What Role Does The Executive Officer Play In Ensuring Senior Officer Success Building An Organization Of Trust Is Key
AIR WAR COLLEGE, AIR UNIVERSITY MAXWELL AFB United States
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In this Post-Cold War era of reduced personnel and budgets, the Air Force cannot afford units fraught with mistrust. As Stephen M. R. Covey convincingly argues, trust is required for organizations to be highly efficient with high morale. It is incumbent upon the senior leader to envision and take steps toward a leadership environment of trust, but because the executive officer sits at the nexus of crucial trust relationships and is often the face of the organization, he or she must exude trust as daily tasks are executed. Execs must begin by first understanding and then working to prove and improve their personal credibility. This is done by knowing and practicing Coveys Four Cores of Credibility. Those cores are integrity, intent, capabilities, and results. Establishing credibility with the senior leader is the execs first required trust relationship. With that trust established, it will still take work and conscientious attention to propagate that trust outward from the front office by use of Coveys 13 behaviors of straight talk, demonstrate respect, create transparency, right wrongs, show loyalty, deliver results, get better, confront reality, clarify expectations, practice accountability, listen first, keep commitments, and extend trust. The exec must not only practice the 13 behaviors, but also create opportunities for the senior leader to practice them as well. It is only with dedicated attention and work towards creating an organization of trust that it will actually be achieved.
- Military Forces and Organizations
- Personnel Management and Labor Relations