March 27, 2024 • 20 mins
Hey, friend,
I am continuing with the topic of Credibility, which is a foundational skill of leadership. Last week, I talked about 5 Dead Giveaways that You’re not a Credible Leader, and you might have been shocked to find yourself and something you are doing on that episode and you might be wondering what you can do to fix any mistakes you have been making.
Credibility is when others trust your leadership. You earn credibility by having a strong value system and consistent habits that reflect your value system.
So, Think of credibility as your working reputation. It is what people are saying about you. If you are not intentional about building strong credibility with those you work with and who work for you, you may find yourself unintentionally doing things that are credibility killers.
The good news is that if your actions, your habits have killed your credibility, it CAN be raised from the dead by developing new habits that are actually in line with your value system.
Today, I am going to suggest my blueprint, 5 ways you can repair and restore your credibility, and if you love Jesus, you will recognize that these 5 ways to repair and restore your credibility are in line with his teachings.
Here are a few scriptures to get you started. There are many more.
Self-Reflection: Matt. 7:1-6, Romans 12:2
Humility: Luke 14:11, Luke 18:14, Matt. 18:1-35
Ownership: Matt. 5:23-24
Goal-Setting: Matt. 17:20, Luke 14:28, Heb. 12:1-2, Phil 3:13-14, Phil 4:13
Accountability: Rom. 14:12, Heb. 4:13
I pray this blesses you, Becky
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
Hi, I'm Becky Burroughs and you are listening to Leadership Becomes Her where I provide simple
(00:06):
strategic solutions for Christian women who lead.
In today's episode, I am continuing the topic of credibility, which is a foundational
skill of leadership.
Last week, I talked about five dead giveaways that you're not a credible leader.
You might have been shocked to find yourself in something you are doing on that episode
(00:27):
and you might be wondering what you can do to fix any mistakes you've been making.
Credibility is when others trust your leadership and you earn credibility by having a strong
value system and consistent habits that reflect your value system.
So think of credibility as your working reputation.
It's what people are saying about you.
(00:47):
If you are not intentional about building strong credibility with those with whom you work
and who work for you, you may find yourself unintentionally doing things that are credibility
killers.
The good news is that if your actions, your habits have killed your credibility, it can
be raised from the dead by developing new habits that are actually in line with your value
(01:11):
system.
Today, I'm going to suggest my blueprint, five steps to repairing and restoring your credibility.
And if you love Jesus, you will recognize that these are in line with his teachings.
Let's dive in to today's episode.
Hey, friend, are you a people-pleasing conflict avoiding leader?
(01:34):
Is your secret relationship with fear affecting your leadership decisions?
Do you want to learn how to build credibility and confidence or to navigate difficult conversations?
Do you long to manage your time without sacrificing your family or self-care?
Welcome to leadership becomes her.
(01:54):
I'm Becky Burroughs, your host and a minister and life and leadership coach with over 50 years
experience in leadership.
I firmly believe God has given you everything you need to lead well.
You have the toolbox.
You just need to learn how to use the tools.
And so, get comfy or start a mindless task, you know how to pause or rewind if you need to.
(02:17):
Let's get started.
Before I jump into my blueprint for repairing and restoring your credibility, I think it's
important to note that we all do things from time to time that can be credibility killers.
We're all carrying around stress and emotional burdens that can easily interfere with how we
(02:40):
show up in a given situation.
We're all human.
We all make mistakes.
Credibility is not about the occasional misstep.
Credibility is about having a strong value system that you live by, a code of conduct that
determines how you treat people and how responsible and disciplined you are.
Your value system is reflected in your habits, meaning that those who work with you should
(03:05):
be able to see how you habitually function and identify your value system.
What matters to you?
For example, let's say you value people, so you are friendly and approachable and generous
with your compliments.
But you don't communicate well.
You tend to be passive aggressive and defensive when questioned.
Maybe you don't respect the time of others or you make decisions in a vacuum deflecting
(03:28):
all input.
Those who work with you will debate about how much you actually value people because showing
value is more than being friendly and approachable.
Showing value means that you respect others, including their time, their talent, their workload,
and their opinion.
