To trust, you have to trust
"I don't trust words, I trust actions." Anonymous
Trust lies at the core of any successful relationship and company. Do you have it? Trusting leaders surround themselves with men and women of character. They then form and foster relationships with them, developing a firm belief in them to do things, to have things, and to see things. It is hard but worthwhile work if you desire the best of your people.
I'm a very trusting leader so this concept comes easy to me. Indeed, I've been burned, placing trust in a person I should not have. In those cases, either I didn't spend enough time building a relationship, rushed too quickly toward autonomy, or just didn't see that I had a bad apple.
I do see leaders speak of trust and claim to champion it, yet fail to place trust in their people. I'm talking about the verb part of trust. It is ok, if Susan takes the company car home since hers won't start. The boss can share the financials of the company to help his or her teammates see the true health of the organization. Every teammate can have a key to the building and to the office. Maybe select individuals can have a company credit card or account where they can get the things they need to do their job. James can take charge of the project coordinating with outside agencies to see it through.
There is risk with this approach. Damage can be done if trust is given to the wrong person at the wrong time. Leaders must analyze this risk in two ways. First, is the person capable and trustworthy? Will they do the right thing when nobody is looking? Do their peers trust them? Do they have a record of trusted performance? If no, than risk is too high. Second, what is the risk of not trusting someone? It may be that the leader has to spend more time supervising than he or she may have time for. Not trusting someone risks their development and commitment to the team. If you cannot trust them with the keys, what message are you sending, moreover, how much time is it taking away from the important work you should be doing?
Lastly, a word of caution. The system is non-trusting. It will get in the way. I'm talking about policies such as non-disclosure agreements and proprietary stamps on things. These are indeed important but leaders must be aware of their impact. The system has its place but your leader radar must be switched on to the impact policies and statements can have on trust.
To trust you have to trust. Put trust into action today and everyday.
Make it Personal!
Rob
Rob Campbell