Eight Behaviors to Cultivate Trust
Employees in high-trust organizations are happier, more collaborative and stay at their jobs longer. But what builds long-term, sustaining trust? Director of strategic initiatives Chrissy Daniels highlights findings from an article in Harvard Business Review. The answer: Eight behaviors.
By Chrissy Daniels | 2 minutes
In , Paul Zak analyzes the management styles in both low and high-trust organizations. Through experiments and surveys, he identifies eight specific management behaviors that can positively increase trust and improve performance. His ultimate conclusion, 鈥淵ou cultivate trust by setting a clear direction, giving people what they need to see it through, and getting out of the way.鈥
HOW TO MANAGE FOR TRUST
1. RECOGNIZE EXCELLENCE
Recognize people as close to, or immediately following goal attainment. Recognition is most effective when it is personal, unexpected, and shared authentically among peers. Celebrating success can inspire others to aim for excellence.
2. CREATE "CHALLENGE STRESS"
Give your team difficult yet achievable goals. This concept works best if challenges are specific, measurable, and achievable and have a concrete end point. Vague or impossible goals can lead teams and individuals to give up before they even start. Progress feels exciting. In a review of 12,000 employee journal entries from a variety of industries, researchers found that 76% of people reported 鈥渂est days鈥 when individuals reported achieving progress toward goals.
3. DELEGATE "HOW" THE WORK GETS DONE
People are motivated when they get to 鈥渇igure things out.鈥 Once they complete training, allow people to contribute to designing workplace solutions whenever possible. A 2014 survey found that nearly half of employees would trade a 20% raise for greater control over how they work. Regular team huddles allow people to share successes and learn from others.
4. PROMOTE WORKPLACE VOLUNTEERING
Offering the chance to volunteer for extra assignments gives people the chance to focus on work they find exciting. Encourage people to join projects they find interesting or rewarding.
5. SHARE INFORMATION BROADLY
Trust increases when people understand company goals, strategies and tactics. Uncertainty about the company鈥檚 direction or performance can cause chronic stress. Ongoing communication is key. A 2015 study showed that daily supervisor communication increases employee trust.
6. BUILD PERSONAL RELATIONSHIPS
A Google study found that managers who show interest in and concern for people outperform others. When people care about one another, they perform better because they don鈥檛 want to let teammates down. When people build social ties at work, trust increases.
7. FACILITATE WHOLE-PERSON GROWTH
High-trust managers invest in both the personal and professional growth of their people. Professional growth happens with clear goals, the autonomy to reach them, and consistent feedback. Personal growth happens through discussions about work-life balance, family and recreation. Investing in the whole person positively effects engagement and retention.
8. SHOW VULNERABILITY
High-trust leaders ask for help instead of just telling people what to do. Asking for help is a sign of a secure leader鈥攐ne who engages everyone to reach a goal. Asking for help taps into people鈥檚 natural impulse to cooperate.
TRUST HIGH PERFORMERS
Compared with people at low-trust companies, people at high-trust companies report:
106% more energy at work
78% more engagement
50% higher productivity
29% more satisfaction with life
13% fewer sick days
40% less burnout
74% less stress
41% more sense of accomplishment
CONTRIBUTOR
Chrissy Daniels
Former Director of Strategic Initiatives, 91麻豆天美直播