Or let's say you value accountability, so you have your employees give notice in writing
(03:51):
when they will be on vacation.
But you don't do the same.
Telling yourself that you shouldn't have to.
You're the boss.
And you require that they keep certain office hours.
And if they're not in the office, they must send an email letting everyone know where they
are and how they'll be reached.
But you don't do the same.
Telling yourself you shouldn't have to.
You're the boss.
I mean, we could do this with anything.
(04:12):
Let's say you get frustrated when you don't get what you need in a timely manner, but you
don't get others what they need when they need it.
Or you expect employees to submit written goals and objectives, but you don't.
Whatever you value should become your habits.
We call it walking the talk or leading by example.
(04:34):
You cannot lead where you do not go.
It's a fast track to killing your credibility.
So as you evaluate your credibility, it is helpful to first identify your value system,
what matters to you, and then see if your habits are in line with your value.
So here is my blueprint for repairing and restoring your credibility.
(04:55):
Five steps.
Number one, self-reflection.
Number two, humility.
Number three, ownership.
Number four, goal setting, and number five, accountability.
Now the first item on my blueprint for repairing and restoring your credibility is self-reflection.
This is a good practice for a leader even if you aren't concerned about your credibility.
(05:19):
This is a habit that can be done daily or weekly or even situationally.
In fact, if you're trying to repair your credibility, the more you can self-reflect the better.
Simply put, to self-reflect is to ask yourself a series of questions and be honest in your
answers.
For example, you've had a conversation with an employee or a coworker or a volunteer
(05:42):
that just didn't go well.
So in self-reflection, you asked yourself four questions.
Number one, what worked in that meeting?
Maybe you can identify that you scheduled it at a good time for both of you.
You scheduled it in advance.
You communicated the time well.
The room was comfortable and free of distractions.
Maybe you decide there were no interruptions and you had ample time to discuss what was planned.
(06:06):
Once you have exhausted the mental list of everything, literally everything that worked
out about that meeting and nothing is too small or insignificant to mention, then you
move on to the next question for self-reflection.
Number two, what did not work in that meeting or didn't work as well as I thought it would?
(06:26):
Maybe you can identify that the person you were meeting with seemed distracted or tired.
Maybe the communication between you was off a little.
Maybe there were a couple of things said that could have been taken the wrong way and now
you wonder if in fact they were.
Maybe you can identify that no solution was reached or that nothing was accomplished.
Again, nothing is too small to mention and because you are doing this activity alone in self-reflection,
(06:53):
well you can't know with 100% certainty all the things that did not work but this is a great
starting point so that you can move on to question number three.
Number three, what might I do differently next time to increase the chances of the meeting
going well?
Now depending on what you identified that didn't work, you might determine that you would
(07:16):
confirm the day off if the scheduled meeting time still works.
That way, if the person is having a bad day, they have an opportunity to reschedule.
Maybe you do a quick sweep to determine if the room is comfortable and free of distractions.
Maybe you begin the meeting on a positive and encouraging note before jumping into concerns.
Maybe after saying something that could be misheard or misunderstood, you ask the other person
(07:41):
what they heard you say to confirm that you're communicating well.
Maybe you are more diligent to make sure that a solution is reached, a collaborative solution
by the end of the meeting that is agreeable to both of you.
Again, first you have to determine the possible causes for the meeting not going as well as
you thought it would and then base your ideas of what you would do differently on that.
(08:04):
And number four, what if?
Now this is your invitation to think outside the box.
For example, what if I sent the meeting agenda ahead of time?
What if we created the agenda together?
Or what if I met with this person a few days after the meeting and shared with them that
I didn't think it went well to see if they agreed or to apologize for my pardoned?
(08:26):
What if we shared with each other our thoughts about why it didn't go well and together came
up with a solution?
It's important to note that any of these options will go a long way to repair credibility
because it demonstrates value to the other person, value of their time, of their thoughts,
and of their feelings and opinions.
(08:47):
So number one on my blueprint to repair and restore your credibility is to engage in self-reflection.
