Every day, businesses start and develop core values that act as a guide to their corporate philosophy. Terms like excellence, integrity, honesty, customer commitment, innovation, passion and TRUST among others are common words we hear. No matter the core values organisations decide to adopt, TRUST is the currency that not only ensures repeat business but also keeps employees engaged. Trust is a concept that is both complex and multi-dimensional in nature. It means different things to different people, and is a quality if lost, is hard to regain.
In the workplace, it is something we extend to others, as what we expect to receive. In simple terms, trust allows employees to focus on their job, without second-guessing what others are doing.
Trust helps avoid or eliminate bureaucracy, unnecessary process, and excessive oversight that can both inhibit innovation and slow progress.
It is by building trust that organisations can create high performing teams who understand the goals of their company and their roles. Trust in the workplace can be said to be the freedom and encouragement to put your imagination, creativity, and passion to work.
In a recent study sponsored by United Technologies where 4,000 employees in eight countries were questioned, it was discovered that building trust and emphasising business ethics in the workplace pays off in tangible and intangible ways, helping the company’s bottom line. Especially now, that low employee engagement is not news, the connection between engagement and trust is becoming important to study.
If you want to increase employee engagement in your organisation, you must pay attention to building an environment where people trust you as a line or business leader. Trust doesn’t cause engagement; it is a critical requirement for it so in essence, trust facilitates engagement.
In more practical terms, when employees believe they are trusted their engagement levels are positively impacted especially when they are loyal and committed to the vision and results of the organisation. People who don’t feel trusted demonstrate less engagement.
Do you have the trust factor? Gauge, if you sometimes think or do the following:
I tell half-truths at work especially to cover my slip-up. I would lie on my subordinates if it helps me get out of a jam with my boss
My philosophy is “Do as I say don’t do as I do”
I can do with holding back information – what’s the essence of sharing it all and letting someone get ahead of me?
I have more work experience so these newbie’s need to know they can’t breeze in with new-age ideas and ways of thinking and working – we’ll shut it down!
Refine your thinking.
Are you a leader that can be trusted? What are you going to do about it?
Ngozi Adebiyi
