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Building Employee Trust – What Does It Mean?
Submitted by Leslie Allan on July 14th, 2010
In my earlier post on Employee-Manager Trust: How Do Employers Rate?, I recounted the results of Right Management’s recent survey. That survey put a spotlight on the alarmingly low levels employee trust in today’s organizations. It revealed that three quarters of all employees mistrusted their managers.
The kind of trust the survey authors were researching into was trust in managers’ ability to make the best decisions for their organization. However, that is just one component of the trust equation. When we say that we trust another person, what does that mean? Well, it may mean that we believe that they:
have the requisite skills and knowledge
accurately judge their own strengths and limitations
not act primarily from self-interest
follow through on their commitments
are being truthful
To round out this definition, we can put each trust component into one of two bundles. The competency bundle includes the first two components. Right Management’s survey touched on this bundle only. The second bundle is the integrity bundle and includes components 3 to 6 above. This bundle is about the person displaying their true character and intentions; being who they say they are. Stephen Covey calls people who fail in this respect “duplicitous”.
In engaging the hearts and minds of our employees, it is this second bundle, the integrity bundle, that is as important, if not more important, than the competency bundle. If a manager is lacking in skills or judgment, but is sincere, his or her employees are more likely to work with them in mutual problem solving and goal attainment. A manager that is highly skilled but seen as manipulative and deceitful by his or her employees will quickly find employees checking out at the gate. And once this kind of trust is lost, it will be difficult for the manager to regain, if not impossible.
What examples can you think of in your work where your manager lost your trust? What aspect of your trust did they lose (look at components 1 to 6 above)? In a future post, I will gather all of your contributions and summarize them into a list of examples of how managers can lose the trust of their employees.
If you are bringing about change in your organization, you will appreciate how important it is to maintain the trust of all key stakeholders. Lack of employee and stakeholder engagement is a leading cause of the failure of many change initiatives. If you need help with making your change program a success, check out our popular Managing Change in the Workplace guide and workbook.
The guide covers every aspect of managing change effectively and uses the unique CHANGE Approach to getting all affected on board and working towards the new way of doing things. As you work through the guide, you will complete a series of practical exercises that will help you plan and manage your change for maximum impact. Find out more about Managing Change in the Workplace and download today.