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In the last blog we suggested that, when asked in an interview what your priority should be in the first 100 days, that building trust is an important focus. This week we drill further into a practical application of building trust, using Paul Browning’s excellent book ‘Compelling Leadership’ as an applicator. This blog will provide you with more depth on understanding the impact of trust as well as things you can put in your work and life rhythms that will make you a trust builder . . . a key person in any organization.
First, let’s consider the impact of trust. It’s hard to measure. However, you can easily tell when you’re in a low trust environment. Ever worked in an environment labelled ‘toxic’? . . . secret meetings, poor communication, more questions than answers, conflicts, guarded conversations, distrust, high staff turnover rates, low morale . . . get it?
Low trust companies lead to attrition – 24% of respondents left their company because they did not feel trusted. Causes employee disengagement. When employees don’t trust their leaders, they are less invested in their employee development, and not engaged with the business goals
Qualtrics
It’s hard for a low trust organization to succeed. High trust organisations on the other hand have laid the groundwork for improved performance of both the individual and the group.
Compared with people at low-trust companies, people at high-trust companies report 74% less stress, 106% more energy at work, 50% higher productivity, 76% more engagement, 29% more satisfaction with their lives, and 40% less burnout
Tony Gambill, Forbes
Enough said? Trust is a significant factor in leveraging outcomes. Building trust in your organization may feel intangible, but it makes a significant difference.
No vision, no strategy, no change reform or restructure will be achieved without trust
Compelling Leadership
Now let’s go back to ‘Compelling Leadership’ where Browning has narrowed the notion of trust to specific actions. You can download the book for free here
The 10 practices Browning advocates for building trust are:
- Admit mistakes
- Offer trust to staff members
- Actively listen
- Provide affirmation
- Make informed and consultative decisions
- Be visible around the organisation
- Remain calm and level-headed
- Mentor and coach staff
- Care for staff members
- Keep confidences
How do you go with these 10 practices? How about we find out? On page 45 of Compelling Leadership you will find a rubric for assessing trust and transformational leadership practice. Have a go at completing the rubric. It will identify where you are lacking and provide you with a better understanding of what is meant by each of the 10 practices.
Want another level of challenge? Provide the rubric to the team you lead and invite them, (anonymously) to complete the rubric. This will not only provide you with more feedback, but it will also allow you to align your scores to theirs . . . and perhaps expose some blind spots. A challenge only for the courageous.
Next week we’ll dive deeper into Browning’s 10 practices to give you some practical, everyday examples of what implementing trust looks like.
Till then, know . . .
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