You know, on Matthew 7, Jesus refers to it as taking the plank out of your own eye before
you even attempt to remove the speck from someone else's eye.
The second thing I would recommend is to approach your credibility issues from a place of humility.
(09:09):
Now when we think of leaders we admire, we usually think of their strong characteristics,
but humility, which is not always viewed as a strength, is not often among the list of
traits we admire in a leader.
But the truth is that humility is one of the most important characteristics of an effective
leader.
Yet many leaders don't remain humble as they climb the ladder.
(09:31):
There is a huge difference between humility and being self-effacing or having a poor self-image.
Humility is not a poor self-image, but rather a modest view of one's importance.
A humble person is lacking in pretense and does not in any way believe they are superior
to others.
(09:52):
A humble person is free from pride or arrogance.
It's a feeling that you have no special importance that makes you better than others.
So if you're on a quest to repair and restore your credibility from a perspective of humility,
you will be open to criticism, even that which seems unfounded.
Because you will realize that if you dig deep enough, you can find the kernel of truth
(10:15):
in even the harshest criticism.
In difficult conversations you will listen with humility, seeking to understand the other
person's perspective, even if you don't agree with it.
And that will be more important to you than making sure they understand your perspective.
In decision-making, you will seek the input of others with humility, realizing that the
(10:36):
collective intelligence in the room is greater than the sum of its parts.
With humility, you will ask people that you trust to tell you the truth, what you can do
to repair and restore your credibility, acknowledging what you believe you have done to damage
it and asking them what they think you have done to damage it.
With humility, you will question the habits you have formed that are not in line with your
(10:59):
value system.
Humility is a heart condition.
It requires a soft heart, an open mind, curiosity, and a commitment to continuous learning.
Jesus encourages in Matthew 18 that we develop the humility of a child, as that is the measure
of true greatness.
(11:21):
The third thing I would recommend in my blueprint to repair and restore your credibility is
ownership.
As you self reflect, as you humbly evaluate what you might have done to damage your credibility,
as you engage others who you trust to speak into your credibility problems, take ownership
for what you are learning about yourself.
The information doesn't have to be 100% accurate, but rather it could be the other person's
(11:46):
perception based on the habits you have formed that are not in alignment with your value system.
For example, you ask a trusted friend or a coworker how they perceive your credibility
or what they are hearing about you that is a reflection of your credibility and they
say in keeping with the example I gave above that the scuttlebutt is that you don't value
a particular person or the role they fill.
(12:09):
Now the temptation would be to say, well that couldn't be further from the truth, but
this conversation is not so you can defend yourself.
This is a learning exercise because even though you know in your heart that you value everyone
and the work they do, there is obviously something that is causing people to think otherwise.
And while you are self reflecting, remembering all of the times that you've approached people
(12:32):
with a hug and a smile and been very friendly as proof of your credibility, what they are
remembering is how you cut them off when they express concerns or your sarcastic humor
or how you don't invite input into important decisions that infect everyone.
So when you invite input and take ownership, that includes looking for the kernel of truth
in their criticism and then owning it.
(12:56):
Realizing that those habits that you have formed are not in keeping with your value system.
Of course they don't know how much I value them, you might say.
I have not been consistently communicating it in a way that demonstrates how valued they
are.
Wow, I'm so glad to know that.
(13:17):
I didn't realize I did that and the effect it had on others.
That is not at all the message I want to send.
Obviously, I have developed some habits that are not in alignment with my own value system.
Thank you for telling me that.
Now that's a statement of ownership.
You're not agreeing that you don't value them.
You're not defending yourself.
(13:40):
And you're not in keeping with your value system.
That's ownership.
That's strength in leadership.
If you lead with ownership, others will follow suit and you will create by your example a
culture of people who accept responsibility for their actions.
It is a power move of leadership.
(14:02):
In Matthew 5, what we call the sermon on the mount, Jesus talks about ownership when he
talks about what to do when you realize that someone has something against you and your
responsibility to reconcile with them, taking ownership.
The fourth item on my blueprint for repairing and restoring your credibility is goal setting.
Now hopefully by now you have sought the input of several people that you trust to tell
(14:26):
you the truth.
