Often a lack of trust, within teams or the business overall, is not always well addressed. Creating trust creates “dividends” for the business, and a lack of trust creates “taxes” for the business. When you encounter a situation where there is a lack of trust, how can you deal with it?
– the issues of trust, or rather the lack of it, needs to be framed in economic terms. If not it will become a ‘nice to have’ initiative, not an economic issue. If you are wondering what is the impact of speed and cost on every dimension of the company; ask yourself if you could improve it? Then, what would the impact be if you did – e.g. in innovation, execution, or strategy.
– make so it is not seen as a nice by-product, but rather as a way of improving which inspires trust and confidence.
– it is not just the softer behaviours, but also the harder results, that help to drive results. People need to be seen to be performing and being credible, this creates trust, and helps to drive it.
– trust is key for driving good business and for avoiding the costly implications of the seven “trust taxes”. Build trust for yourself, for your managers, reports and peers within your company and for those with whom you have relationships (or want a trusting relationship). To do this follow these three steps:
Do this for yourself with all those who you deal with, share this with your teams to help them do the same, and be clear about why you are doing this with the people with whom you are looking to be build trust.
(Acknowledgement: Article by Andrew Cooke from Blue Sky GPS)
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