It’s true, people don’t follow leaders they can’t trust.
We may report to people we can’t trust. We may work on projects for people we can’t trust. But genuinely following someone we can’t trust just doesn’t happen. Unless we are able to follow our team leader or organizational leader, we cannot perform at our best.
And as a leader, if our team doesn’t trust us and isn’t following us, then our team will always be disorganized and inefficient and deliver below its capability. So, lead in a way that fosters trust and your team will succeed. But how do we do that?
I recently came across an article by Paul J. Zak in the January-February 2017 issue of Harvard Business Review entitled “The Neuroscience of Trust”.
Yeah, I’m a little behind on my reading.
The article is a great read and you should take the time to hear what Mr. Zak has to say. But today, I just want to focus on two excerpts from his work and add my two cents.
We all know what it’s like when we can’t trust someone. Doubt starts to creep in and that lack of trust causes us to communicate less, second guess more, and pull away from the relationship with the other person.
In the opening of Mr. Zak’s article, he asserts that companies are working hard to “empower and challenge” their employees. He points out that many companies are trying to create and employee-centric culture and agrees creating an employee-centric culture is beneficial citing many common attempts to achieve that end through the perks we often think of when discussing large tech firms or more trendy companies. But he goes on to claim those efforts only provide a temporary dose of happiness for employees and do not create a long-term effect on company culture.
Instead he argues:
“In my research I’ve found that building a culture of trust is what makes a meaningful difference. Employees in high-trust organizations are more productive, have more energy at work, collaborate better with their colleagues, and stay with their employers longer than people working at low-trust companies. They also suffer less chronic stress and are happier with their lives, and these factors fuel stronger performance.”
Trust? That’s it? And did you see the benefits of a culture of trust? Those are some great results! A culture of trust promises improved productivity, energy, collaboration, retention, less stress, happiness, and stronger performance. Why do more companies not place their primary focus on creating a culture of trust? Again, Paul Zak says:
“Leaders understand the stakes – at least in principle. In its 2016 global CEO survey, PwC reported that 55% of CEOs think that a lack of trust is a threat to their organization’s growth. But most have done little to increase trust, mainly because they aren’t sure where to start.”
First, what are the other 45% of CEOs saying? They either think losing their employees’ trust does not threaten their organization or they do not believe a lack of trust exists within their organization?
Those that know trust issues exist, but do not believe it is a threat to their organization, well, they’re just wrong.
However, those that believe their organization is truly free of trust issues, that’s amazing and wonderful! I hope it’s true. But, they need to make sure they aren’t just drinking the kool-aid. They should dig deep and listen to their employees to be certain.
In most corporate cultures, large and small, problems with trust exist somewhere within the organization.
Whether we are leading a major company or just a small team of people, trust is the most vital ingredient to cultural health.
The remainder of Paul Zak’s article outlines a framework based on science that will help these CEOs.
Today, I just want to focus on two of his framework points.
Share information broadly and Show vulnerability
I’m choosing these two, because in my experience, these are the two points in the article consistently missed by companies and teams.
Share information broadly
If you lead a team of intelligent individuals, they want to know the plan and understand the reasons for the plan. Why? Because they are intelligent and intelligent people are like that.
Steve Jobs is credited with saying “We don’t hire smart people to tell them what to do. We hire smart people so they can tell us what to do.”
This is sadly uncommon in companies throughout the world. Not only does listening to your “smart” people help your team more than you trying to figure it all out, but it also empowers them to perform at their peak level. Unfortunately, many leaders do not trust their teams in this way and consequently, their teams lose trust in their leader.
Furthermore, if you are painfully transparent with your team and you actually do have the best ideas, they will see your ideas for what they are – the best.
Show vulnerability
There’s nothing worse than trying to blame others or hide the truth. These habits will destroy respect and trust on any team or in any organization.
So, when you don’t know the answer, let everyone know. Tell the team. Ask for help.
When you fail, take ownership. And show compassion to others when they fail.
Many people fear a display of vulnerability will be interpreted as weakness. But, generally it translates to honesty and, again, trust.
Yes, these are two very simple practices and they appear to be obvious when reviewed. But, in practice, fear and uncertainty regularly cause behavior that is the opposite of these two.
Go read Paul Zak’s article. And please, for your sake and your team’s sake, diligently strive to work these two core behaviors into your leadership.
Thanks for reading!
