Employee trust. It’s a subject most of us steer clear of around here. Too hard to define. Too hard to measure. Impossible to teach or train.
But Forbes Publisher Rich Karlgaard has taken a stab at breaking down that nebulous force called trust, and its nebulous nemesis, cynicism. In his new book, The Soft Edge: Where Great Companies Find Lasting Success, he offers 10 strategic steps toward reconfiguring the latter around the former. Here is the recent release, via the Alister & Paine website, about his book, and those steps.
I like some of his comments, including this one:
Mocking irony, snark and cynicism are very much in vogue, but they are also toxic to your company’s culture. Once cynicism gets a foothold in your culture, it spreads — just like an ill-advised tweet or blog post. You need to proactively fight it.”
Cynicism is the defense mechanism of people who feel unsafe and powerless. It’s an expression of the uncertainty that comes from working in an environment where ethics are lax, employees don’t feel valued and information is withheld. When it thrives in an organization, it signals a lack of employee trust — a problem that’s gotten significantly worse over the last generation.”
And just for the record, here are the steps in as much of a nutshell as this posting will allow:
1) Know that trust has two dimensions, external and internal. External is between an organization and its customers; internal is between employees, managers and top-level management, and it’s here where Karlgaard says you should start. If employees “don’t feel that they can trust your company with their careers,” he says, “you’re in trouble.”
2) Get clear on what a culture of trust and earnestness looks like. Hold a company-wide trust summit where everyone can share their opinions about trust within your company. In addition, Karlgaard says, “identify the ways cynicism manifests — for instance, through snarky comments, manipulating customers, talking behind co-workers’ backs and so forth.”
3) Then, get the “rules” in writing. Put the results of your trust summit in writing and ask all employees to sign the document. Creating an official “standards of behavior” document helps too. I happen to know some companies are doing this now — documenting desired behaviors, then hiring and managing for them — including Starbucks, which I recently wrote about in this HRE feature.
4) Let only “Boy Scouts” and “Girl Scouts” lead. The key here is to hire and promote leaders who truly do live the values your company espouses.
5) Never lie or hide the truth. Even in the case of very bad news, tell them anyway. ” … [P]eople should never feel they’re being kept in the dark,” says Karlgaard. “Transparency and trust must co-exist.”
6) Show employees that you care. When people don’t believe their leaders care about them, not just as workers but as human beings, trust can’t thrive.
7) Aspire to predictability. “[E]mbrace innovation to your heart’s content in areas such as product development and marketing campaigns,” he says. “Just don’t be unpredictable in your behavior, priorities and values.”
8) Make it safe to speak up. Bottom line, there’s no such thing as a dumb idea and when your employees make honest mistakes, let them admit to them without being scolded and belittled. “Either trust rules your organization, or fear rules it — you have to choose,” says Karlgaard.
9) Celebrate grit and gumption. Basically, reward, reward, reward. Or, as he puts it, “notice and celebrate the behaviors you want more of … . Engagement and cynicism can’t co-exist in the same moment.”
10) Lastly, constantly drive home the “meaning” of the work people do. I know we’ve all been hearing this, probably too much, that each employee needs to understand his or her link — his or her line of sight — to the top, to the whole organization. What I like about Karlgaard is his focus on the actual narrative; the story about your business that you need to be infusing into your entire workforce. He calls it your “true north.”
“My point?” he asks. “Figure out what meaningful things your company provides customers, whether that’s peace of mind, easier lives, reliable support or something else, and look for ways to convey that purpose at your company.
“It’s hard to be cynical about your work and your customers,” he adds, “when you actually do believe in what you’re doing.”
Again, maybe stuff you’ve heard, but not quite like this:
The next time you’re considering how to make your organization a better place to work, think beyond an in-house masseuse, climbing walls, and free fresh-baked cookies. While employees will certainly appreciate ‘fun’ perks like these, they don’t mean anything if your culture isn’t grounded in trust.”
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