In my last post I introduced the topic of trust in the workplace and promised you some tips for creating a culture of trust in your organisation – so without further ado, here we go:
Look in the mirror
If you are the leader of your business, trust starts squarely with you. Many business leaders woefully underestimate the size of the shadow they cast through their day-to-day actions and behaviours (which are, of course, driven by the values, beliefs and attitudes going on inside them). Your actions and behaviour have a real and significant impact on your organisation. Like the rest of the human race, your staff have a natural desire to fit in hardwired into their subconscious (as pack animals, our survival depends on it, genetically speaking). So they will look to you and their managers for behavioural cues around how to behave, what behaviours are valued, and what it takes to be accepted in the company. Think about people you have worked with in the past who ‘didn’t fit in’ or whose ‘face didn’t fit’. This is likely to have been because of a mismatch between their style and values, and the culture of the company or ‘the way things are done around here’.
So coming back to trust – your company will not develop a culture of trust if you do not actively role model the right behaviours yourself. This means wholeheartedly placing your trust in your people and behaving in ways that encourages them to place their trust in you.
Act with integrity
From time to time, the temptation to cut a corner, mislead a customer, show a bit of favouritism for a member of staff, or indulge in some creative accounting can be strong. Particularly if you believe the need is business critical. It’s easy to persuade ourselves that expediency is king and occasionally the end justifies the means. However it is in exactly these situations that you must be most aware of how your actions as a leader reflect on you.
If your employees see you forgoing your ethics, then your reputation for being honest and trustworthy will be immediately shot to pieces – and damaged reputations are difficult to repair. Moreover, having seen you mark down the value of honour and integrity – how will this influence the choices your people make in the future? Having seen you cut corners, will they be so motivated to do the right thing? If you have been disingenuous, how much value will they place on your word in the future? So be consistent and act with integrity at all times, and make clear to your managers you expect them to do the same.
Listen to your people
The ability to listen, to make the other person feel they have something interesting and helpful that deserves to be heard is a powerful communication skill. But most of us are far worse at listening than we think. Before the other person has got their words out we’re leaping ahead, assuming we already know all we need to know, or we’re just nodding politely and thinking about other stuff. No doubt you are very smart, but you can’t know everything. And while listening doesn’t mean you have to agree with all that you hear, it’s likely you’ll learn plenty of useful information if you’re open to it.
Ask your employees for their thoughts, ideas and feedback. Make it ok for them to voice disagreement, give you bad news or say things they think you might not want to hear (if they’re thinking it anyway, or discussing it between themselves, wouldn’t you rather know?). Your people should see you as approachable and open to listening to what they have to say. You can disagree, of course, but try to do so thoughtfully in a way that shows you heard them rather than dismissing them out of hand. Granted, this might take a few extra moments of your time but in terms of building trust it’s going to be time worth investing.
Give your employees some freedom
Much of the research that has been done on motivation at work shows that when people feel they have the freedom and space to make decisions for themselves, try out different approaches and challenge the way things have always been done, they feel more enthusiastic and motivated in their work. Indeed this helps them go on to become even more productive. Likewise if they feel they can innovate, take thoughtful, calculated risks, and make mistakes without fear of being punished or criticised, you will not only see a culture of trust develop, but one of courage and creativity which are of course essential drivers to business growth.
An important management skill is recognising there is usually more than one ‘correct’ way to get something done. So allow your employees freedom to act, and ensure all your managers do the same.
Show some vulnerability
Don’t be afraid to share an occasional fear or weakness with your team. If you make a mistake, be prepared to admit it, with humility. To help your people get to know and understand you, allow them a glimpse of the real you from time to time. We trust people we believe are real, like us, and can relate to on a human level. But you have to be authentic here – no faking.
Trust is not the same as warmth
This is not about morphing into a kind-hearted and cuddly people-person, so don’t worry about needing a personality transplant if that’s not how you see yourself. We’re talking about authenticity, integrity and fairness here. You can do all of that and still be the same tough-minded and direct leader.
A culture of genuine trust is a powerful asset for an organisation. It motivates people to give their best efforts and do their best work. And whether it exists at all is firmly within the control of the leader.
The factors influencing workplace culture can be complex and as hard to define as they are to change. Get in touch with TheHRhub today for all the advice and help you need on this and any other HR issue.
Photo Credit: mechtoy07 by David Bleasdale
