In the hustle of daily workplace demands, managers often sideline the crucial aspect of trust. The pressing need to achieve results and meet deadlines takes precedence, overshadowing the profound impact of trust on productivity and morale
CREDIT: This is an edited version of an article that originally appeared on About Leaders
Start with morale
Low morale is a red flag for diminished productivity. Unfortunately, reactive managers often resort to superficial solutions like reviewing performance data or redistributing workloads. These actions only act as short-term fixes and fail to address the underlying problem of trust deficiency.
It’s important for leaders to recognise that people drive productivity and success. Instead of fixating on numbers, they must look at themselves and their actions, and assess how their behaviours influence team productivity.
The term “trust” is often overused and misunderstood in workplaces. Managers, fearing the complexity of building trust, can resort to blame games and defensive postures, perpetuating an environment of fear and diminishing loyalty.
Four pillars of trust expectations
Be approachable: Cultivate openness by being receptive to the team’s concerns, avoiding knee-jerk reactions, and fostering a calm and understanding atmosphere.
Accept responsibility: Unlike reactive managers who play the blame game, it’s important to take ownership of problems, scrutinising your own actions, and rectifying shortcomings.
Practice confidentiality: Quash the rumour mill by directly addressing issues with those involved, steering clear of gossip, and setting an example of confidentiality.
Mutually support all: Recognising that everyone plays a crucial role, treat all team members equally, fostering an environment of equality, support, and trust.
Successful management and leadership hinges on trust-building. By embracing approachability, responsibility, confidentiality, and mutual support, leaders lay the groundwork for a motivated, engaged, and empowered team.
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