Many experts agree that trust is perhaps the most important element of a harmonious, synergistic and efficient work environment. Organizations that have trust among employees are usually successful; those that don’t frequently are not. So, management often asks, “How can we build trust in the workforce, and how can we avoid losing it?” Well, it all starts at the very top, since trustfulness - and trustworthiness - can exist only if top management sets the example, and then builds that example into every department and unit. I’ve found there are five excellent ways for leaders to build trust into their teams, and five quick ways to lose it. First let’s consider how to create it.
Five ways to create trust
1. Establish and maintain integrity. It is the foundation of trust in any organization. Integrity must begin at the top and then move down. This means, among other things, keeping promises and always telling the truth, no matter how difficult it might be. If its people have integrity, an organization can be believed.
2. Communicate vision and values. Communication is important, since it provides the artery for information and truth. By communicating the organization’s vision, management defines where it’s going. By communicating its values, the methods for getting there are established.
3. Consider all employees as equal partners. Trust is established when even the newest rookie, a part-timer, or the lowest paid employee feels important and part of the team. This begins with management not being aloof, as well as getting out and meeting the troops. This should be followed by leaders seeking opinions and ideas (and giving credit for them), knowing the names of employees and their families and treating one and all with genuine respect.
4. Focus on shared, rather than personal goals. When employees feel everyone is pulling together to accomplish a shared vision, rather than a series of personal agendas, trust results. This is the essence of teamwork. When a team really works, the players trust one another.
5. Do what’s right, regardless of personal risk. We all know intuitively what’s “right” in nearly every situation. Following this instinctive sense, and ignoring any personal consequences will nearly always create respect from those around us. From this respect will come trust.
Five ways to lose trust.
1. Act and speak inconsistently. Nothing confuses people faster than inconsistency. And if confusion due to contradiction is the only constant, trust is sure to fall victim.
2. Seek personal rather than shared gain. One who is out only for him or her self, especially in a team environment, quickly loses the respect and trust of others.
3. Withhold information. When the communication channels shut down - both top-down and bottom-up - rumors start and misinformation is believed to be real. Then come denials. True information is often too late, or is never offered. Then trust falls apart.
4. Lie or tell half-truths. Untruthfulness is a quick way to break a bond of trust. People may accept it once, even twice, but as the old saying goes, “twice burned...”
5. Be closed-minded. An unwillingness to consider other ideas and points of view, and/or to create an atmosphere of, “it’s going to be my way or the highway…,” will certainly cut off communication and eventually shatter trust.
Trust In The Workplace
One of the benefits of building a trusting organisation is that people in such a setting feel truly motivated and inspired to the very best they can each day. This level of trust is especially put to the test when there are no managers around.
Trust is an essential part in managing people and building a high-performance organisation. It’s the foundation upon which all relationships are built. If employees feel you don’t trust them to do their jobs correctly, they’ll be reluctant to do much without your approval. On the other hand, when they feel trusted, and that you believe they’ll do the right things well, they’ll naturally want to do things well and be deserving of your trust.
Every organisation depends on relationships, internally and externally. And relationships depend on trust. But that feeling must go in both directions. It’s not enough for you to trust your employees. They’ve got to trust you as well. Workers want to trust and believe in their managers. They want to believe that their managers are really looking out for their best interests. Your people are your greatest resource. You may have hired them for their aptitudes, but the key to greater performance lies in their attitudes. The more you can do to build hope and trust in your employees, the more motivated they will be.
How do I build trust and hope at work?
· Respect your people. Respect is built on a mutual understanding that you and your employees all have a stake in the organisations future and success.
· Watch how and when you say it. How say something can actually be more important than the message itself.
· Do what you say you are going to do. Use your position to build credibility among your employees and to increase their faith and hope in you and the organisation.
· Communicate openly. The best way for you to build trust is to communicate openly with your employees. Be open and consistent, sharing information as it becomes available and inviting questions and comments from your employees.
· Listen and don’t argue. Listening speaks louder than words in conveying respect and love. If you don’t understand or agree with someone, ask more questions. Be patient and considerate.
· Point out the positive. Notice the good things about people and talk about them. Reward their efforts and encourages them to try even harder.
· Appreciate what others have to say. Show people that you value their perspective. If you focus on asking rather than telling, you’ll be amazed at what you learn.
· Show your human side. Share your mistakes, your hopes, and your dreams. Be down to earth and straightforward with people. Don’t hide your mistakes or try to find excuses. Employees will respect and appreciate your honesty and humanity.
To move employees out of betrayal and into trust, it is important that leaders understand the nature of betrayal and the steps they can take. Here are seven steps to help organizations heal from betrayal:
1. Observe and acknowledge what’s so.
Effective leaders acknowledge the negative impact change has on their employees—their morale and their productivity. They notice what their people are experiencing and acknowledge it. They find out what is important to them. They listen to what they’re saying at the water cooler, down in the break rooms, out on the shop floor.
2. Allow employees to surface their feelings.
Give employees permission to externalize their feelings in a constructive manner. Create safe forums facilitated by skilled personnel that support the expression of fear, anger and frustrations regarding the negativity they are holding, and freeing up that energy for rebuilding relationships and returning their focus to performance.
3. Give employees support. Support the change process.
Recognize employees’ transitional needs. When leaders expect people to embrace change without these fundamental needs being met, people feel betrayed. It is important to emphasize to employees the value of new relationship building, internally and externally.
4. Reframe the experience by putting it into a larger context.
Help employees work through their emotions as it makes it possible for them to begin to put the betrayal behind them. Experiencing betrayal leaves employees feeling very vulnerable. They will need help seeing that they have choices regarding how they react to their circumstances. The more people are aware that they choose their actions, the more they are able to take responsibility for those actions.
5. Leaders should take responsibility for their role in the process.
It is not helpful to try to cover up mistakes. Telling the truth is the fundamental basis for trust in the workplace. It demonstrates one’s trustworthiness. It is the leader’s role to break the chain of betrayal and reverse the spiral of distrust. But rebuilding trust does not mean giving back that which was taken away. It means returning something in better shape than it was originally.
6. Forgiveness.
Persistent resentment and blame in an organization is toxic to the individuals involved and to the whole system. It undermines trust, morale and negatively impacts productivity, creativity and innovation. It is essential that leaders help people shift from a blaming mode to problem-solving. Having some understanding of the circumstances surrounding the betrayal helps make forgiveness easier. Forgiveness is about freeing ourselves and others from the burdens of the past.
7. Let go and move on.
Acceptance is not condoning what was done, but experiencing the reality of what happened without denying, disowning or resenting it. It is facing the truth without the blame. By listening, telling the truth, and keeping promises and backing employees, leaders will play an instrumental role in assisting employees and organizations to heal from betrayal and rebuild trust.
Workplace