why your team won't trust you

Why Your Team Won’t Trust You – and What to Do About It

When your team won’t trust you, that’s job number one.

If there’s one realization every leader can take to heart from the pandemic and social-political turmoil gripping the United States right now, it’s that you cannot lead without trust. Civil society requires trust; people must be able to trust those who they entrust to make policy and enforce the laws. When that trust is violated, the results are heart-rending. When people live in fear of authorities because of the color of their skin or can’t trust medical advice and policies because of overt political manipulation, collaboration and progress are impossible.

The same holds true for your business leaders. When your team won’t trust you, results break down, relationships dissolve into suspicion, your A-players leave, and those that remain do the least they can to get by.

In our research for Courageous Cultures, one fact that stood out to us is that when you have a culture of trust, participation, mutual respect, and valuing everyone’s contribution, people don’t need much courage. However, the less trust you have, the more courage it takes for people to show up with solutions and micro-innovations.

The challenge most leaders face is that they feel like they’re trustworthy. We’ve heard it many times:

“I care about my people, I’m doing everything I can, I think I’m leading with integrity, but I don’t understand why the team won’t trust me.”

Frequently, the reason trust breaks down is that the leader focused on one element of trust, but missed one or more important aspects. There are three common problems that erode trust.

As you think about these causes, keep in mind that you might not have been the one who caused the issue. It may have been the leader before you or prior life experience.

3 Reasons Your Team Won’t Trust You

1. They doubt your intentions.

People don’t feel that you care about them. They feel like you’re using them to get results. They’re just a replaceable part in the machinery of your work.

What to do about it:

While some leaders can be callous and view people this way, in our experience, most do not. But, many leaders struggle because their team doubts their intentions. Building this kind of trust starts with self-reflection.

Why do you lead?

Is it for the money? For the prestige? For the power?

If these are the reasons you took the job, you’ll start with a trust deficit. People know when you’re in it for yourself. They’ll also know and trust you when you’re doing it for the purpose and the people.

Once you sort out your motivations and get focused on results and relationships, pay attention to how you communicate. What do your actions say?

team won't trust you

When you say you care about their career, back it up with action. Make sure they have a development plan that helps them grow in the direction they want to go. Regularly encourage, coach, challenge, and train.

When you say you care about the team, can they see you make choices that are uncomfortable for you, but that helps them to be more effective? Some leaders we’ve seen do this best show up for the toughest assignments and inconvenient shifts. Without saying a word, they say, “I’m in this with you.”

When you say you care, does that mean you’ve taken the time to know your team as human beings? What are they struggling with? What matters to them? What energizes them?

2. They doubt your follow-through.

Do what you say you will do—sounds easy, right? But leaders get themselves in trouble with this aspect of trust all the time.

There are several problems here. The first one is a personality issue. Some leaders talk in terms of general intentions or ideas. If this is you, you might say, “That’s an outstanding idea. We can totally do that.” You mean it as an enthusiastic affirmation that it’s a good idea worth exploring.

But what your team heard is, “We’re doing that.”

Now, when you don’t do it, you’ve lost their trust. In their eyes, you’ve become a leader who doesn’t mean what they say.

For other leaders, the road to broken trust is paved with good intentions. If “I meant it when I said it” is a regular mantra for you, you’re probably over-extending and saying “yes” too often.

What to do about it:

Get to know your people and how they understand your words. Be aware of what you’re saying and how you’re saying it. If you’re speaking in terms of intentions and possibilities, make that clear. Eg: “That’s an outstanding idea and I would love to explore it and see if it could work.”

If you’re caught in the trap of saying “yes” too often, start by reframing the issue. You’re saying yes to make people happy, but you actually disappoint them. Saying no is a little pain at the moment, but hurts far less than the disappointment of dashed hopes.

There will always be times when you can’t follow through the way you intended. When this happens, take responsibility and own what happened. When you show up with the confidence to take responsibility and humility to acknowledge that you didn’t meet their expectations, your team will trust you more (as long as it’s not an everyday occurrence).

3. They doubt your capability.

They know that you care and they can count on you to follow through—but can you get it done?

What to do about it:

This is where your competence, knowledge, and skill come in. Do you understand the issue well enough to take action? Do you know how to navigate your organization’s politics and stakeholders to get things done? Are you able to hold the team accountable for commitments? (And if you tolerate any pattern of abuse, harassment, or discrimination, forget about anything else until you fix that.)

