As the office people assemble in the bus every day, they have all smiles. But, when they wind up after the work, and enter the buses to go back to their homes, the smiles on most of the faces vanish, and there is some sign of stress. We can understand this ordeal as most of us have to pass through this daily routine. One day, two girls sat in the front row of the bus, and they were having an animated discussion. Their voices were high, and they were discussing their office issues. Both of them concluded their discussions by saying that they have not been able to trust anyone in the office.

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If trusting people in the organizations may be difficult for many of the employees, then this may be more difficult for CEO, or the head of an organisation, who has to trust a large number of people according to best of his capabilities. Can he present a powerful model of trust-building which can make an organisation grow? Here are some of the challenges which a leader may confront as far as trust-building is concerned.

1] Trusting in the Abilities of Everyone:
Organisations falter because a leader has trust in the capabilities of few, while for others, he may consider them as a liability to the organisation.

Each employee’s capability is different from other. Some are more capable than others, while some are less capable. Some are more creative than others, some are less creative. The challenge is how to have trust in each one’s ability irrespective of their contributions, performance, aptitude, etc? A leader generally has trust in few persons’ abilities, and for others, he is not confident. This is not a balanced approach, as it smacks of a bias which is detrimental to the growth of an organisation.  A leader has to believe in the potential and abilities of each and every person, then only he can optimally utilise this for the growth of his organisation through right encouragement, and devising effective action-strategies.


2] Trust in the Goodness of Staff:
Good behavior of people working in an organisation has a key role in the growth of an organisation. The people working in an organisation are different in their behavior and temperament. Their moral upbringing is different. However, a leader cannot consider only few people as good and trust them fully, while discard others. He has to develop trust in the goodness of each one, and has to evolve ways so that the dark side of their behavior does not disrupt the system. A system which is just, transparent and rewards the people in a fair manner will have lesser chances for people to show bad behavior. So, the challenge is to believe in the goodness of each person, and inspire good actions from them for the growth of an organisation by evolving right systems.


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3] Ensuring Trust Level is no Affected by Negative Feedback and Group Politics:
In every organisation, there are people who are always in look out for an opportunity to provide negative feedback of some persons to the head of the organisation. This may be due to jealousy, or in some cases, this may be due to petty politics in the office, but the intention here is to harm the reputation of a person. Similarly, due to group politics in offices, negative feedback also emerges because a person may not belong to a particular group, or he may be totally neutral. A leader’s trust level in a person gets abrupt jolt due to these distractions. He is not able to maintain an un-biased stand, and his image of an employee gets distorted due to these disturbances. So, the challenge here is to generate right wisdom to  either not lend ear to these feedbacks, or understand the true nature of feedback from various quarters, by  evolving own ways of comprehension, thus not merely depending on others’ inputs. If a leader’s trust level is affected by showing allegiance to a particular group, in his dealings, then this is detrimental to the growth of an organisation.


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4] Buiding Up A Genuine Culture of Trust:
Building up a culture of trust in which every person has full trust in each other is not easy, but then this is the biggest challenge for a leader. If an organisation is nurtured in such a way that all people have full trust in each other, then many of the problems will be solved.  For building up this culture, a leader has to lead by an example so that people have natural trust in him. For this, his actions must speak out, and merely making lofty speeches/promises will not suffice. His dynamic working style, and also his behavior will build up people’s trust in him, and from this will emerge an example where each employee will understand the genuine need to follow a leader. A culture of trust will also naturally emerge when systems in an organisation are built up without any discrimination by providing equal opportunities for everyone’s growth. Absence of this will lead to disequilibrium, and threaten the base of an organsiation. 

 

(Source: LinkedIn)
 
 

How to Inspire Trust and Create High-Trust Culture in the Age of Trust Crisis? How to Transform High-Trust Culture into Trusted Brand?
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