Are you part of a high-trust organisation?

Are you part of a high-trust organisation?

Trust is a fragile thing.  Easy to break, easy to lose and one of the hardest things to ever get back.

– Unknown

Trust is a two way street.  To build trust we need to give trust.

Does it take 5 different people to make a decision?  Is your delegation of authority level lower than it was 5 years ago?  Does your organisation understand its risk tolerance level and act accordingly?  Is your organisation hamstrung by increased bureaucracy from additional sign-off points?  Do you find out more from your corporate grapevine vs. company communications?

Trust is a commodity in today’s world and it’s being eroded at every level.  We’re bombarded with information segmented to suit our social media behaviours.  News is delivered on a 24 hour cycle; its veracity questionable, packaged to slake our voyeuristic needs.  Organisations implement extraneous bureaucratic measures to control spend in their willingness to meet external stakeholder expectations hampering their ability to meet client needs.

We’re social creatures and Paul J Zak, a neurologist and academic, has found that oxytocin (the love hormone) is linked to our willingness to trust and be trustworthy.

The 2018 Edelman Trust Barometer takes the global trust temperature annually.  Year on year ( 2017 to 2018) results are largely unchanged, however they are seeing dramatic changes in specific markets.

Past experiences and how much we may have to lose may also impact our ability to place faith in others.

Trust is also built by the behaviours listed to the left.

So what can you do to influence trust in your organisation?

Transfer ownership.  Managers often make team members responsible for tasks but don’t always transfer the accountability to support them in getting the task done.

Delegate, Delegate, Delegate.  Effectively delegate through clearly communicating your expectations, make resources available and clear obstacles.

Bust myths.  Knowledge is power right?  Wrong!  Knowledge when freely shared creates a powerful environment. 

Trust is simple and easy to build – it may take time and energy to build a high trust team, but practice will make perfect. 

Trust can’t be repaired.  It takes willingness and commitment to rebuild a betrayal of trust.  We need to be willing to own the betrayal and work collectively to resolve. 

Change mindsets.  Find it difficult to let go?  Consider that by effectively delegating leaves you more room to take on greater responsibilities and open you up for new opportunities.

Don’t want to be seen as a micro-manager?  Focus on tools, techniques and coach the team member through the experience.  Provide an open environment that supports the generation of questions and innovation.

Seeing pushback on additional responsibilities?  Leverage relationships to communicate how increased responsibility benefits everyone.

Additionally, don’t control each step of the process – let people find their own way.  Getting the job done is more important than how it got done.

Create an environment that is comfortable with challenging the status quo; and where tasks are assigned based on skills and capabilities not hierarchy.

Take a look at your own organisation and determine the level of trust and risk within your organisation.  What will you do to kick start a trust revolution?




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