and where you can respect them and be respected in return. The result is a collaborative workforce that gets better work done more effectively.
It's Not About Ego
In fact, ego and credibility don't go together. But credibility and confidence do. Knowing your team trusts and respects you can provide a huge measure of confidence. Just as important, working under a credible leader can give a team more confidence in themselves. And confident teams can create better solutions.
Leaders are tasked with juggling so many responsibilities, and it can be overwhelming. But I think credibility should always be a priority. No leader can drive a team by themselves. It takes coordination and leaning on each other's strengths and weaknesses. If you establish trust and respect, you'll likely find the path before you smoother and your team stronger. That makes everyone look good.
Uncommon Knowledge
Newsweek is committed to challenging conventional wisdom and finding connections in the search for common ground.
Newsweek is committed to challenging conventional wisdom and finding connections in the search for common ground.