If you struggle with credibility, consider limiting your new commitments and focus on developing the skills to get the results you need. This is where a mentor, coach, or training can help you.

When you’re new to a role, don’t hide your ignorance. Rely on your team to share their expertise and help you learn everything you need to know.

One More Thought When Your Team Won’t Trust You

We talked with a manager in a recent live-remote workshop who had made a mistake a year ago. He’d done everything he could to make it right for his team. Even so, one of his team members continued to bring up the manager’s year-old mistake, using it as an excuse for their poor performance.

In these situations, when you’ve done everything you can, and you’ve still got one person who doesn’t trust you, it’s time for a direct conversation about the problem. Trust goes two ways. You’ve owned what happened and done everything you could to make it right, now you need to be able to trust that they’re going to do what they need to do. It’s okay to ask if they can do that. If they can’t, it’s time to find a new place for them.

Your Turn

Remember, when your team won’t trust you, it’s always your problem—even if you inherited the mess and didn’t do anything to cause it. You can’t change what happened to your team before, but you can earn their trust now.

Micro-innovations, problem-solving, and customer service all begin with trust. When you match competence with caring and commitment, you’ll earn your team’s trust and they’ll be willing to give you the benefit of the doubt when things don’t make sense.

We’d love to hear from you: leave us a comment and share your thoughts about what happens when your team won’t trust you and how you rebuild the trust.

Power Corrupts Avoid Losing Your Leadership Soul

Power Corrupts – How to Avoid Losing Your Leadership Soul

Power Corrupts, But Does It Have to Corrupt You?

It was a heartfelt question. A young manager approached us after a Winning Well workshop and asked, “I’m not sure I want to be a leader. I keep seeing people get promoted – they were good people – but then they get into higher positions and they turn into jerks. It’s like the power goes to their head. Do you have any advice on how to not let that happen?”

We love this question. It gets to the heart of what we mean by confident humility.

We’re not talking about the senior leader who has to make tough business decisions that may not yet be understood. And we’re not talking about the manager who sets clear expectations, holds people accountable and has the necessary tough conversations to help their people grow. (We frequently hear of people being accused of being jerks when people don’t like the message.)

What we’re talking about are the all-too-common situations like a manager who treats people poorly because their position lets them get away with it. Or the Vice President who demands unethical behavior and cultivates a FOSU culture (fear of speaking up.) Or the Director who uses sarcasm and shame to “motivate” performance.

There’s a reason for the cliché that “power corrupts and absolute power corrupts absolutely.”

Healthy Leaders

There are several steps you can take to guard yourself against the perils of power.

1) Plan for the End

Are you familiar with how George Washington did this? After serving two terms as the first President of the United States, President Washington did something revolutionary. He voluntarily gave up power by refusing to run for a third term.

In that era, it was a massively different way to view power – as a temporary trust to be used on behalf of others and then passed on. His example set a precedent for US Presidents. (The two-term limit wasn’t made law until 1951.)

You can do the same thing.

Plan for your exit and your successor, even if it’s your own business. A true sign of great leadership is what happens after the leader walks away. Invest in developing the people and the processes that will ensure progress, especially after you are gone. (And “leaving” your current position may mean taking a new one with greater responsibility.)

2) Clarify Your Values

Get very clear about your values. Write them down. This is good work to do with a coach. What matters most to you? What values do you need to live with integrity every day to have a successful life? After you get incredibly clear about these values, you can measure yourself against them each week.

3) Build a Board

In healthy companies, the Board of Directors serves as accountability for the CEO. You can also build a personal board of directors. These are three to five people in your life who will hold you accountable, with whom you can speak confidentially, and who care about your success. Give them permission to challenge your thinking and especially to call you out on integrity lapses or abuses of power.

We have benefitted from this collection of mentors, sponsors, mastermind groups, and colleagues who do this for us. We can test ideas and strategies with them: eg “Does this feel in alignment to my values? What problems do you see? What am I not thinking about that I need to?”

4) Channel Challengers

Your team can be an incredible source of accountability and help you lead in alignment with your values. We have both had team members tell us, “You’re not leading like yourself anymore. What’s going on?”

This level of trust isn’t built overnight. You earn your team’s trust with how you invite (not just wait for) feedback and how you react when you receive it.

