HBR Review

CRUX OF ARTICLE: In recent times it is observed that Half of all managers dont trust their leaders.
And in organizations mired in mistrust, stress, divisiveness, and lackluster productivity prevail prompting valued employees to flee to more motivating environments. How to win your employees trust? Understand that trust doesnt happen magically: According to Robert Hurley, your employees decide whether to trust youby conducting mental calculations based on factors you can assess and influence. These factors include shared values (such as a strong work ethic) and employees perceptions that youre competent. To win employees trust, identify which factors may cause them to mistrust youthen behave in ways that secure their confidence in you. For example, Whole Foods CEO John Mackey forfeited $46,000 of a larger bonus when he realized that his total compensation violated the companys policy that a CEO cannot make more than 14 times the average employees salary. Mackeys action reinforced employees belief that he served the best interests of the company, not just his own. Your reward for winning employees trust? You retain the talented workforce your firm needs to trounce rivals. Example: Sue, a new VP, managed Joe, a veteran employee, at a company undergoing a turnaround. Joe knew he was performing badly in a new assignment. Fearing termination and wary of Sues short tenure, Joe wasnt inclined to trust her. To win his trust, Sue increased communication by talking frequently and openly with Joe about his situation. She demonstrated benevolent concern by expressing empathy for the stresses associated with career uncertainty. She increased her benevolent concern by giving Joe time to obtain career coaching. Then, when Joe expressed interest in changing positions in the firm, she enhanced her capability in his eyes by offering him alternative roles. Joe eventually moved to a new positionand shared his positive feelings about the process with his former colleagues, who still reported to Sue. Result? Trust increased in the department, even as it endured major change. IMPACT OF DECISION TO TRUST ON ORGANIZATION: FACTORS: TO INCREASE EMPLOYEES TRUST Helps Spends more time explaining options during stressful times. Offers a safety net. Builds the art Recognizing employees achievements. Corrects failures through coaching, not harsh discipline. Provides choices; avoids being coercive. Explains how decisions serve
Risk tolerance
Risk taking capacity
Adjustment
Readiness for adjustment
Power
Feeling of authority
Security
Sense of safety
Similarity
Interest alignment Benevolent concern
Sense of shared values and group identity Sense of shared interests Belief that you will put yourself at risk for them Perception that youre competent Belief that you behave consistently and fulfill promises Experience of open and honest exchanges
Capability
Predictability/ Integrity
Communication
company interests. Provides comfort during turbulent times. Tempers risks inherent in times of change. Usage we more than I. Emphasizes on what you have in common. Finds win-win for employees. Explains how meeting company goals benefit everyone. Demonstrates genuine concern for employees. Occasionally make sacrifices for employees. Demonstrates your skills in relation to tasks at hand. Delegates tasks youre not good at. Helps reducing Under promise and over deliver. If you cant fulfill a promise, explains why. Increases frequency and candor of your communications. Cultivates bonds beyond workplace roles; e.g., by having lunch.
OUR REVIEW: Most employees don't trust their leaders. And when they don't, stress and divisiveness prevail. Performance erodes, and talented workers head for more motivating environments. To avoid this scenario, win your employees' trust through these practices: cultivate the qualities that lead employees to trust you. For instance, when people believe you'll put yourself at risk for them, their trust grows. Demonstrate genuine concern for employees and make appropriate sacrifices for them. Combat trust's enemies. For example, consider the trust-destroying rumors that circulate when managers withhold information during change initiatives. To battle this trust enemy, be forthright--even if that means saying you don't know what will happen. Make decisions fairly. When you make choices in ways people perceive as fair (for instance, you invite their input and explain your reasoning), they trust you. Thus this shows that Building and maintaining trust count among your most crucial tasks.
The Three components of Trust Thinking about trust as made up of the interaction and existence it is easier to understand by. The three components of trust: "the capacity for trusting, the perception of competence, and the perception of intentions." The capacity for trusting means that your total life experiences have developed your current capacity and willingness to risk trusting others. The perception of competence is made up of your perception of your ability and the ability of others with whom you work to perform competently at whatever is needed in your current situation. The perception of intentions is your perception that the actions, words, direction, mission, or decisions are motivated by mutually-serving rather than self-serving motives. Trust is the basis for much of the environment you want to create in your work place. Trust is the necessary precursor for:

feeling able to rely upon a person, cooperating with and experiencing teamwork with a group, taking thoughtful risks, and Experiencing believable communication.

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CRUX OF ARTICLE: In recent times it is observed that Half of all managers dont trust their leaders.

Risk taking capacity

Readiness for adjustment

Interest alignment Benevolent concern

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