In an environment where trust in media and government is at an all-time low and nearly 60% of people say that distrust of others is their “default tendency,” you may be surprised to learn that employees still report high levels of trust in their employers.
According to the Edelman Trust Barometer, business is the most trusted institution globally at 61%, and 77% of respondents trust their employers. In addition, increasing numbers of people are looking to business to lead on matters of societal importance.
At the same time, when fraudulent practices of companies like Theranos and FTX come to light, trust in business falls. When such organizations crumble, stories often emerge that reflect a culture of extreme control and high levels of distrust. It’s not inaccurate to suggest that companies with excessive levels of internal distrust may often be on the brink of crumbling.
Building trust in business starts with the employer/employee relationship. When employees and employers trust each other, that trust will spread throughout the organization and to the wider relationships with customers and the public.
5 ways to build trust on your team and within your organization:
1. Be Authentic
Authenticity is, by definition, something that can’t be faked. Leaders who pretend to be authentic or try to communicate authenticity when it isn’t there will damage trust more than encourage it.
However, there is some value in implementing authentic behaviors and working toward more authenticity. Start by being open about past mistakes or failures, and take responsibility for current ones. Admitting faults and sharing areas of development will also reveal an attitude of learning and growing, which will help break down barriers. Make a concerted effort to engage in self-reflection and grow in self-awareness.
2. Be Transparent
As much as possible, share information about what’s happening at the senior level of the organization. Don’t make decisions in secret, and encourage open communication among team members. People should be able to speak freely and ask questions openly without fear of reprisal.
3. Pursue Competence
People naturally trust competent leaders more than those who demonstrate a lack of ability to handle their roles. While no one expects a leader to be perfect, someone who exhibits technical and professional competence will reassure team members that they are in good hands.
Part of pursuing competence is undertaking new challenges and development opportunities, even at the risk of stumbling or failing. As you work on your development, you will give your team members permission to work on theirs; if you make mistakes or fail but grow from those mistakes and failures, you give your team members permission to do the same. This transparent growth will engender trust and help your team become more competent.
4. Be Dependable
When people think of ideal leadership traits, “dependability” may not make the top ten. However, leaders who aren’t dependable will struggle to succeed in any role over the long term. You can be a more dependable leader by keeping your promises, supporting your team, communicating frequently and clearly, and looking out for the company. Both senior leaders and employees will learn that they can trust you.
5. Model Trusting Behaviors
A great deal of trust can be built in a team when leaders delegate tasks and duties to team members—and avoid micromanaging the work. When employees feel like they are trusted to work without someone micromanaging, they will return the trust in kind. Exhibiting trust in your people is especially important when they are working in a hybrid or remote work model. By trusting them to do their work without intense oversight, you will create a foundation for the long-term success of a remote work model.
It can be tough to build trust quickly, especially when so many people default to distrust. Building trust may be even more challenging if your company has experienced upheaval or a new leader replaces one who was untrustworthy. However, with time and patience, leaders can create teams and organizations where trust is a foundational value that improves employee engagement and helps drive business strategy.
Self-check:
- How would I rate the level of trust on my team on a scale of 1 (low trust) to 5 (high trust)? What about in the organization overall?
- What is one behavior I could implement or change to improve my team’s trust in me?
- What is one way I could show more trust in my team?
