Striving towards Excellence

-Karthik Gurumurthy

Let me tell you a fascinating story about trust in leadership - it's really the heart of what makes a great manager tick!

Imagine you're running a modern, fast-paced organization where collaboration is key. There's this fundamental question that keeps popping up: "Can people really trust you?" It's not just about being liked or being nice - it goes much deeper than that.

Think of trust like a house - it needs two strong pillars to stand: your competence as a manager and your character as a person. Let's break down that first pillar - competence - into three interesting parts:

First, there's technical competence - think of it as knowing the lay of the land. But here's a common trap: some managers think they need to be the ultimate expert in everything their team does. That's like trying to be a master of all trades - it's just not realistic! Instead, you need to know enough to make smart decisions and guide your team effectively.

Then comes operational competence - this is where the rubber meets the road. It's one thing to know what needs to be done (that's your technical knowledge), but it's another thing entirely to know how to make it happen. It's like knowing you need to bake a cake versus actually knowing how to bake one! For instance, recognizing that a team member is struggling is one thing, but knowing exactly how to help them is the real skill.

The third piece is political competence - and no, it's not about office politics! It's about understanding how to navigate the larger organization effectively. Think of it as knowing how to get things done in the bigger picture.

But here's where our story takes an interesting turn - even with all these competencies, there's something equally important: character. As one new manager learned the hard way: "I knew I was a good guy, and I thought people would just accept me right away. But they were wary - I really had to earn their trust."

Character isn't just about knowing the right thing to do; it's about your intention to do it. People are like detectives - they're constantly analyzing your words and actions, trying to understand what makes you tick. They want to predict what you'll do in crucial moments, and the only way they can do that is by understanding your values and motives.

Here's the thing about doing "the right thing" - it's not always crystal clear, and different people might see it differently. It's like a constant dance of negotiation between you and your team, figuring out what's truly important and how to handle the trade-offs that come with tough decisions.

The story ends with a powerful reminder: building trust isn't a one-time thing - it's an ongoing journey of proving both your competence and character through consistent actions and decisions. And that's what makes the difference between being just a boss and being a truly trusted leader.