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to be more open with their thoughts and feelings
if they feel they are able to trust these elements as
well as they are trusted trusted to make decisions,
do their job and the responsibility they have been
given.
Just as children mimic their parents' behaviour,
so too do employees mimic the leadership behavior
in the organization. Parents set the tone by which
the family functions and thrives whilst leaders set
the tone for the corporate culture, values, vision and
mission so yes the basic principles are the same,
Trust is the foundation for all relationships.
Trust drives positive motivations towards work and
as managers and leaders we need to walk the talk to
ensure we capture our teams' complete confidence
and trust. If we can't walk the talk then we need to
change our talk.
Levels of seniority can also have an impact
on trust within an organization where those who
sit at higher levels potentially perceive the trust
as being higher than those lower down the food
chain. And those at the top are also potentially
unaware of the perceptions of employees within
the organisation.
So what are some of the ways you
can build trust?
Open communication sharing as much
information as possible, encouraging a shared
sense of ownership through company goals, vision
and mission and people's input being welcomed
and valued.
Establish strong company values values are the
moral compass that keep both an organization and
its employees focused, engaged and on track.
Create a strong sense of community connect
employees to one another in ways that empower
them and increase their sense of belonging,
connection and security.
Recognition and rewards - reward individual and
team achievements in alignment to shared values
and goals providing them with a sense of fairness,
purpose, recognition, belonging, and choice.
Personal growth and development
individuals that have a high sense of self-awareness
and emotional intelligence are able to use their
emotional information to guide their thinking
and behaviour as well as manage and/or adapt
to environments and situations. Flexibility and
adaptability are key to ever changing environments
which is the norm in today's world.
Trust is a necessary condition for employee
engagement but the two are very different.
Engagement involves giving of one's energy to an
organisation whether that be cognitive, emotional
or physical, but it is almost like an exchange
relationship. Trust is about accepting a certain
amount of uncertainty but being willing to take
risks and go into the unknown because you trust
the other party that they will act in a positive way
towards you. It is about a willingness to make
oneself vulnerable in the face of uncertainty or
insecurity.
Trust is more a personal and fundamental
relationship and has key moral dimensions to it
than what engagement does. In an organization,
trust stems from the behaviour of direct managers
as well as the organisation's leaders however,
organisations that have high trust are those where
staff feel their trust is reciprocated and that they are
themselves trusted by their mangers.
Paula Quinsee is a Relationship
Expert, Tedx speaker and author
of the self-help guide Embracing
Conflict. Paula is also a consultant
to the TV show `Married at
First Sight SA'. She works with
individuals and organisations
to cultivate healthy relationships in both personal
and professional arenas by focusing on real skills
and personal growth and development. Go to
www.paulaquinsee.com for more info and also
listen to her show: Paula Quinsee: Talking about
Rel
p
tionships