One of the things that consistently comes up in conversation during coaching and training is the moving target of credibility. How to get it… what to do if you don’t have it… and how much of it is needed.
And just like any other “power source” it helps to first understand the sources of credibility, or the lack thereof. Once we understand where it comes from, we can then start a conversation around how to get it, keep it and use it.
So where does it come from? The short answer is “many places,” including the following three critical areas:
- The things you inherit (such as from your organization, or the lasting impact of your predecessor);
- The elements of your position (such as title, seniority, experience or expertise);
- The things you do or have done (your performance and how you treat people).
Think of these three areas — the inherited, the positional and the behavioral — as critical sources of credibility. True and powerful credibility comes when all three are aligned. In that scenario, there is nothing standing in the way for you, and you should have more than enough credibility to strengthen whatever it is you are working on.
But when any of those three areas is a source of low or nonexistent credibility, we will likely have a problem that must be overcome. And the sooner we realize it, the better off we will be. Because if we lack the awareness to realize we have a credibility deficit, and the source of that deficit, we are almost guaranteed to have a problem, and to bump into it.
So… when thinking about your own power as a leader, colleague, and communicator, spend some time thinking about your credibility. Be honest with yourself. And ask yourself the hard questions… am I credible in this scenario? If so, what is the source of my credibility? If not, what is the source of my deficit? Once you realize you may have a deficit in one area, you might also ask yourself if there is anything you can do to shore up that deficit.
You may not always come up with easy answers, but communication and leadership success, and true credibility, start by being honest with ourselves.
Once we identify if we have credibility, or not, and the source of that strength or deficit, then, and only then, can we have a good conversation about what to do next.
Have a great day!
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Does your team:
– Overwhelm the audience with too much detail?
– Make things too complicated?
– Fail to ask for what they want or need?
Does your organization:
– Waste time because of poor internal communication?
– Take too long to make decisions?
– Struggle to clarify and frame discussions?
Do your leaders:
– Exhibit poor executive presence?
– Lean on incomplete communication skills?
– Fail to align the organization?
We transform teams and individuals with repeatable toolsets for persuasive communication. Explore training, coaching, and consulting services from The Latimer Group.
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