Trust – Building block of Organization

Trust in any organization has a very pivotal role.Integrity, commitment, personal development, competency, performance and productivity are all dependent on how much trust people have in their organization and vice versa.
Building trust is not an easy task it takes a culture which is totally based on values, honesty and commitment.

Here are some factors which can help to build trust in long term:

Management needs to believe that employees should be well informed about the present operations and future direction of their organization. In most instances, information should be available to all employees, rather than on a ‘need to know’ basis.
Organizing regular Town Hall meetings to inform employees about current results, upcoming events and to share success stories also benefits the flow of communication.
Clear communication of Vision, Mission, and performance standard is also very vital for the best results. In many organization I have sent that you talk to people and they don’t even know about the Mission Statement of the Organization, in that case how will they team their individual goals with organizational goals, and the result would be either non performance or performance for achieving ones personal goals only. How will company benefit in that case? Hence it becomes very crucial for the Organization to remove the gaps in communication and trust their employees.

Empowering employees
To achieve employee participation, many organizations improved their decision making process by replacing the traditional hierarchy with team structures.
Surround yourself with people of integrity, and get out of their way. In my adult years as a manager, Bob Galvin, the former CEO of Motorola, was my most influential leader. He told me, ‘A good leader knows he is doing a good job when he knows with certainty that he can say yes to anything his staff asks and feel totally confident that they will do the right thing.’ If you surround yourself with the right people who have integrity, and they all understand well the goals and objectives of the organization, then the best thing to do as a leader is to get out of their way. I use this advice quite a bit at work. The right people will feel far more pressure to perform well when they are trusted.” Says Hector Ruiz,

By allowing employees to think for themselves, many of these organizations witnessed dramatic improvements in the quality of work produced.

Culture of learning

Many organization recognized that competence is a condition of trust and critical to the goal of being the best within their respective industry. Improving competency requires a culture of continuous learning where people have the viability of asking questions and looking for answers from their leaders.

The leaders have to play a crucial role here, as these are the people who can nurture the team members with a learning culture.

Walking the talk, honest replies to queries, open communication, opportunities for personal development are some of the basic elements of improving the competencies in employees.

Performance Measurement and Recognition
Employees value the organization when he/she knows that their performance is measured accurately. For this an organization needs quantifiable goals and should measure the performance of both management and employees to some degree.
Evaluation of a managers’ performance in three key areas: people management and leadership; continuous improvement and; profitability gives better result.
Some organizations also rely on Positive reinforcement to maximize performance hence giving fewer chances of failures or non performance as gaps are shown at various intervals so that they can be overcome in a timely manner instead of condemning employees at the end of the year.
Getting a pat on the back is the recognition that most employees look for in companies, incentives, bonus are add ons for sure, but there is nothing like a feeling of getting recognition in front of all peers.

Within all the participating organizations, regular feedback was given to employees and managers with an emphasis on positive reinforcement. Although feedback was received formally in an annual evaluation, managers are required to provide informal feedback on a daily basis, to ensure that the formal evaluation held no surprises for any employee. Where available, employee surveys confirmed that approach.
A few organizations used employee surveys as a feedback mechanism to:
>> Measure morale and job satisfaction
>> Identify problem areas within the organization
>> Evaluate the performance of management

Hence, Building and maintaining trust within organizations is not a simple or rapid process. It requires a commitment to creating and sustaining a culture that is customer focused, quality driven and respectful of employees.
Unlike organizations that only talk about vision and values, many organizations make them real, building trust in the process. This exercise confirmed that trust is an important element of success for the participating organizations.

  • v s sudhaker

    there are two ways a culture change can be brought about. One ust building in approach the administative way. Make rules put banners celeberate’ X y Z ‘ day and so on aans so forth. This will yeild results but not adequate. Second the real one that yields definitly is the Process way. Embed the trust building in the Buisness processes. Trust building becomes an outcome.
    What cannot be designed cannot be measured and what cannot be measured cannot be improved.

  • I fully agree with the views expressed that sharing the Vsiion, Mission of the firm are not known to all employees in may companies.

    Actually, it is important that these should eb sahred with all emplyees of the company. We in Smart Trainers and Consultants, through our work shop on Oersonal Effectiveness Transformation, take all the employees through to understand the company’s Vision and Mission. We find that in many firms, the management does not feel the necesasity to share thier Vsiion and Mission. In such instances, it is important to get the zmd understand the need for sharing, and actively involoving him or one of the Board members the firm’s Vision and Mission helps very well.

  • Learnever

    Dear Mr. Sudhakar,

    The trust is so vital part of our Indian business culture much before the business guru genres were born. The Indian traders who travelled across continents did not sign extensive documents & agreements.

    Next, Trust building is a process(not outcome). Trust building or any such initiative can start flowing only top-down in an organization, no other way, dear.

    ” What cannot be designed…..” is a clear version of an objective oriented engineer version.

    All machines/gadgets/equipments have predictable outcomes. agreed. What about the human beings behind the machines?
    The most unpredictable of the whole are the human beings. The tame the human behavior is a difficult task, which cannot be easily measured, designed or manipulated. But does that mean it does not exist? Strange, isn’t it?

    It takes many more attributes to design, measure & predict outcomes of human behavior, only through which, one can attempt to build trust. And this is the reason it takes prominence in the scheme of things. Negate it at your peril.

    Does writing / speaking about great vision / mission / procedures / manuals solve challenges, change attitudes, behaviors? I sincerely doubt. If that is the case, the world has enormous volumes of material by so many Saints, philosophers, writers, religious scriptures. The world would have been the much different than we see. No crime, No competition, No fraud ….. Just Utopia. Nothing else.

    Trust can be designed and achieved, if comitted to, it can give unprecendeted results. At least I believe, I have helped my clients do so. Do not ask me to show the scale on which one can directly measure it in MKS or any such units.

    Good Luck!