Demand results through involvement. Set tough goals and insist on analytical approaches.
Get to know your people, their strengths, their weaknesses, and their motivators, and then deal with each person as a unique individual.
Maintain an “us centered” mentality.
Demonstrate concern and responsiveness. Rather than merely trying to please direct reports for the moment, work with them to uncover their concerns, and then balance these with the needs of the organization.
Put disagreements and problems on the table as soon as you perceive them. Don’t wait until you are angry or until a crisis is brewing to talk about them.
Send consistent messages. Predictability defines the heart of trust, and direct reports expect it. They want to know they can trust their leaders to do what they say they will, and they won’t overlook a leader’s tendencies not to follow through.
Trust others. One of the phenomena of human behavior is that trustworthy people are also usuallytrusting people.
Keep policies and standards uniform. When leaders play favorites and allow a few pet performers to bend the rules, others notice.
Give honest, balanced feedback.
Expect competence, high-quality performance, and decent behavior from everyone. Whether the person is a genius, technical expert, top salesperson, rainmaker, or company curmudgeon, the same standards should apply.