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How to Build Trust as a New IT Executive

Earning and demonstrating trust is not just a nicety; it is a requirement for getting the best work out of your colleagues and subordinates. Rich Hein writes a lengthy article for about how to build trust once you have hit the executive level.

Becoming the Go-to Executive

You want to begin by being an active listener, asking follow-up questions for clarity. You will be employing these techniques a lot, as it is important that you try to meet as many people as you can. The middle management especially are people you want to meet, because these are often the people who really get things done. But it is important at any rate to identify all the key players and stakeholders. You may find that unexpected people can provide you with useful solutions.

Within your own team, make the effort to get to know people beyond what they do specifically at work. When you really understand their points of view, you will be better able to share your vision for what you would like your team to accomplish.

Sticky Situations

Hein moves on to address how to handle trickier circumstances, like what to do about running into old acquaintances on the way up:

Making the move to a leadership role can shake the steadiest relationship if it's not done with tact and forethought. This is often one of the most difficult challenges associated with making the transition to a leadership position.

“Friendships with previous coworkers are often threatened when someone fails to recognize the obligation of the leader to make decisions that are in the best interest of the organization regardless of the potential impact on individual workers, whether or not a friendship exists,” says [Arizona State University CIO Gordon] Wishon.

Clearly, it's important that a new leader not appear to give special or preferential treatment on the basis of friendships. A great leader makes decisions on the merits of the arguments and the benefits to the organization.

For even more information on how to build trust, even in situations like surviving a company that has gone into “crisis mode,” read the original article:

About John Friscia

John Friscia is the Editor of Computer Aid's Accelerating IT Success. He began working for Computer Aid, Inc. in 2013 and continues to provide graphic design support for AITS. He graduated summa cum laude from Shippensburg University with a B.A. in English.

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