Have you ever been asked to “trust the process?”
It’s something I’ve invited groups or coaching clients to do, out loud and far more frequently in my head.
Why? Because the process of strategy building or navigating transitions can become fuzzier before it gets clearer, and if you give up on it too soon, you might be doing so just before the fog clears.
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In the work I do with non-profits, a great deal of what gets done happens through collaboration. And truly impactful collaboration requires a great deal of trust. Often, that trust is extended as a leap of faith out of commitment to the desired impact more than as a result of past history of working successfully together.
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Trust is widely understood as a necessary ingredient for effective leadership and collaboration. But it’s another word we tend to be sloppy about.
Trust requires more than having integrity — or “being trustworthy.” It also requires actually being trusted.
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