As the world mourns the loss of Nelson Mandela and commemorates his greatness as a leader, we would do well to remember that one of the many hallmarks of his leadership was trust. The greatest leaders in the world gravitated toward Mr. Mandela because he was genuinely trustworthy and his purpose was to support peace, prosperity and unity not only in South Africa – but throughout the world. Mandela was able to lead people in ways that many find impossible to do. As he famously said, “It always seems impossible until it’s done.”
当全世界都在哀悼纳尔逊·曼德拉（Nelson Mandela）的逝世，并且纪念这位伟大的领导者时，我们应该好好记住，他的诸多领导力之一就是信任。那些世界上最伟大的领导者们都对曼德拉先生表示钦佩，因为他是真正值得信赖的，而且他旨在支持的不仅仅是南非，而是整个世界的和平、繁荣和团结。曼德拉能够以许多人觉得不可能做到的方式领导人民。正如他的名言所说，“直到做成之前，总像是不可能完成的任务。”
Unfortunately, trust is in rare supply these days. People are having trouble trusting each other, according to an AP-GfK poll conducted in November 2013, which found that Americans are suspicious of each other in their everyday encounters. Only one-third of Americans say most people can be trusted – down from half who felt that way in 1972, when the General Social Survey first asked the question. Forty years later, in 2013, a record high of nearly two-thirds says “you can’t be too careful” in dealing with people.
不幸的是，在当今这个时代，信任非常罕见。根据一份在2013年11月所做的AP-GfK的民意调查显示，人们很难相互信任，美国人在日常接触中总是互相怀疑。仅仅只有三分之一的美国人称大多数人是可以信任的——相比美国综合社会调查（General Social Survey）在1972年首次提出这个问题时，这个比例明显下降了，当时有二分之一的美国人称大多数人可以信任。40年之后的2013年，有近三分之二的受访人员称在与人打交道时“防人之心不可无”，这个比例创历史新高。
This same sentiment can be carried over into the workplace, where employees want their leaders to be more trustworthy and transparent. Employees have grown tired of unexpected outcomes resulting from the lack of preparation. They want to be informed of any change management efforts before – not after the fact. Employees desire to know what is expected of them and be given the opportunity to reinvent themselves, rather than be told they are not qualified for new roles and responsibilities and can no longer execute their functions successfully.
同样的情绪也蔓延到了职场上，员工们希望他们的领导者能够更加值得信赖和坦率。他们已经厌倦了令他们措手不及的出乎意料的结果。他们希望在事前而不是在事后就被告知所有的管理变更。员工们渴望知道公司对于他们有何期望，并且希望公司能够给与他们机会来重塑自己，而不是被告知他们不能胜任新的角色和职责，并且不再能够成功地履行他们的职责。
Leaders are challenged between informing their employees of the entire truth and holding back certain realities so as not to unnecessarily scare people or lose top-talent. More and more leaders today are being placed into uncomfortable moral dilemmas because they are attempting to salvage their own jobs while trying to maintain the trust and loyalty of their employees.
领导者们正面临着一个难题，是告知员工所有的事实，还是隐瞒某些事实，以免不必要地惊吓到员工，或者失去顶尖的人才。现今有越来越多的领导者们身不由己地处于令人不安的道德困境之中，因为他们一边要试图挽救他们自身的工作，一边还要努力维持他们员工的信任和忠诚。
The growing tensions between leaders and their employees are creating productivity challenges as uncertainty becomes the new normal in the workplace. Furthermore, leaders are beginning to lose control of their own identities and effectiveness as their employees begin to lose trust in their intentions because of hidden agendas and political maneuvering – casting clouds of doubt over their futures.
随着不确定性成为职场中的新常态，领导者们和他们的员工之间日益紧张的关系正在威胁到生产力。此外，随着他们的员工开始因为秘密议程和办公室倾轧对他们的用以失去信任，领导者们开始失去了对于自身威信和命令有效性的控制——他们自身的未来上空也笼罩了不确定的阴霾。
Employees just want the truth. They have learned that the old ways of doing things just don’t apply (as much) anymore and more than ever they need their leaders to have their backs. Unfortunately, many leaders are operating in survival mode and don’t have the sphere of influence they once had; without leaders to sponsor and mentor them, high-potential employees must now figure out the changing terrain on their own.
