The Oxford English Dictionary define trust as “firm belief in the reliability, truth, ability, or strength of someone or something.” Trust is the glue that holds our relationships together, between friends and family, but also in professional settings.
To get things done at work, we need to collaborate. That is simply not possible unless people can depend on each other. We must be able to predict how our colleagues will act, and that they will act ethically.
In the workplace, trust begins with leaders. Those at the top must model a culture based on trust and psychological safety.
In this article, we’ll share six practical ways to do just that.
In great workplaces, people trust each other. Recent research has revealed that trust is the only precursor to a good employee experience for which there are Without exceptions – ever.
That makes sense, because to do our best work, we need feel safe. We must be able to experiment, try new things, and ask for help when we need it.
When Laura says that she will give you the report on Monday, do you believe her or do you feel the need to make a contingency plan in case she doesn’t comply?
If you’re a manager, do your reports feel anxious before each other, or do they know you have their best interests at heart?
Without trust there is no innovation, because innovation implies risk. People don’t come up with bold, disruptive ideas when they’re worried about looking foolish, losing a promotion, or facing reprisals from others. Instead, they spend their time and energy worrying about possible negative outcomes that they cannot control.
These statements are not only highly intuitive, they are backed by data. Trusting workplaces produces better financial resultsand they are correlated with less stress, lower rotationfaster decision making and a better overall experience for employees.
Trust is not about silly exercises where coworkers fall backwards and catch each other. This is a fundamental structural change that makes people feel cared for, heard and respected.
As we mentioned, trust starts at the top. Each of these ideas is directed at leaders and how they can build a culture of trust that will naturally lead to trust between people.
The essence of trust is being true to your word.
That is important on an individual level, for example, meeting deadlines and being on time. But it’s even more crucial at the macro, leadership level.
Does everyone in your company see leaders as living by their values? Do managers, leaders, and executives really do the things they say they will do?
Empty promises are a recipe for resentment. Mission statements, diversity goals and fair employment policies are actively harmful unless people see them translated into concrete actions.
Trust starts with leaders. Unless those at the top establish this solid foundation, there is no way to build an organizational culture of trust.
In a trusted workplace, no one has to guess what goes on behind the scenes.
Leaders must promote an open flow of information. Ideally, that includes transparency around salaries, company finances, and strategic plans for the future.
On an individual level, that also means that everyone, from interns to executives, has the freedom to admit when they need help, admit when they make mistakes, and admit what they don’t know. Employees won’t feel safe asking for help or admitting their mistakes unless they see others, including those above them, modeling that behavior and not being penalized.
Feedback is another important part of open communication. No one should have to wonder how they are doing or how their work was received. Make providing feedback an integral part of regular workflows, so people always know where they excel and how they can improve.
One of the most powerful ways to build trust with others is To keep the space for your emotionsasking them directly how they feel.
When you communicate with people, you show them that you care enough to go the extra mile. And reciprocal mutual effort is what strengthens social relationships.
That is true in or out of the workplace. But this strategy can be especially powerful in professional settings, where the norm is to ignore or minimize difficult emotions.
If someone on your team seems upset, or even particularly happy, ask them about it – just make sure you have the ability to talk about whatever comes up! You could say something like “You seem upset, did something happen on your trip?” or “Let’s meet for a minute, I can see you’re a little upset.”
If talking about feelings with your team seems intimidating, soften your statement by phrasing it as a question. Even a simple “how are you feeling?” can go a long way.
When teammates get to know each other as people, it’s easier to build trust, as long as everyone is included.
Team-building activities, whether it’s a week-long retreat or a 20-minute check-in, show people that they can bring their whole selves to the workplace (within reason) and be accepted. That helps everyone relax, feel safe, and focus on doing a great job, rather than projecting a professional image.
However, leaders must ensure that everyone is equally included. It’s natural for some people to be closer than others, and there’s nothing wrong with real friendships developing outside of the workplace.
But when cliques form, trust erodes. People may feel left out, question the motivations of their colleagues, or worry that opportunities will be missed.
How can you trust someone who doesn’t respect you? It sounds obvious, but reasonable and respectful policies are the foundation of a trustworthy workplace.
Creating a respectful workplace means:
When leaders invest time and energy in making their workforce feel respected, it will pay dividends as people perform more fully in their jobs, the company, and each other.
Does everyone have an equal opportunity to succeed in your organization?
People won’t be motivated to do their best work unless they trust it to help them keep going.
If employees discover that they are paid less than a colleague for similar work, or see their manager’s close friend get promoted, it will damage trust in your organization.
Prioritize transparency and pay equity, and make sure standards around hiring, promotions, and bonuses are clear and consistently followed.
Improving diversity and inclusion at the senior leadership level can also show employees that it’s their performance that matters, not who they are or where they come from.
15Five facilitates a constant exchange of feedback and information, at all levels of your organization.
Every 15Five product builds a culture of trust by promoting communication in a fair, open and honest way, ensuring that no one is ever in the dark about where they stand or how things are going at their company.
Delve into the benefits of our entire platform by booking a 15Five demo today.
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