The ways we chip away at trust
"Trust is like the air we breathe. When it's present, nobody really notices. But when it's absent, everybody notices." Warren Buffett
Trust lies as the core of effective leadership. Without it, an organization slows to the point of dysfunction or implodes altogether. Good leaders work hard to build and foster trusting relationships as they speed through daily operations and business growth. This is especially true (and vitally important) in today's work from home environment. As Steven Covey states, "When people trust each other they're more likely to take risks together, see greater opportunities, and respond to change in smart and coordinated ways." Trust is fragile. It requires constant nurturing. Unfortunately, there are other forces at play which, if left alone, can erode a healthy foundation of trust.
These 'negative forces' can found in the legal and HR side of a business in the form of contracts, formal agreements, and company policies. I'm not trying to throw our lawyers and HR professionals under the bus here. They serve an important function in our organizations and I, for one, have relied on them in every organization I've led. I've also kept them close to me so they could truly understand and espouse my people-centric leadership approach.
Formal agreements, contracts, and policies tend to strip away the person in their language. Many of them are written from a position of mistrust. "You intend to screw me or us over and this document will help me defeat you in a court of law." or "I have all I need to fire you if you violate the standards and requirements herein." We would never speak to those we lead in this manner, yet this language is loud and clear in these written documents.
A way to overcome this is to offer context with these documents and policies. Don't just send them a link to review and sign. Tell your people these documents are necessary to protect them and the organization and, while they are important, you want to focus instead on strengthening trusted relationships. Obtain required signatures then file these documents away and get right back to building and maintaining trust. Encourage your people to do the right thing as all of us must do each day then demonstrate that you have their back. Be their champion. If they fail in their obligations find out why first, then work to correct their behavior and performance (I can help). Refer to or use formal agreements, contracts, and policies as a last resort.
Trust demands the constant attention of leaders. Keep an eye out for those things which chip away at its foundation.
Make it Personal!
Rob
Rob Campbell