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Building a Culture of Trust

In our previous blog (Death of Trust in America), we described the unprecedented decay of trust in America and a few insights as to some contributing factors. For the first time in American history, there is a simultaneous loss of trust in all primary institutions (Government, Corporations, Media and Religious Organizations.) Trust is difficult to earn, but easy to lose. Furthermore, trust is the foundation on which high performance, innovation, and workforce engagement is built. People will comply in the absence of trust, but they will not engage or commit.

Culture of Trust.  Needless to say, building a culture of trust is critical to achieving world-class operations and profitability.  There are 7 elements that are essential for organizations to establish a culture of trust.

1. Community. Trust is centered around community, consisting of a group of individuals with differing gifts and roles with a shared purpose, vision and core values. Trust is the glue that holds any organization together and facilitates individual commitment and produces organizational results. Unless an organization can establish a sense that “we are all in this together and everyone benefits if we pull in the same direction,” it is likely that silos and divisions will evolve into a tribal we/they culture where engagement and productivity suffer.
   
   
2. Connection. We have lost touch with each other.  The promise of technology and social media to enhance connection has sadly resulted in just the opposite.  Executives stay buried in their offices pouring over computer screens of information rather than walking the floor talking with managers and employees.  We walk down the street and sit in vehicles focusing on cell phones rather than talking to one another.  Trust begins with relationship.  Be intentional about engaging with co-workers, family, and neighbors.  It is hard to trust those we don’t know and social ties at work have been shown to improve productivity.
   
   
3. Collaboration. People cannot trust someone unless they know that that person cares about them. Willingness to step outside of one’s job description for the good of the organization and/or a co-worker breeds trust and gratitude.  Coaching and mentoring is a key function of leadership and professional development that enhances collaboration and trust. The best way to get what we want out of life is to help those around us (whether friends, family, co-workers or customers) get what they want.
   
   
4. Camaraderie. Trust and engagement increase when people enjoy their co-workers and can look out for one another in the workplace.  This not only implies care about their workplace performance and professional career, but also their family and personal life.  Ensuring personal growth as well as professional growth will breed loyalty and engagement. Providing opportunities for social connection outside of the workplace (e.g., recreational teams, organizational events,  etc.) also builds camaraderie.
   
   
5. Candor. Employees want to know company goals, strategies and tactics, as well as their specific role in achieving them. Trust erodes in a vacuum, whether at home or at work. Frank communication when news is unfavorable is much better than sugar-coating or misleading messages. Seek feedback. Listen twice as much as you speak. Seek to understand more than to be understood.  This might require you to get out of your comfort zone and at least listen to and read those who hold different positions than you to be able to explore common ground and solutions of compromise.
   
   
6. Credibility. Leaders in high trust cultures exhibit vulnerability, transparency and authenticity.  These qualities seem counter-intuitive to many less experienced managers, but they have been proven to increase credibility, trust and cooperation. Always seek input from peers and subordinates. “Asking for help is a sign of a secure leader,” states Paul Zak, PhD.  Do what you say you will do and be consistent in everything you say and do. Remember, pride, arrogance and “infallibility” are trust killers.
   
   
7. Competence. It is difficult to trust someone whom you believe doesn’t know what they are doing.  As you step onto an airplane, you are trusting your life to the pilot and you want to be confident in their ability to handle a crisis like “Sully”.  Leaders need to be prepared in all interactions with peers and subordinates so they can convey confidence and competence (with humility) to the team, which enhances trust. Also, look for ways to reward and recognize employee excellence and achievement in a public, personalized and tangible fashion.  Celebrating success in front of peers immediately after specific goals are met inspires others to excellence and gives top performers a forum for sharing best practices, reports Dr. Zak.

These “C” characteristics are aligned with servant leadership. Those in executive and management positions must provide the tools and environment to ensure the success of those they have the privilege of leading.  Servant Leaders must be passionate, empathetic, and committed to values of kindness, respect and gentleness with strength. Giving employees the autonomy to manage projects in their own fashion, while still expecting accountability, promotes trust and engagement.

Can trust in American culture be resurrected from the grave?  It starts where we all spend the most time…in our homes and our workplaces. We have to model the character and behavior we expect from our institutional leaders. There is certainly hope if we take personal responsibility to do our part and we are intentional in our organizations to create a culture of trust.

How would you assess your organization with respect to a Culture of Trust?  What specific initiatives have you tried? What worked?  What didn’t work?  Share any thoughts in our blog COMMENTS below.

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Matt Briggs
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PeopleWorks International
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Death of Trust

Never before in the history of our country has this occurred.

“We have lost faith and trust in virtually every institution simultaneously,” says Matthew Dowd, ABC Political Analyst. 

Corporations used to be perceived to be paternalistic. Now, they are viewed as greedy, only interested in the bottom line.  Recent scandals at Wells Fargo, Volkswagen, and Mylan (EpiPen price gouging) fuel such beliefs.  The Edelman Trust Barometer reports that 82% of employees mistrust their bosses and 65% would prefer a better boss than a raise.

Mass media trust levels have fallen to a pathetic 9%.  Whereas decades ago journalistic values resulted in objective reporting, trusted by audiences of varied political persuasions, media today are perceived to have agendas and attract audiences seeking confirmation of their personal biases rather than the truth.

Religious organizations are not exempt from the mistrust epidemic.  Catholic priest sexual abuse and cover-up, televangelist scandals, and prosperity gospel charlatans feed the decay of trust in what should be the most trusted of institutions.

Government institutions and political parties are the current focus of mistrust following the most contentious election in US history.  Dowd shared that “the government 11% favorable rating ranked just above bubonic plague but slightly below lice.” For the first time in our history, both candidates and both political parties were mistrusted by a majority of Americans and our newly-elected president was the first ever to enter office with a negative approval rating.

How did we get here and what can we do?

Like any cultural issue, it is very complex and there are no simple solutions. Nevertheless, there are several observations that contribute to this condition and worthy of consideration.

Truth.  Over the past several decades, our culture has migrated away from the concept of absolute truth to one of relative truth. That is, the vast majority of people today believe in subjective self-determination of what is true.  All people are entitled to their own opinions, but not their own facts. In a world without objective truth, however, there is no way to prove what is right or wrong, nor a way to find objective compromise. When political correctness forces “tolerance” to replace truth, “it is not long before we tolerate only those with whom we agree,” says Dr. Jim Denison. Trust cannot exist, much less grow, in such an environment. 

Tribal Divisions.  The great American Experiment of democracy has failed in virtually every other nation who has attempted to duplicate our form of government.  Why?  “Because tribes don’t honor other tribes, and democracy demands the approach of country over tribe for the common good,” explains Dowd.  So how did we get so tribal?  Again, it is complex, but technological advances in the past 25 years have not provided the solution.  Bill Gates once felt that getting the right information to the right people at the right time was the key.  Perhaps, but the key word there is RIGHT. The Internet has allowed access to more information, but as Dowd says, “We are drowning in data, but thirsting for knowledge and wisdom.”  Fake news and misinformation have contributed to “confirmation bias” where we seek information that makes us feel good and avoid that which makes us uncomfortable.  This contributes to our polarization and a culture where former competitors are now viewed as enemies, and the end justifies the means.  Win at ANY cost.

So what can we do? Can trust in American culture be resurrected from the grave?  There is certainly hope if we each take responsibility and do our part. America loves an underdog and a great comeback. Look at the Chicago Cubs.

In our next blog, we will describe a game plan to instill a culture of trust, with direct benefits to the performance and engagement of organizations.