Your Turn

It’s easy to lose your perspective and become the power corrupts cliche – but it doesn’t have to happen. When you invest in your people, reflect on your values, and invite people to hold you accountable, you’ll stay centered in confident humility and build lasting influence.

Leave us a comment and share how you’ve seen leaders avoid letting power corrupt their leadership?


The Danger of Over-Confidence (Jeremy Kingsley)

Winning Well Connection

Jeremy is one of those kindred spirits who just picks up the phone every now and then and says, “How’s it going? and How can I help?” He’s a great role model of confident humility and understands that the real competition is mediocrity–the more we help one another’s businesses to grow, the more collective impact we can have in the world.

I’ve enjoyed sharing ideas and resources with him over the years.

The Danger of Over-Confidence

In this video, Jeremy Kingsley shares about bragging, ego, encouragement and the danger of overconfidence, via a story from history.




Winning Well Reflection

“When you brag about yourself, that’s called ego. When you brag about someone else, that’s called encouragement.” There’s definitely a tension between telling the stories about yourself that build your credibility and visibility and not becoming arrogant or overconfident. We’ve both walked on either side of that line and appreciate the recommendation Jeremy shares to be confident in your abilities, yet humble in your attitude. What a great expression of confident humility!


Who Decides Your Future?

It’s been a long day, turning into tomorrow, but I can’t get her out of my mind.  Ling (not her real name) bravely raised her hand in my Masters level leadership class tonight. “Professor, I see how these techniques would be important for someone who could accomplish something great, but it’s hard to apply for someone like me…”

I gave more examples and stories of how these basic techniques are easily used in motivating frontline teams or to stand out in an interview.

Again, Ling shook her head.

Let me step back and paint a picture. Ling is early in her career, from China, taking a masters level curriculum completely in English. Life is tricky. Visas are uncertain. She’s a rock star contributor– thinking deeply and expressing great insights. She cares, she tries, she knows a great deal. She’s scared.

Someone like me…

I paused to hear more.

Ling continued, “I’m not going to accomplish anything like THAT.”

Next, a few more few anxious nods. Not from the men.

And I’m left with the nagging question so many of us feel.

“Am I someone who could accomplish something great?”

Who, or what, limits our belief that we can be great?

What’s the right level of audacious hope?

I’m sure she’s thinking, “For God’s sakes Professor, just give me enough practical advice to land a job.”

We’ll go there. But I’m not sure that advice will work.

“One notch above” won’t differentiate or lead an employer to go the extra mile to take on immigration.

Being remarkable takes bold moves, differentiated thinking, and a really strong “why.”

In an uneven playing field who defines remarkable?

How do you build audacious confidence amidst a chorus of assimilation advice to “just fit in?”

This is not just Ling’s story.

Her journey is hard. Yours is too. You can be the guy who “accomplishes something great.”

In fact, we’re counting on it.

Karin Hurt, CEO

Other LGL News

I’m delighted to announce I’ve signed a book publishing contract with AMACOM with co-author David Dye. Working title is Winning Well:  How to Lead Your Team to the Top Without Losing Your Soul.  We’re headed for an early Spring release, stay tuned for ways to get involved.

I also had fun this week with a feature article on Yahoo:  What to Do When Your Boss Drives You Crazy

Are you looking for a keynote speaker or some support in taking your team to the next level? Please give me a call for a free consultation. 443 750-1249.

3 Ways Thinking Small Will Improve Employee Engagement

Great entrepreneural companies have a passionate spirit that feels like a gust of warm wind sweeping you off your feet as you walk through their door. It may be a bit hectic, but you want to tighten your shoelaces and run along. I’ve been working with some of these guys on strategy and growth, and it’s an exhilarating journey.

There are challenges of course, but I’m not finding them in the employee engagement arena. Employees are volunteering to help with the enthusiasm of Horshack in Welcome Back Kotter. 

I’ve also seen companies rush to get (or stay) big, and lose their edge. Vision turns into secret plans for the inner circle, lawyers cautioning against transparency, building a diversity “strategy” that translates into babble and ratios, leaders turning to HR for employee engagement, and somewhere along the line, someone deciding it’s time to start “stack ranking” performance.

As you become bigger, never forget the joy and freedom of being small.