You've learned some things, not about yourself, not that you're a terrible leader.
You have simply learned about some habits that you have developed that are not in alignment
with your value system.
Now it may have stung to hear what others are saying about you.
It may have actually hurt.
But that information is golden.
First, because you have at least one relationship with someone who loves you enough to tell you
(14:49):
the truth because you have effectively communicated that is what you're seeking.
But also because armed with that information, you could actually do something about it to
repair and restore your credibility.
And if you're seeking information in humility and owned that what you have said and done
are some things that would cause people to have the perspective they have, now you can
(15:11):
work on what you have learned.
Now is the time to set goals.
And I would urge you not to try to do this in a vacuum.
You need input here as well.
You need to know the goal that would have the most impact with others.
And work on that.
And as you set the goal, the thing that you're going to work on so that you can be a person
(15:32):
whose actions are in alignment with his or her value system, something amazing will happen.
If you are earnestly and humbly and consistently working to repair your credibility, those around
you will begin to extend grace to you because you will seem relatable.
They know you aren't perfect, just like they aren't perfect.
(15:54):
But you are working on yourself so they will respect that.
There may be a list of 10 things you were doing that were hurting your credibility, but
if you will tackle the one that is having the biggest impact on them, chances are some
of the other credibility issues will take care of themselves.
People will be focusing less on what you are doing that is killing your credibility and
(16:15):
more marveling about how dedicated you are to continuous improvement starting with yourself.
And before you know it, others will be working on their own continuous improvement because
of your example.
And even if you have to tackle every single one of the things they are complaining about,
you are doing it.
You are getting in alignment with your value system with who God created you to be and
(16:38):
with the leader God created you to be.
There are actually several scriptures on goal setting that have to do with setting high
goals in faith, counting the cost of your goals, perseverance, pressing on toward the
goal and the realization that I can do all things in Christ who gives me strength.
I will provide those scriptures in the show notes.
(16:59):
The fifth item on my blueprint for repairing and restoring your credibility is accountability.
You have done the hard work.
You began by self reflecting and then asking the hard questions about yourself.
You have listened with humility.
You took ownership of the fact that some of your words or actions are not in alignment
with your value system.
You got input from others as to what changes you need to make to repair and restore your
(17:22):
credibility and then you set goals to do just that.
That is something to celebrate.
The last step accountability is because having come this far and worked this hard, you want
to ensure success.
Most of us don't like accountability but all of us need it.
It just makes us better people when we are held accountable to others or to a standard.
(17:47):
Now think about it.
The reason I drive the speed limit is because of the chance that a police officer is around
the corner about to hold me accountable.
The accountability of cameras placed in public places and around private homes is what keeps
some people from breaking in or shoplifting.
In many businesses people have to clock in and clock out as an accountability for their
(18:08):
time.
We turn in receipts as accountability for our business expenses.
You set a curfew for their kids do so for accountability and to keep them safe of course.
In school work is graded for the accountability so that you will actually do the work.
Accountability is everywhere.
So when you set this important task for yourself of repairing and restoring your credibility, hold
(18:31):
yourself accountable.
Hebrews 4:13 tells us that ultimately we are accountable to God.
But you are also accountable to your truth tellers who told you the truth at great risk.
If you really want to succeed in this goal that you have set for yourself, hold yourself
accountable to the very people with whom you are trying to repair and restore your credibility.
(18:54):
They will be in awe of you for your courage.
They will cheer you on and they will want you to succeed because it will benefit them
as well.
So here my blueprint for repairing and restoring your credibility includes self-reflection,
humility, ownership, goal setting and accountability.
(19:15):
In the show notes you should also see the transcript for this as well as every episode should
you want to see these steps in writing.
Hey, my next Leadership Bootcamp for Women in Ministry starts April 9th.
Now we keep the group small so that we can get some good coaching in.
Go to our website leadershipbootcampforwomeninministry.com and register or gift Leadership
(19:37):
Bootcamp to a woman who serves in ministry as a vocation or a volunteer.
Maybe you are a minister who sees potential in one of your high capacity volunteers and
you want to help develop her as a leader.
