New research on building trust in organizations was just released by Interaction Associates and the Human Capital Institute. They look at how high performing organizations build trust through three key behaviors. It’s important, because they note that trust is built, not inherently present like most organizations and leaders believe.
Trusting that you’ll pay me at the end of the week isn’t what we’re talking about here. Trust is defined by the authors as, ‘”the willingness to put oneself at risk based on another’s actions.”
It’s a simple, yet elegant definition of trust. And it’s an important question to ask of your employees and your leaders. Are they willing to put themselves at risk for your actions? It’s the fundamental keystone in building a high performing culture. It’s fundamental because everything grows from here.
A culture thrives on trust, if you want engaged employees they need to trust you. If you want to build that trust, you need to be out front leading the charge. You need to be the role model. It starts at the top. The research done by Interaction Associates and the Human Capital Institute confirms this. They call it “predictable transparency.”
People like consistency. They want to be led by leaders who are consistent in their actions, have clearly defined values, are transparent in the way they operate and build a collaborative work environment. It’s not rocket science, but it’s not easy.
If it were easy, there wouldn’t be an entire multi-million dollar industry helping organizations and leaders trying to make it right. And quite frankly, Prescient Strategists as a consulting firm would not have any clients.
We talk a lot about culture at Prescient Strategists, because we know that fundamentally it is what makes organizations tick. We know it’s not easy to pay attention to the ‘touchy, feely,’ side of the organization structure.
Most leaders are uncomfortable in this space because they don’t see the evidence right away. They can’t pull it up on a spreadsheet. But intuitively, we all know it impacts the bottom line.
The smart money is on leaders working to create a culture of trust, if they want the organization to perform well and win in the marketplace.
Can your organization afford not to trust the importance of culture simply because it is hard to quantify?