3 Ways Thinking Small Will Improve Engagement

“From a small seed, a mighty trunk may grow.” -Aescuylus

1. Be Real, Fun, Involved, and Empowering

An entrepreneurial CEO recently brought me in to help build leadership bench strength. Rather than “train,”  we built a vision, identified priorities and then a business case for a program with a significant spend but a massive ROI.

The CEO stayed out of the room until the team presented their “case” along with theme music and dramatic visuals at the end of the day. His eyes glistened, and his comments were brief, “If this works, this will be gold.” Then he laughed and said. “Hold on, I’ll be right back.”

He then came back with a large, professionally printed version of a previous plan to tackle the same issue that had failed. He said one word. “Execution.”

After his eight word caution, he funded the project.

They executed flawlessly.

A well-mannered, “I believe in you, don’t screw this up,” goes a long way.

2. Keep the Vision Visible

Despite the obvious common sense nature of this statement, I’m always surprised at how rare this is. Sure you’ve got to hold some stuff close to the vest, but if you’re having employees sign “non-disclosures” right and left or are keeping your true strategy confined to a small inner circle, know there are a lot of dots not getting connected and a lot of brains thinking small because they don’t have the perspective to think bigger.

Folks feel the secrecy, which leads to a fast growing feeling of “If you don’t trust me, why should I bother?” Bothered and included leads to brilliance. Share enough information to stir positive, proactive angst.

3. Stay Humble

Small companies have the common sense to know they can’t know it all, and are not afraid to learn, read, and bring in extra support. I’ve only heard, “I really need to get smarter in this arena” from the small guys.

When you think you already know, you don’t learn.

In a fast-changing world, the confident and humble will outsmart and out run “I’ve got this.” Every time.

Be real, open and humble. Think smaller to think bigger.

employee engagementToday’s image is a word cloud based on your awesome comments (and emails) on Friday’s post, defining “employee engagement.” If you missed the chance to add your definition click here 


A 3 Step Process to Increase Your Confidence

“Oh the minute they made the announcement, I knew she’d be down on the field,” my husband told my parents over wine and brie. My parents both just smiled. As wacky as it sounded, they weren’t shocked either. In hindsight it was an audacious move, but I’d always wanted to sing the National Anthem over the microphone in a big stadium.

So when the master of ceremonies at my son Sebastian’s jujitsu tournament announced that their singer had bailed and they were looking for a volunteer, I raced down from the stands climbed up on the podium and grabbed the mic.

I sang. It wasn’t perfect, but I’ll never forget the sound of my high G reverberating through the stands, or the look of astonishment on Sebastian’s face.

“You’ve always been like that,” my mom shared. “I’m not sure where all that confidence comes from.”

As I’ve been helping others build their confidence, I keep coming back to that question. Just where does confidence come from? How do we best help feel more confident to give their dreams a go?

I’ve gone back and dissected a number of my other more ballsy moves. Here’s what they have in common.

A Simple Process To Increase Your Confidence

Have a Clear Vision of What You Want

Now, of course, I hadn’t been walking into every stadium hoping for my big break. But, singing the National Anthem was clearly on my bucket list. And each time the Orioles would broadcast a call for audition tapes, I’d always start practicing when I was in the car alone, knowing that someday, I’d send one in.

If you know what you really want, your heart will be ready to go before your rational mind starts chattering about why you should stop.

Guarantee Yourself it Won’t Be Perfect

I’m always humbled when I go back and read some of my earliest blog posts. I would never publish them today, and in fact have even considered taking them down. But I realize that doing so would be a huge disservice to anyone else working to build a platform. You become a better writer by writing, better leader by leading, better singer by singing, better lover by loving. There’s not much that doesn’t get exponentially better with practice. Starting messy is vital. If you wait until you’re perfect, you’ll get passed by the courageous fools out there practicing in the real world.

Change “Which Means” to “And So”

It’s easy to lose confidence when we’re a rookie. Change, “I came in last in the race WHICH MEANS I’m not very athletic,” to “I came in last in the race AND SO I’d better start running a bit more hills to increase my endurance.”


“I didn’t get the job WHICH MEANS I’m never going to make it in this field” to “I didn’t get the job AND SO I’d better double the number of applications I do each week.”

Confidence begets confidence. We become better human beings by being human. We get better at doing by doing.

Know what you want, give it a try, and ask yourself “and so” after each setback.