We've kept the cost of this four week workshop low, $450.
So think about sending some of your volunteers.
I want to help you build a solid foundation upon which your leadership can stand tall.
(20:02):
Hey, let's do this again next week.
It is my prayer that this podcast inspired you, blessed you or made you think.
If so, please share it with a friend, subscribe and please lead a review.
Hey I want to connect with you.
Follow me on Facebook, Instagram and LinkedIn, send me a DM or email me at hello@beckyburroughs.com.
(20:28):
If you are a Christian woman who leads and you are interested in one of my Leadership Boot
camps for Women in Ministry, this is a four-week workshop or becoming part of a Kairos
Cohort, year-long group coaching.
Send me a DM or an email for more information.
We'll talk soon.
[Music]
Hi, I'm Becky Burroughs and you are listening to Leadership Becomes Her where I provide simple
(00:06):
strategic solutions for Christian women who lead.
In today's episode, I am continuing the topic of credibility, which is a foundational
skill of leadership.
Last week, I talked about five dead giveaways that you're not a credible leader.
You might have been shocked to find yourself in something you are doing on that episode
(00:27):
and you might be wondering what you can do to fix any mistakes you've been making.
Credibility is when others trust your leadership and you earn credibility by having a strong
value system and consistent habits that reflect your value system.
So think of credibility as your working reputation.
It's what people are saying about you.
(00:47):
If you are not intentional about building strong credibility with those with whom you work
and who work for you, you may find yourself unintentionally doing things that are credibility
killers.
The good news is that if your actions, your habits have killed your credibility, it can
be raised from the dead by developing new habits that are actually in line with your value
(01:11):
system.
Today, I'm going to suggest my blueprint, five steps to repairing and restoring your credibility.
And if you love Jesus, you will recognize that these are in line with his teachings.
Let's dive in to today's episode.
Hey, friend, are you a people-pleasing conflict avoiding leader?
(01:34):
Is your secret relationship with fear affecting your leadership decisions?
Do you want to learn how to build credibility and confidence or to navigate difficult conversations?
Do you long to manage your time without sacrificing your family or self-care?
Welcome to leadership becomes her.
(01:54):
I'm Becky Burroughs, your host and a minister and life and leadership coach with over 50 years
experience in leadership.
I firmly believe God has given you everything you need to lead well.
You have the toolbox.
You just need to learn how to use the tools.
And so, get comfy or start a mindless task, you know how to pause or rewind if you need to.
(02:17):
Let's get started.
Before I jump into my blueprint for repairing and restoring your credibility, I think it's
important to note that we all do things from time to time that can be credibility killers.
We're all carrying around stress and emotional burdens that can easily interfere with how we
(02:40):
show up in a given situation.
We're all human.
We all make mistakes.
Credibility is not about the occasional misstep.
Credibility is about having a strong value system that you live by, a code of conduct that
determines how you treat people and how responsible and disciplined you are.
Your value system is reflected in your habits, meaning that those who work with you should
(03:05):
be able to see how you habitually function and identify your value system.
What matters to you?
For example, let's say you value people, so you are friendly and approachable and generous
with your compliments.
But you don't communicate well.
You tend to be passive aggressive and defensive when questioned.
Maybe you don't respect the time of others or you make decisions in a vacuum deflecting
(03:28):
all input.
Those who work with you will debate about how much you actually value people because showing
value is more than being friendly and approachable.
Showing value means that you respect others, including their time, their talent, their workload,
and their opinion.
Or let's say you value accountability, so you have your employees give notice in writing
(03:51):
when they will be on vacation.
But you don't do the same.
Telling yourself that you shouldn't have to.
You're the boss.
And you require that they keep certain office hours.
And if they're not in the office, they must send an email letting everyone know where they
are and how they'll be reached.
But you don't do the same.
Telling yourself you shouldn't have to.
You're the boss.
I mean, we could do this with anything.
(04:12):
Let's say you get frustrated when you don't get what you need in a timely manner, but you
don't get others what they need when they need it.
Or you expect employees to submit written goals and objectives, but you don't.
Whatever you value should become your habits.
