Outdoor Leadership - High Performance Does Not Equal High Trust
Leadership is a term that folks in the outdoors throw around so much that it has lost a ton of meaning in outdoor adventure sports. There has been a misguided premise building for decades in the outdoor community that we like to think that high performance individuals = solid high trust leaders. Afterall if you can’t run the hardest rapids, ski the biggest mountain, or free solo the tallest wall what business do you have talking about anything in the outdoors? This sentiment couldn’t be further from the truth and it relies on both a logical fallacy and the idea that 2 things cannot be true at once.
The logical fallacy that the high performance = high trust leaders is based on is some variation to an appeal to authority. This fallacy attacks credibility by claiming that someone’s lack of training or accomplishment precludes them from having a say in a discussion. In reality the traits of high trust leadership and high performance are two distinct but related characteristics. Each trait has their own implications and contribute differently to overall success of a team in the outdoors.
High Trust Traits
Trust refers to the confidence and belief that individuals or groups have in each other's reliability, integrity, and intentions.
A high trust environment is one where people trust each other's words and actions, leading to open communication, cooperation, and a sense of safety.
Key attributes of high trust environments include honesty, transparency, dependability, and ethical behavior.
High trust can lead to better relationships, increased collaboration, and a positive work culture.
High Performance Traits
Performance relates to the ability to consistently achieve and exceed goals, objectives, or standards.
A high-performance environment is one where individuals or teams consistently produce outstanding results, often driven by factors such as skill, dedication, efficiency, and effectiveness.
Key attributes of high performance include setting and achieving challenging goals, continuous improvement, and a focus on productivity.
High performance can lead to achieving desired outcomes, exceeding expectations, and achieving competitive advantages.
Trust vs. Performance Characteristics
It is easy to see how an overreliance on one factor such as performance can lead to a lack of cohesiveness since the focus is on high levels of achievement and low performing team members can often get sidelined or pushed out of the conversation. On the flip side an over emphasis on trust can reduce team effectiveness through lower standards and focus on emotion over goal setting. The important thing to note is what these kinds of behaviors look like in practice.
Focus
High trust primarily emphasizes the quality of relationships and the level of trust and cooperation among individuals or teams.
High performance, on the other hand, focuses on achieving specific results, often with an emphasis on productivity and excellence.
Nature of Behavior
In a high trust environment, people are more likely to be open, share information, and collaborate, as they feel secure and respected.
In a high-performance environment, individuals may be more focused on tasks, processes, and achieving objectives, which might sometimes involve more competition or individual effort.
Goals and Outcomes
High trust doesn't necessarily guarantee high performance, as it's primarily about creating a conducive environment for collaboration and trust-building.
High performance can be achieved in various ways, including in low-trust environments where individuals may not trust each other but still manage to deliver results through other means.
Long-Term vs. Short-Term Thinking
High trust often lays the foundation for sustainable, long-term relationships and success.
High performance often prioritizes short-term, immediate results over long-term relationships.
High Trust Metrics
So, what do trust metrics look like to you? Studies consistently show that teams filled with middling to low performance individuals with high trust consistently outperform teams stacked with high performance individuals with low trust. Analysis has shown that high trust teams work cohesively and more efficiently with less animosity towards those on the team. Let’s take a look at a few trust metrics and how they affect teams:
Always observing good safety practices like looking back or setting up in dangerous areas – Fewer guest injuries improving guest satisfaction scores. Fewer employee injuries leading to less burnout due to short staffing.
Asking another team member to double check your counts – Promotes accountability and teamwork, also prevents arriving at put in and not having enough gear for guests, thus reducing workload and stress
Asking team members how they are feeling throughout the day – Allows team members to spot signs of fatigue or injury and address those immediately thus increasing job satisfaction.
In an article we will publishing later this summer we will take a deeper dive into metrics that we can use to evaluate trust. For now though please take some time to evaluate what is important to you in the outdoors and think about what helps you build trust with your boating partners. Feel free to drop a comment below and let us know your key trust metrics. If you’re interested in more leadership related topics we have also developed a Trip Leader Course for aspiring trip leaders or for folks looking to polish up their skills that we are looking to get out soon. If you’re interested please drop us a line below.