In Other LGL News

audvisor karin hurtSpeaking of overly confident first steps that worked out just fine: I laugh now at the audacity I had to send Seth Godin (whom I’d never met) my first blog post (as you heard above, it was terrible). He was gracious enough to write back with encouragement. As I’ve kept working on my craft, I’ve had some nice opportunities to interact with him (same wonderful encouragement). Now we’re both involved in this exciting new launch. Pandora for leadership thinkers. I’d love for you to check it out and see what you think.

Role Models of Confident Humility: Profile #1 Jesus Christ

When I think of role models of confident humility, it’s hard to imagine a better example than Jesus. Born in a manger, washing feet, hanging out with the poor; yet let’s face it, he had some pretty big asks. From time to time in 2015, I’ll be showcasing examples of leaders across a variety of contexts lead from a place of humble confidence.

This Christmas it seemed only appropriate to start with Jesus. Let’s have some fun with this one in a big virtual Christmas party. Even if you’re not Christian, there’s a lot we can learn from Jesus as a human leader as well. I’ll start with a few ideas, gathered from some of my Lead Change Group friends to get us started.  Grab some cocoa and add your thoughts.

“Confident humility says I can love you and serve you, even if your actions don’t deserve it.” -Chery Gegelman


lead from who you are | stand up for what matters | speak the truth

  • Calming the raging storm
  • Walking on water
  • Taking on the establishment

“He knew who he was. The attitude of everything he said was confident based on who he was and what he was going to do.” – Mike Henry Sr.


know your vulnerabilities | admit mistakes | invite challengers

  • Washing the disciples feet
  • “Into your hands I commend my spirit:” Submitting to crucifixion
  • Note:  I’m curious– can anyone think of a time where Jesus admits he made a mistake?


listen carefully | understand perspectives | collaborate endlessly

  • As a young boy, confident enough to discuss God with the priests, yet humble enough to submit when Mary and Joseph came back for him.
  • Hanging out with outcasts and children
  • Telling stories


imagine more | invite bold possibility | do what matters

  • Energized a strong, diverse team to drop everything and follow-him
  • Strong ideas that challenged the status quo
  • Drew a compelling picture of life after death

Thanks so much to Johann Gauthier, Randy Conley, Jane Anderson, John Smith, Paul Larue, Chery Gegelman, Bill Treasurer, Mike Henry, Sr, and Paula Kiger for their insights on this topic that served as a basis for this post.

In Search Of Confident, Humble Leaders

Do you know (or know of) a leader who is a role model of confident humility? Well known or not? Please drop me a note for consideration for a 2015 profile in confident humility.

Merry Christmas.

Thanks so much for being such an amazing part of my year.

In Peace and Joy,


Helping People Find Their Voice

Even the most confident among us sometimes lose our voice. Everyone needs encouragement every now and then.

A Story of Voice Losing and Finding

Our church is exceptionally progressive when it comes to women in leadership. In fact, the ministers and all church staff are women. And yet, we have this big deal tradition– a fundraiser auction– which has been historically led by male auctioneers. Something just didn’t seem right about that.

After hearing enough behind-the-scenes chatter on the phenomenon, I mentioned my/our concern to Bob, the auctioneer lead.

“Why are there no women on the stage? Why are they all behind the scenes?” He looked surprised, “Not sure. I guess no one’s expressed an interest. There used to be a woman who did it.” That wasn’t quite enough for me, ‘”Who have you asked recently?” It was friendly banter, and he said he’d work to change it up next year.

We picked up the conversation 10 months later, when my phone rang. “Karin I’m doing the line-up for the auction. I’d love for you to be an auctioneer.”

Oh boy. I’d wanted SOME woman to do this. But didn’t really see myself in the role. Sure, I’m a speaker, but “go bidder bidder” wasn’t exactly my style. But what could I say?

“I’d be honored.” I smiled and thanked him for his follow-through.

So that year, I donned an evening gown–in some feeble attempt to have the congregation notice there was a woman at the mic. I did the best I could (or so I persuaded myself). But honestly, I had a hard time finding my auctioneer’s voice. I’d give myself a C at best. I was a little sorry I’d brought the whole thing up.

Generously, I was asked back again this year.

Time for an upgrade. As I looked at my auction item list, I realized that the first few items really leant themselves to song. If you haven’t heard this before, I was voted “most likely to burst into song” in high-school, so this is not really a stretch thought, but the wacky place to which my brain orients naturally.