We call it walking the talk or leading by example.
(04:34):
You cannot lead where you do not go.
It's a fast track to killing your credibility.
So as you evaluate your credibility, it is helpful to first identify your value system,
what matters to you, and then see if your habits are in line with your value.
So here is my blueprint for repairing and restoring your credibility.
(04:55):
Five steps.
Number one, self-reflection.
Number two, humility.
Number three, ownership.
Number four, goal setting, and number five, accountability.
Now the first item on my blueprint for repairing and restoring your credibility is self-reflection.
This is a good practice for a leader even if you aren't concerned about your credibility.
(05:19):
This is a habit that can be done daily or weekly or even situationally.
In fact, if you're trying to repair your credibility, the more you can self-reflect the better.
Simply put, to self-reflect is to ask yourself a series of questions and be honest in your
answers.
For example, you've had a conversation with an employee or a coworker or a volunteer
(05:42):
that just didn't go well.
So in self-reflection, you asked yourself four questions.
Number one, what worked in that meeting?
Maybe you can identify that you scheduled it at a good time for both of you.
You scheduled it in advance.
You communicated the time well.
The room was comfortable and free of distractions.
Maybe you decide there were no interruptions and you had ample time to discuss what was planned.
(06:06):
Once you have exhausted the mental list of everything, literally everything that worked
out about that meeting and nothing is too small or insignificant to mention, then you
move on to the next question for self-reflection.
Number two, what did not work in that meeting or didn't work as well as I thought it would?
(06:26):
Maybe you can identify that the person you were meeting with seemed distracted or tired.
Maybe the communication between you was off a little.
Maybe there were a couple of things said that could have been taken the wrong way and now
you wonder if in fact they were.
Maybe you can identify that no solution was reached or that nothing was accomplished.
Again, nothing is too small to mention and because you are doing this activity alone in self-reflection,
(06:53):
well you can't know with 100% certainty all the things that did not work but this is a great
starting point so that you can move on to question number three.
Number three, what might I do differently next time to increase the chances of the meeting
going well?
Now depending on what you identified that didn't work, you might determine that you would
(07:16):
confirm the day off if the scheduled meeting time still works.
That way, if the person is having a bad day, they have an opportunity to reschedule.
Maybe you do a quick sweep to determine if the room is comfortable and free of distractions.
Maybe you begin the meeting on a positive and encouraging note before jumping into concerns.
Maybe after saying something that could be misheard or misunderstood, you ask the other person
(07:41):
what they heard you say to confirm that you're communicating well.
Maybe you are more diligent to make sure that a solution is reached, a collaborative solution
by the end of the meeting that is agreeable to both of you.
Again, first you have to determine the possible causes for the meeting not going as well as
you thought it would and then base your ideas of what you would do differently on that.
(08:04):
And number four, what if?
Now this is your invitation to think outside the box.
For example, what if I sent the meeting agenda ahead of time?
What if we created the agenda together?
Or what if I met with this person a few days after the meeting and shared with them that
I didn't think it went well to see if they agreed or to apologize for my pardoned?
(08:26):
What if we shared with each other our thoughts about why it didn't go well and together came
up with a solution?
It's important to note that any of these options will go a long way to repair credibility
because it demonstrates value to the other person, value of their time, of their thoughts,
and of their feelings and opinions.
(08:47):
So number one on my blueprint to repair and restore your credibility is to engage in self-reflection.
You know, on Matthew 7, Jesus refers to it as taking the plank out of your own eye before
you even attempt to remove the speck from someone else's eye.
The second thing I would recommend is to approach your credibility issues from a place of humility.
(09:09):
Now when we think of leaders we admire, we usually think of their strong characteristics,
but humility, which is not always viewed as a strength, is not often among the list of
traits we admire in a leader.
But the truth is that humility is one of the most important characteristics of an effective
leader.
Yet many leaders don't remain humble as they climb the ladder.
(09:31):
There is a huge difference between humility and being self-effacing or having a poor self-image.
Humility is not a poor self-image, but rather a modest view of one's importance.
A humble person is lacking in pretense and does not in any way believe they are superior
to others.
