When I think of inner circles, I know what makes the good ones work. I also understand why the not-so-good ones fail.  All members of an inner circle must trust each other to the extent that they will accept and follow any other as their leader. 

The different problems that people and organizations invariably encounter will require someone who can lead the group or organization in resolving a specific situation. It is not always the leader of the leaders who has the necessary experience and ability to take on and fix the problem or issue. Here, the value of the inner circle comes to the fore. 

A member of the inner circle who has prior experience dealing with the issue at hand then becomes the leader of leaders. They wear the crown, take power, and lead in resolving the problem. Most importantly, the rest of the inner circle members are in full support. This includes the actual leader of leaders who temporarily becomes a working member of the inner circle.

That is why I write about “trust.” After all, what is any relationship without trust? The lack of trust is why most Inner circles do not function as intended. People are too often jealous and envious of those they work with and even those they live with. This lies at the root of the problems between them. And if power and control are in the mix, it likely plays a large part in making for difficulty in those interactions also. Trust is one of the keys to any successful relationship.


Author: Sy Ogulnick

Sy Ogulnick received a BA from UCLA, Teacher’s Credential from Los Angeles Board of Education and completed phase I (Master’s portion) in a Doctor of Behavioral Science program at California Coast University. Sy leased and operated a summer day camp in LA. He and his wife then purchased virgin wilderness land in Northern CA, where they built and operated a coed summer camp. They moved to Las Vegas, NV, and purchased, built and operated a community children’s program for families staying in a major resort casino in Las Vegas. They have created programs for children nationwide that employed many people and in the process developed successful training programs for personnel. This led Sy to lecture on how to train staff and the creating of community within the workplace. Sy was then invited to speak at professional conferences on how best to hire and train employees, which led to his becoming a consultant in the art of improving relationships in a work environment and eventually to his epiphany that “Leaders are the primary problem and the answer to the personnel issues that arise in the workplace.” Sy has written numerous papers on the subject of interpersonal relationships, leadership and power. He has lectured throughout the United States, has been interviewed by the media and has appeared on many radio and TV talk shows

One thought on “Trust”

  1. I think one of the keys for success is the person(s) who decides to form the team, can articulate what the problem or situation is, and has a good idea that the situation can be solved using a team approach. Many teams get formed to solve things that can’t be solved, or a team is not the vehicle that can solve the situation.

    For instance, if the company makes buggy whips but nobody wants to buy buggy whips anymore, then forming a team to solve a situation that can’t be solved causes problems. That is, the person who decides to form a team should know that the situation is solvable and the people being put together have the ability/power to solve it. Further, many teams are formed as window dressing to come up with a solution that is already decided but needs buy-in. And that the team leader they assign can manage the team to achieve a desired outcome.

    So, a team’s success in a particular situation often rests with the person who forms the team in the first place. And that they pick the right people and the right team leader. And, the situation is solvable by these people. So, I am trying to say that the key to a successful team starts before the team is formed by the person/persons who form the team.

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