Poll: Most find trustworthy leaders hard to come by

Despite political or demographic differences, a majority of those surveyed in a U.S. News & World Report-Harris Poll say trustworthiness is the top trait they want in their leaders -- but many lament the lack of trusted leaders in both business and politics. The eight qualities valued by respondents included honesty, transparency, reliability, ethics and respect, which means "listening to their employees' opinions and respect their ideas," said one respondent.

Put it into practice: Most respondents want leaders to be "team players" and collaborate with others, but they must also be able to take action on important issues such as the economy and diversity, the poll shows. "Leaders can earn my trust by showing action. Don't just say what you are going to do; actually do it," one respondent said.

Tests such as Myers-Briggs can give you an idea of the personalities on your team and what motivates them, but Susan Fowler, the founder of Mojo Moments, writes that without choice, connection and competence, every personality will feel unfulfilled, no matter what job they're doing. "And that's the great news: Optimal motivation generated when our three psychological needs are met overcomes mismatches between personality and role," Fowler writes.

Put it into practice: Motivation, Fowler writes, "is a function of psychological need fulfillment" and our personality emerges in reaction to whatever need is unfulfilled at the moment. "Three basic psychological needs for choice, connection and competence are foundational to creating the motivation required for thriving, well-being and generating vitality."

Humor can help leaders make the workplace feel more open to new ideas and create more engagement and job satisfaction, writes Ronald Riggio, a leadership professor at Claremont McKenna College, and student Carly Kirsch, but it must be a positive form of humor that does not judge or is at the expense of others. "Your humor may not always land with other people, and their humor may not always land with you, but allowing people to be themselves creates a more positive work environment," they write.

Put it into practice: Encourage those on your team to be funny and provide outlets for humor, such as a gag gift exchange around the holidays, write Riggio and Kirsch. "Create an environment where natural and spontaneous laughter can thrive."

Taking a trip down memory lane this holiday season may bring painful memories for some, but psychologists say focusing on gratitude and positive memories can be a boon to mental health, especially if old memories can be transformed into new, enjoyable traditions. "Taking family traditions and manipulating them to put these memories in a broader story can actually help act as a guide in your life, helping you figure out what's next," says social psychologist Clay Routledge, vice president of research and director of the Human Flourishing Lab.

The names Dasher, Dancer, Prancer and Comet make sense for flying reindeer, but Merriam-Webster editors took issue with some other monikers for Santa's sleigh-pullers. Vixen, they note, has a racy connotation, and Cupid is the name of the Roman god of erotic love. Donner and Blitzen are derived from Dutch words for thunder and lightning, making them "the bad boys of the sleigh," the dictionary company posted on social media.

In recognition of the holidays, SmartBrief will not publish Dec. 25 through Jan. 1.

If you'll permit me to stroll down memory lane a moment, at the beginning of this year, we switched up the format a bit in SmartBrief on Leadership, making the voice a bit more friendly and less formal and adding the "Put it into practice" section for most stories. We weren't sure it would increase engagement or interest in the brief, but it's been such a pleasant surprise, for me especially, to see how you all have reacted.

The response has been overwhelmingly positive. Many of you have taken time during the year to drop me a note of thanks and gratitude for the changes and have noted how much more engaging and enjoyable the brief has become -- without losing its practical advice and insights into leadership.

I have enjoyed reading all of your feedback -- even from those who have been critical of the change. Some have made suggestions that have been incorporated into the brief. I appreciate those who write in with words of criticism because just taking the time to send me your comments and thoughts shows me that you're engaged and care about this newsletter's quality. I take each comment and suggestion to heart and strive to do my best to deliver an informative, deep and entertaining brief each day.

Thank you all so much for being loyal readers, and keep those comments coming! This is a community, and I want to meet your needs as best I can.

I wish each of you a happy, warm, joyous holiday season and a Happy New Year! See you in 2024!

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