(09:52):
A humble person is free from pride or arrogance.
It's a feeling that you have no special importance that makes you better than others.
So if you're on a quest to repair and restore your credibility from a perspective of humility,
you will be open to criticism, even that which seems unfounded.
Because you will realize that if you dig deep enough, you can find the kernel of truth
(10:15):
in even the harshest criticism.
In difficult conversations you will listen with humility, seeking to understand the other
person's perspective, even if you don't agree with it.
And that will be more important to you than making sure they understand your perspective.
In decision-making, you will seek the input of others with humility, realizing that the
(10:36):
collective intelligence in the room is greater than the sum of its parts.
With humility, you will ask people that you trust to tell you the truth, what you can do
to repair and restore your credibility, acknowledging what you believe you have done to damage
it and asking them what they think you have done to damage it.
With humility, you will question the habits you have formed that are not in line with your
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value system.
Humility is a heart condition.
It requires a soft heart, an open mind, curiosity, and a commitment to continuous learning.
Jesus encourages in Matthew 18 that we develop the humility of a child, as that is the measure
of true greatness.
(11:21):
The third thing I would recommend in my blueprint to repair and restore your credibility is
ownership.
As you self reflect, as you humbly evaluate what you might have done to damage your credibility,
as you engage others who you trust to speak into your credibility problems, take ownership
for what you are learning about yourself.
The information doesn't have to be 100% accurate, but rather it could be the other person's
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perception based on the habits you have formed that are not in alignment with your value system.
For example, you ask a trusted friend or a coworker how they perceive your credibility
or what they are hearing about you that is a reflection of your credibility and they
say in keeping with the example I gave above that the scuttlebutt is that you don't value
a particular person or the role they fill.
(12:09):
Now the temptation would be to say, well that couldn't be further from the truth, but
this conversation is not so you can defend yourself.
This is a learning exercise because even though you know in your heart that you value everyone
and the work they do, there is obviously something that is causing people to think otherwise.
And while you are self reflecting, remembering all of the times that you've approached people
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with a hug and a smile and been very friendly as proof of your credibility, what they are
remembering is how you cut them off when they express concerns or your sarcastic humor
or how you don't invite input into important decisions that infect everyone.
So when you invite input and take ownership, that includes looking for the kernel of truth
in their criticism and then owning it.
(12:56):
Realizing that those habits that you have formed are not in keeping with your value system.
Of course they don't know how much I value them, you might say.
I have not been consistently communicating it in a way that demonstrates how valued they
are.
Wow, I'm so glad to know that.
(13:17):
I didn't realize I did that and the effect it had on others.
That is not at all the message I want to send.
Obviously, I have developed some habits that are not in alignment with my own value system.
Thank you for telling me that.
Now that's a statement of ownership.
You're not agreeing that you don't value them.
You're not defending yourself.
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And you're not in keeping with your value system.
That's ownership.
That's strength in leadership.
If you lead with ownership, others will follow suit and you will create by your example a
culture of people who accept responsibility for their actions.
It is a power move of leadership.
(14:02):
In Matthew 5, what we call the sermon on the mount, Jesus talks about ownership when he
talks about what to do when you realize that someone has something against you and your
responsibility to reconcile with them, taking ownership.
The fourth item on my blueprint for repairing and restoring your credibility is goal setting.
Now hopefully by now you have sought the input of several people that you trust to tell
(14:26):
you the truth.
You've learned some things, not about yourself, not that you're a terrible leader.
You have simply learned about some habits that you have developed that are not in alignment
with your value system.
Now it may have stung to hear what others are saying about you.
It may have actually hurt.
But that information is golden.
First, because you have at least one relationship with someone who loves you enough to tell you
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the truth because you have effectively communicated that is what you're seeking.
But also because armed with that information, you could actually do something about it to
repair and restore your credibility.
And if you're seeking information in humility and owned that what you have said and done
are some things that would cause people to have the perspective they have, now you can
(15:11):
work on what you have learned.
Now is the time to set goals.
And I would urge you not to try to do this in a vacuum.
You need input here as well.