员工们只是想知道事实。他们已经了解到，老派的做事方法已经不再（那么）适用了，并且他们比以往任何时候都需要他们的领导者支持自己。不幸的是，许多领导者也都是自身难保，不再拥有以前的那种影响范围了；没有了领导的支持和指导，极具潜力的员工们现在必须凭自己的力量去弄清楚不断变化的形势了。
Here are seven early warning signs to look out for so you can course-correct when employees are having trouble trusting their leaders:
以下是七个需要注意的早期征兆，这样当员工难以相信其领导时，你就可以纠正管理路线：
1. Lack Courage
1、缺乏勇气
Leaders that don’t stand up for what they believe in are difficult to respect and trust. Too many leaders today battle the gulf between assimilation and authenticity. They waste too much of their valuable time trying to act like other leaders in the organization – rather than attempting to establish their own identity and leadership style. This is why less than 15% of leaders have defined and live their personal brand.
不坚持自身信仰的领导者们很难赢得员工们的尊重和信任。现今太多的领导者们都在接受同化和保持真实自我之间摇摆不定。他们浪费了太多自身的宝贵时间来试图模仿组织中的其他领导者——而不是试着建立自己的个性和领导风格。这就是为什么只有不到15%的领导者们确立并奉行自己的一套。
Perhaps leaders don’t believe that their employees are paying attention to this behavior – but they are intently observing. Employees are always in tune to what their leaders are doing and how they manage themselves. Employees know that if their leaders are not savvy enough to move themselves into a position of greater influence, it will make it that much more difficult for them to get noticed and discovered as well. The influence of a leader carries a lot of weight when it comes to how their colleagues judge and evaluate the potential of their employees.
或许领导者们不相信他们的员工正在注意这种行为——但是他们的确正在专心观察。员工们总是和他们的领导保持一致，模仿领导的所作所为和管理自身的方式。员工们非常清楚，如果他们的领导不够精明，没法晋升到拥有更大影响力的职位的话，那员工们自己也会更难被注意和发现。领导们的影响力对于同事如何评判衡量这些其手下员工的潜能非常重要。
When leaders lack the courage to enable their full potential and that of others, it becomes a challenge to trust their judgment, self-confidence, self-awareness and overall capabilities.
如果领导者缺乏勇气来发挥他们自身以及其他人的全部潜能，人们就很难相信他们的判断力、自信心、自我认知和整体能力。
2. Hidden Agendas
2、秘密议程
Leaders that are too politically savvy can be viewed as devious and inauthentic. Employees want to follow leaders who are less about the politics and more about how to accomplish goals and objectives. While being politically savvy is important, leaders must be careful not to give their employees the impression of orchestrating hidden agendas.
对于政治过分精明的领导者们可能会被看作是既狡猾又不可靠的。员工们想要跟随那些较少专注政治，而更多关注该如何实现目标和宗旨的领导者。虽然拥有精明的政治头脑很重要，但是领导者们必须注意不要给自己的员工们留下精心策划秘密议程的印象。
Employees want to believe that their leaders are focused on the betterment of the team. If this requires well-intentioned political maneuvering to advance team goals and objectives, then great. However, if it comes across that a leader is solely intent on protecting themselves and their own personal agendas – trust from the team will be lost quickly and difficult to recapture.
员工们想要相信他们的领导者们致力于团队的发展。如果推动团队的目标和宗旨需要善意的政治手段，那没有问题。但是，如果一个领导者看上去纯粹只是在保护自己和他的自身利益——那么他将会很快失去团队的信任，并且很难再赢回。
3. Self-Centered
3、以自我为中心
Hidden agendas make it difficult to trust that a leader’s intentions and decision-making are not self-centered. When a leader is only looking out for themselves and lacks any sense of commitment to the advancement of their employees – this shuts-off employees quickly.
秘密议程让人很难相信一个领导者的意图和决策并不是以自我为中心的。如果一个领导者仅仅关注自身，并且对于他们员工的提升没有任何责任感——那么他们很快就会失去员工。
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