But stay with me… There was a grown-up women slumber party, just calling for a round of “Look at me, I’m Sandra Dee.” Or the poker night, “Luck be a Lady Tonight,” from Guys and Dolls. You see?

And so I went for it, belting out the attention-getting openers. The crowd smiled.

A few items in, it was time for our dinner break. I checked in with my veteran auctioneers. “Oh yeah that works,”  they were all with me using the non-traditional approach. When I confessed I had no idea how I would sing about sushi, we brainstormed ideas (we landed on “Fish Glorious Fish (Oliver style).” Richard on sound gave me a thumbs up and adjusted the mics for the new sing-to-sell approach.

We sold a plenty of sushi.

When taking on an uncomfortable role, it may feel safer to play the role as it’s been played before. But that’s not always what will bring the best results. Digging deeper to find your most natural voice (and encouraging others to do the same), may be the best way to inspire confidence and improve results.

4 Reasons Underdogs Will Rule the World

The playing field was clearly uneven, but the “visiting team” had chosen to come and play by our rules: An underdog team at its finest. I was teaching executive presence and communication to MBA students, 30% for whom English is their second language. The final assignment was TEDdy talks, 5 minute speeches in the style of TED.

I knew the assignment was stacked in favor of the American students. I was sure I’d have to give them the benefit of the doubt in grading. Not so. After the talks, I asked the students to rate “best in class.”

On both days the international students won by a landslide. My non-English speaking students out-performed the Americans in their own tongue. Why?

A Few Theories

They Didn’t Expect a Handicap:  There were no office appointments asking me to understand their plight. They just got in there and worked it.

They Were Deeply Committed: This course was an elective. They could have easily spared themselves the agony, but they wanted to improve.

They Welcomed Feedback: Throughout the course I had been worried that their accent would make it hard for their English speaking audience to understand. We worked on pacing, pauses and in some cases volume. They nailed it.

They Embraced Vulnerability: Each of these students grounded their speeches in their own vulnerability. They told THEIR stories with a passion that drew us in.

They Worked Hard: They embraced their disadvantage, and incorporated the tools and techniques we discussed in class. They clearly had practiced, again and again. There was no winging it involved.

Sometimes confidence is over-rated. Swimming upstream takes more work. Hard work produces results.

Beware of the side-effects of your own confidence. A humble underdog may be nipping at your heels.

Humility Matters: 9 Ways Confident Leaders Remain Humble

We want to follow people with confidence, charisma and a strong sense of direction. Confidence inspires, attracts, excites and ignites. We think, “they sure do seem to know what they’re doing” And yet, I have observed that confidence, without humility, can be dangerous. I have seen it significantly limit a leader’s effectiveness. They stay their course, but may miss important input. People may follow, but not with their full spirit. Truly confident leaders are secure enough to embrace and share their humility. In the long run, their humility makes them stronger.

“What the world needs now is more geniuses with humility, there are so few of us left.”
~Oscar Levant

Michael Carroll describes the “talent of humility,” in his book The Mindful Leader. He shares that when leaders understand they are part of a much bigger scene that is not fully within their control, they are free to show up more human. It’s from that humility, that they can confidently show up to do the best work possible. They offer more of their whole selves to the moment.

“Humility is how we express our delight– how we appreciate the simple pleasures and great joys. And equally, humility is how we open to life’s inconveniences and devastating tragedies. When we are humble, no experience is beneath us, no colleague is unworthy, no moment does not merit our full attention. Because we are humble, we do not pick and chose– savoring only the tasty parts of life and leaving the rest for others. We are wiling to experience the entire situation directly and work with every detail.”

I have been observing the leaders I admire who seem to striving for confident humility. Here’s 9 things I’m picking up. Please share your thoughts on the 10th.

9 Ways Confident Leaders Express Humility

  1. Understand they don’t have all the answers– and search for more
  2. Attract those who will tell the truth– and be able to hear them
  3. Reflect on their own leadership– and seek out change as needed
  4. Read about other approaches– and adjust
  5. Seek out mentors– from all levels
  6. Share more about themselves and create connections
  7. Seek to learn about the people they work with– and see them as people
  8. Try out new behaviors and ask for feedback
  9. Take stands against the politically correct choice
  10. ??? (please share your thoughts)