You need to know the goal that would have the most impact with others.
And work on that.
And as you set the goal, the thing that you're going to work on so that you can be a person
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whose actions are in alignment with his or her value system, something amazing will happen.
If you are earnestly and humbly and consistently working to repair your credibility, those around
you will begin to extend grace to you because you will seem relatable.
They know you aren't perfect, just like they aren't perfect.
(15:54):
But you are working on yourself so they will respect that.
There may be a list of 10 things you were doing that were hurting your credibility, but
if you will tackle the one that is having the biggest impact on them, chances are some
of the other credibility issues will take care of themselves.
People will be focusing less on what you are doing that is killing your credibility and
(16:15):
more marveling about how dedicated you are to continuous improvement starting with yourself.
And before you know it, others will be working on their own continuous improvement because
of your example.
And even if you have to tackle every single one of the things they are complaining about,
you are doing it.
You are getting in alignment with your value system with who God created you to be and
(16:38):
with the leader God created you to be.
There are actually several scriptures on goal setting that have to do with setting high
goals in faith, counting the cost of your goals, perseverance, pressing on toward the
goal and the realization that I can do all things in Christ who gives me strength.
I will provide those scriptures in the show notes.
(16:59):
The fifth item on my blueprint for repairing and restoring your credibility is accountability.
You have done the hard work.
You began by self reflecting and then asking the hard questions about yourself.
You have listened with humility.
You took ownership of the fact that some of your words or actions are not in alignment
with your value system.
You got input from others as to what changes you need to make to repair and restore your
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credibility and then you set goals to do just that.
That is something to celebrate.
The last step accountability is because having come this far and worked this hard, you want
to ensure success.
Most of us don't like accountability but all of us need it.
It just makes us better people when we are held accountable to others or to a standard.
(17:47):
Now think about it.
The reason I drive the speed limit is because of the chance that a police officer is around
the corner about to hold me accountable.
The accountability of cameras placed in public places and around private homes is what keeps
some people from breaking in or shoplifting.
In many businesses people have to clock in and clock out as an accountability for their
(18:08):
time.
We turn in receipts as accountability for our business expenses.
You set a curfew for their kids do so for accountability and to keep them safe of course.
In school work is graded for the accountability so that you will actually do the work.
Accountability is everywhere.
So when you set this important task for yourself of repairing and restoring your credibility, hold
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yourself accountable.
Hebrews 4:13 tells us that ultimately we are accountable to God.
But you are also accountable to your truth tellers who told you the truth at great risk.
If you really want to succeed in this goal that you have set for yourself, hold yourself
accountable to the very people with whom you are trying to repair and restore your credibility.
(18:54):
They will be in awe of you for your courage.
They will cheer you on and they will want you to succeed because it will benefit them
as well.
So here my blueprint for repairing and restoring your credibility includes self-reflection,
humility, ownership, goal setting and accountability.
(19:15):
In the show notes you should also see the transcript for this as well as every episode should
you want to see these steps in writing.
Hey, my next Leadership Bootcamp for Women in Ministry starts April 9th.
Now we keep the group small so that we can get some good coaching in.
Go to our website leadershipbootcampforwomeninministry.com and register or gift Leadership
(19:37):
Bootcamp to a woman who serves in ministry as a vocation or a volunteer.
Maybe you are a minister who sees potential in one of your high capacity volunteers and
you want to help develop her as a leader.
We've kept the cost of this four week workshop low, $450.
So think about sending some of your volunteers.
I want to help you build a solid foundation upon which your leadership can stand tall.
(20:02):
Hey, let's do this again next week.
It is my prayer that this podcast inspired you, blessed you or made you think.
If so, please share it with a friend, subscribe and please lead a review.
Hey I want to connect with you.
Follow me on Facebook, Instagram and LinkedIn, send me a DM or email me at hello@beckyburroughs.com.
(20:28):
If you are a Christian woman who leads and you are interested in one of my Leadership Boot
camps for Women in Ministry, this is a four-week workshop or becoming part of a Kairos
Cohort, year-long group coaching.
Send me a DM or an email for more information.
We'll talk soon.
[Music]
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