What is the level of trust in your culture? What do employees think of senior management?
Research says that only 49 percent of employees trust senior management. The scores for CEO’s are even more dismal; 28 percent of surveyed employees felt the CEO was a credible source of information.
Trust promotes creativity, conflict management, empowerment, teamwork, and leadership during times of uncertainty and change. A culture of trust is a valuable asset for any organization that nurtures and develops it.
Amy Lyman‘s work on the 100 Best Companies to Work For concludes, “Companies whose employees praise the high levels of trust in their workplace are, in fact, among the highest performers, beating the average annualized returns of the S&P 500 by a factor of three.”
As a core enabler of a high-performance organizational culture, the absence or presence of trust can be either an accelerator or barrier of organizational strategy and performance. As Stephen M.R. Covey writes in his book Speed of Trust, when the level of trust in an organization goes down, the speed of change goes down with it and the costs of the change go up.
Before you start that transformational change, ask yourself if your organization is ready for change. Will your organization’s culture, and more importantly, its level of trust support the change you wish to implement?
Here are three unique qualities about trust; it’s a process, a choice and something that is uniquely human:
Relationships are complex and so is the trust building process. Trust comes from who you are, what you say, and how you behave.
Think of trust like a bank account. You extend trust “credits” proportional to the risk you are willing to take with someone. When that person honors the trust you’ve granted, then he or she gets a deposit in the trust account. When the person says or does something that busts your trust, then you deduct from their trust account.
Components of the trust building process:
Trust accounts can become overdrawn and create situations where it’s foolish to extend trust because there is no more trust to give. Be intentional about building trust and recognize that it’s a process. That’s why they say, “trust must be earned.”
To build organizational trust, employees need connection to their work, to what’s going on in the organization, and to the leader. Here are three ways to build that connection:
What destroys, breaks or busts trust and how do you repair broken trust? Trust busters are behaviors that destroy trust, sabotage relationships, and reduce the balance in the “trust account.” There are two key categories of trust busters.
Broken expectations occur when you give your word that you will do something and you don’t do it. Broken expectations result in broken trust.
Organizations break trust with employees when the employees have expectations of lifetime employment or stable work and layoffs occur. Leaders break trust when they commit to one course of action and take a seemingly different path.
The human brain is always evaluating for fairness.
Unfairness is a brain threat that creates an instant and automatic negative response. Perceived unfairness creates an environment in which neither trust nor collaboration can flourish.
When undergoing change, there is a significant risk of these trust busters. Too often, communication is emphasized during change as an antidote to trust busting.
Leaders believe that if they “communicate better” they would overcome all the trust busters. The problem arises when actions don’t align with the words of the communication or the leader just presents rather than having a conversation.
Beware of trust busters and be prepared to address them or you risk raising the cost of your change and increasing the time it takes to get the change completed successfully.
Tell us about the trust busters you have seen in your organization and what steps can be taken to repair the broken trust?
This post originally appeared on CultureUniversity.com
