Part of a blog series about the culture and values at BroadSoft.
I like to tell people that I’m lazy.
I’m (mostly) joking when I do. But the truth is, I have an enormous amount of trust in my team to do their jobs. Because of that, I think about “trust and respect” from this perspective: when we talk about things that need to get done, I’m going to trust that you’ll do what needs to be done...because I’m lazy and I don’t want to do your job and mine.
Of course, this kind of trust doesn’t come about instantly. It’s not like someone can say, “Trust me!” and I say, “Okay!” I trust people when they’ve demonstrated themselves to be trustworthy. If I don’t know you at all, and we agree on something that needs to be done, I’ll check up on it to make sure that it’s getting done. I don’t want to micromanage, but I will follow-up so we can build that trust. From then on, though, it’s there, like a foundation.
An important way that respect comes into play for me is when I defer to someone else’s expertise. I’m no expert in Cloud, IT or IS. Those leaders and teams are the experts. I have respect for what they do, and I trust that they will do the right thing by the company.
The pinnacle of trust and respect in my mind is when you can work together with a team to define a high-level strategic concept, a vision of where you all want to go. And the other people all know what part they play, and you have that underlying trust that everyone will fulfill their part in the best way for the business. I think it takes authenticity and some humility to be able to put your trust in someone, and I don’t want to take someone else’s trust in me for granted.
Having trust and respect for others doesn’t mean that you never make a mistake. Sometimes, you trust someone to make a decision -- or they trust you to make a decision -- and it turns out to be the wrong choice. In those instances, we need to simply acknowledge that it wasn’t the right way to go, and then move on with finding the right solution for BroadSoft.
In the context of all eight of our competencies, Trust & Respect would have to be in the top three for me. If you don’t trust or respect somebody, the other stuff doesn’t really matter, does it? You can’t have a common goal if you don’t trust and respect the person you share the goal with. You can communicate, but think about how much of a dialogue you’ll really have: Listening is as much a part of communication as speaking -- and it’s hard to really listen to someone you don’t trust or respect.
The bottom line for me: I like to think I do what I say I’ll do. But if something gets done in my organization, it’s most likely not me doing it...because I trust and respect my team. And really, I’m lazy.