Have A Trust Deficit?

Here’s how to build and keep organizational trust

“In God we trust. Everyone else pays cash.” It’s not exactly a feel-good, trusting message to give customers, though the wary sentiment is understandable. Now, imagine an organization in which widespread distrust was the norm. It would create a kind of dystopian workplace, in which people focus on looking backward to protect themselves rather than ahead of customers, competitors, strategy, and business operations. Many studies over the years have shown how a pervasive lack of trust can freeze an organization’s vitality and creativity.
 

Especially today, there is a proliferation of trustbusters: virtual rather than “real” social interaction, concerns about health and safety in the workplace, cut-back management, and job insecurity, and the evolving hybrid organization.
 
“Trust” is an inherently ambiguous word. The best way to gauge the trustworthiness of colleagues is to look at four key trust factors:

• Are you confident that someone is capable? That is, does the person have the ability and skills to get the job done?
• Is the individual accountable? In other words, does the individual follow through on commitments?
• Is the individual authentic? Put differently, is the individual honest and a truth-teller?
• Is the individual at stake for others? Does the individual have “my back” and is he or she committed to my success?

We’re currently working with a consumer-products company that is undergoing major organizational changes. Unfortunately, the senior team has not clearly and consistently explained the what, why, and how of the changes. Managers are asking what the leaders are hiding. There is a growing feeling that senior executives are playing dodgeball with the truth. As a result, engagement has hit rock bottom; underground behavior is rampant; everyone is grousing about the senior team; and productivity has taken a nosedive. It’s what you’d expect when there is a trust deficit.
 
Without trust, people might play along, but they will not be “all in” and committed to the success of the enterprise. HR professionals are in a unique position to repair trust deficiency. For example, in the case of the consumer-products company, I worked with the CHRO to encourage senior leaders to have clear, empathetic, honest conversations with the next levels. Their message: “I’m concerned. I know everyone has gone through difficult times. I want to make sure that you’re okay, and I want to get your honest feedback regarding how you’re feeling. I would also value your recommendations as to what, in hindsight, I should have done differently.”
 
Neutrality and non-defensiveness in such moments of truth are critical! They signal that rebuilding trust is not just lip service.
 
Truly great, trusted business leaders share a common characteristic: authenticity. They are down to earth and comfortable expressing what they’re feeling. They play it straight and are perceived by everyone in the organization as doing so. If they can’t tell it like it is for reasons of confidentiality, they’ll say so.
 
At a global pharmaceutical company that’s facing all the challenges you’d expect in today’s environment, the vice president of human resources worked closely with the newly appointed head of a major division. She counseled the executive to avoid falling into the same trap as his less-than-genuine predecessor. He needed to be forthright about the tough road ahead, highlight his concerns and the needs of the company, explain the roles and accountabilities required to remain competitive, and take time to solicit input instead of pretending to have all the answers. As a result, the leader showed up as being candid, receptive, and vulnerable. His approach won over colleagues. He could be trusted, and they felt empowered.
 
CHROs are in a unique position to ensure that trust is baked into the culture and operation of every team, starting with the senior leadership team. Why not make trust a price of admission for joining a team? CHROs can start the trust-building process by coaching team leaders to assess their players, using the four trust factors mentioned earlier. They can provide team members with skills in conflict management, active listening, and giving and receiving feedback, and they can provide guidance on the team’s ground rules for decision-making and for resolving differences openly and honestly.
 
There is truth to the adage that when people show you who they are, believe them. And once they show up as untrustworthy it’s well-nigh-impossible to repair the damage. It can be done, as the VP of HR we cited earlier proved, but it’s a long, tough slog. When it comes to trust, an ounce of prevention is surely worth a pound of cure.
 
Smart leaders safeguard trust as a precious strategic asset, never to be compromised by them or the organizations they lead. When they do, it’s unlikely that CHROs and other leaders will have to step into the breach to attempt the mission impossible.

Author Bio

Howard M Guttman is the principal of Guttman Development Strategies, a Mt. Arlington, NJ leadership and organization development firm specializing in building high-performance teams, organizational alignment, executive coaching, and leadership development. He is the author of When Goliaths Clash; Great Business Teams,; and Coach Yourself Win. Visit guttmandev.com