Leadership in Economic Development: Trust and Inspire
By Joy Wilkins, CEcD
Not only has the world changed, so has the nature of work itself, along with the workplace and the workforce. Inclusion, collaboration, and innovation are no longer empty buzzwords but are the price of entry to being successful in our current as well as every future reality. Our constantly disruptive environment continues to create infinite choice and possibilities for a rapidly evolving, dispersed, and diverse workforce. This workforce demands a new kind of leader—a leader who can develop and unleash the greatness in every person. A leader who can model authentic behavior with humility and courage. A leader who can inspire others to willingly give their hearts and minds because they want to contribute meaningfully to something that matters. – Stephen M.R. Covey
“The only thing to expect in life is the unexpected,” a local leader once said to me many years ago. There is no doubt that the last few years have been marked with the unexpected—whether we’re talking about how we serve, what we do, or who we work with.
And while our surrounding environment continues to evolve and even disrupt, there is an ever-pervasive call for all of us to continually adapt in our leadership as we seek to improve the human condition in the world around us. Yet, as humans, we face constant barriers in doing so. From perhaps our reliance on past experiences and regrets about hopes not fulfilled to our over-reliance on ourselves as the difference-makers and fears about what may not work, we, as leaders, can be our greatest obstacles in leading teams that reach their true potential for impact.
Perhaps one of the most important duties we have as leaders is to trust those we lead and serve. In doing so, we can inspire them to pass on this good work.
“Trusting others is among the most important of our life’s works,” says Stephen M. R. Covey, author of Trust & Inspire. “People who trust those they lead bring out the very best in them—and in all of us.”
But how do we overcome the everyday obstacles to serving as leaders who trust and inspire? In his book, Covey lays out three opportunities for our stewardship in this regard, and this involves (1) modeling who we are, (2) extending trust in how we lead, and (3) connecting with our why.
Modeling who we are
“True leaders are not chosen to lead by the Board of Directors and shareholders,” Covey shares. “True leaders are chosen by their teammates based on the respect they have earned, the results they have achieved, and the confidence that the team will win with that leader in place.”
In Covey’s experience, chosen leaders reject the “command and control” style of leadership and model two key characteristics: humility and courage. When the leader is more concerned about what is right than being right, about acting on good ideas rather than having the ideas, and about recognizing contributions than being recognized, the whole team feels it and exhibits similar humble behaviors, Covey explains.
Covey acknowledges that it takes courage to be humble because it involves letting others see the real us. Yet through showing our authentic selves, even our vulnerabilities, he says we can inspire others to follow suit, leading to a higher performing team.
Courage also leads to taking on tough issues even when it means making unpopular decisions or changing the desired course of action, Covey points out. “The kind of courage most needed to model in our world today is the courage to do the right thing—even when it’s hard or unrecognized…or where there’s a cost in doing so.”
We see how this level of authenticity plays out in the team sport of economic development. Successful teams have humble members who truly get to know each other on and off the field. They are there for each other during life’s ups and downs. And seeing themselves as stewards of the public trust, they have the courage to challenge the status quo to achieve the optimal good regardless of past wins.
“Humility and courage are the parents of authenticity,” says Covey. “Together they inspire others to do as we do.”
Extending trust in how we lead
A key question for Covey in examining how we lead is, do we lead by withholding trust or giving it? “Most people, no matter how trustworthy they are, truly struggle with the ability and skill of extending trust,” he observes. However, he advises that extending trust is a better way to live in all walks of life.
Why? Covey points to several good reasons such as building confidence in others, unleashing the human potential in those we trust, and building a culture with energy and joy. But another reason he sees for trusting others is the impact it has on our own well-being. “Research shows that people who are trusting are happier, healthier, and live longer,” he cites.
In a culture of trust, Covey observes the following:
- People rise to the occasion and perform better.
- People develop new capabilities.
- People reciprocate and return the trust.
In economic development, our work is fueled by trusted partnerships and collaborations—what we collectively do is greater than what a single organization can achieve. Communities that have a competitive advantage are those where economic development partners are operating at the “speed of trust.” Where no matter which partner is called upon by a prospect, entrepreneur, or other potential investor, that partner is trusted and empowered to represent all the partners in each conversation.
Connecting with our why
Covey believes that regardless of our role or who we report to, each one of us is a leader with an opportunity to inspire those around us. And he says people are inspired when they feel like we truly “see them” and when they feel connected to purpose, meaning, and contribution—to why the work matters.
Covey advises that one of the most impactful things a leader can do is to help others connect to their why. But to help people meaningfully connect with their why, he notes, we must first connect with our own why to embody our authenticity and purpose.
Covey recommends we reflect on some key questions to find our why, such as:
- What matters to me?
- Who matters to me?
- What makes me want to get up in the morning?
- What about my work makes me happy?
- What do I do at work that brings me a sense of meaning and purpose?
- When do I feel most alive?
- Why do I do what I do?
- What is my why?
In my consulting with dozens of successful economic development leaders over the years, the one attribute they all share is that they know and can clearly articulate the answers to these questions. Even in a profession that is largely misunderstood or unfamiliar to the very people who benefit from the work we do, these leaders know exactly why they get up each day and feel inspired to do so day after day, year after year, throughout the course of their careers. And their passion for what they do is nothing short of contagious to be around.
Said one economic development leader about having a long tenure of service in our profession: “Helping people get on the path that transforms their lives is what I find most exciting and compelling in the work we do.”
Closing thoughts
Covey calls on all leaders to adopt a “trust and inspire” approach and lays the case for why this approach leads to happier lives for all involved. Whether or not this is already in our wheelhouse, he has seen how leaders can intentionally become more trusting and inspiring over time. And when leaders do this, in the words of Covey, they move from being successful to significant when it comes to making a difference. Talk about a meaningful life!
ABOUT THIS ARTICLE
Economic development leaders are true change agents for the world around them. The impact of their leadership on those they serve is untold and often cumulative in nature. This article is part of IEDC's ongoing series of articles on "Leadership in Economic Development" that focuses on the application of leadership principles to economic development practice. How do we respond to the call for dynamic and adaptive leadership given the ever-evolving economic, social, environmental and political considerations affecting our communities and organizations? This article, and the series as a whole, aims to contribute to the conversation.
[This article first appeared in Economic Development Now, a publication by the International Economic Development Council (IEDC), in October 2023 and appears here with permission. Special thanks to IEDC's former managing editor Melanie Hwang for her partnership in producing this article.]
LEADING INTO THE FUTURE