6/12/2023 0 Comments Trust issuesHe expressed deep respect for what his team had achieved but also acknowledged that he’d put some people in leadership roles without giving them the training or mentorship to be effective. ![]() He had thought a lot about how the cultural values he’d instilled in the company-the very values that had fueled Uber’s success-had also been misused and distorted on his watch. Kalanick arrived humbled and introspective. (Anne was building her own company at the time, so she took a back seat on the project.) As Frances waited for him to make his entrance, she braced herself for the smug CEO she’d read about. Additional charges leveled at the company in this period reinforced Uber’s reputation as a cold-blooded operator that would do almost anything to win.ĭespite our skepticism, Frances had gone to California to hear Kalanick out. Footage of Kalanick had then emerged, in a video that went viral, of his interaction with an Uber driver, where he appeared dismissive of the pain of earning a living in a post-Uber world. A month later, not long before the meeting, an Uber engineer named Susan Fowler had blogged courageously about her experiences of harassment and discrimination at the company, which caused more outrage. In early 2017, for example, when taxi drivers went on strike in New York City to protest President Trump’s travel ban, Uber appeared to have used tactics to profit from the situation-a move that prompted widespread outrage and a #deleteUber campaign. At the time, the company was an astonishingly disruptive and successful start-up, but its success seemed to have come at the price of basic decency. ![]() Everything we’d read about the company suggested it had little hope of redemption. We had a track record of helping organizations, many of them founder-led, tackle messy leadership and culture challenges. Meghan Joyce, the company’s general manager for the United States and Canada, had reached out to us, hoping that we could guide the company as it sought to heal from a series of deep, self-inflicted wounds. On a spring afternoon in 2017, Travis Kalanick, then the CEO of Uber, walked into a conference room at the company’s Bay Area headquarters. This article explains how leaders can identify their weaknesses and strengths on these three dimensions and offers advice on how all three can be developed in the service of a truly empowering leadership style. When trust is lost, it can almost always be traced back to a breakdown in one of these three drivers. People tend to trust you when they think they are interacting with the real you (authenticity), when they have faith in your judgment and competence (logic), and when they believe that you care about them (empathy). So how do you build up stores of this essential leadership capital? By focusing, the authors argue, on the three core drivers of trust: authenticity, logic, and empathy. It’s also the input that makes it possible for leaders to create the conditions for employees to fully realize their own capacity and power. It’s the reason we’re willing to exchange our hard-earned paychecks for goods and services, to pledge our lives to another person in marriage, and to cast a ballot for someone who will represent our interests. ![]() It’s the foundation on which our laws and contracts are built. Trust is the basis for almost everything we do.
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