My kids are going to be part of a flu immunisation trial in Leicestershire. We got the forms home, I filled them in, ticked yes for them to be in the trial, and sent them back. It made me think…..what if we lived in a country where we couldn’t trust our health provider. How much extra work would it have taken for me to decide whether this was a good idea or not? I’d have thoroughly read the information leaflet. I’d have been talking to my doctor friends and family. I’d have been searching online. And then I’d have been doing the form-filling and box-ticking.
A lot more time and effort would have been involved.
I got to thinking about the low trust environments we have at work.
—-Managers don’t trust their teams to do a good job so watch over them, inhibiting their self belief.
—-Employees worry about the impact on their performance rating and hide mistakes – which leads to more problems elsewhere for someone else.
—-When someone’s off sick it’s assumed they’re lying – and then there’s the form=filling-for-the-file when the person comes back because, well, we can’t trust that it won’t come back to us if they complain we didn’t do the right thing by them on their return. And we don’t trust they won’t go off again and that time we’d want to start to move them through the absence management process.
—-If you use a forced ranking performance distribution, employees find it harder to trust each other because ‘if I do & tell them stuff they might beat me to a better rating’.
—-People don’t tell each other the full story – knowledge is still seen as power – so poor decisions and outcomes result.
—-People spend more energy defending and protecting than achieving.
—-People spend more time ‘checking-what-I’ve-been-told/given’ rather than just ‘getting-on-and-doing’.
What a place to be!
Today at the CIPD MAP event, Julie French talked about the use of Lencioni’s 5 Dysfunctions of Team (http://www.amazon.co.uk/The-Five-Dysfunctions-Team-Leadership/dp/0787960756) to create great teams who are better able to deal with change.
At the base of that triangle is TRUST. Nothing you do will be as good as it can be without real, total, absolute trust among team members. And, in fact, I believe that even beneath trust – or perhaps alongside it – must come SAFETY. Trust requires open vulnerability about what’s not gone so well for us, about how we’re not so perfect. But to open up in that way requires either COURAGE or SAFETY. For the latter, people must believe that there is empathy and reliability around them. They must believe that when they share their vulnerability they’ll be listened to, not laughed at, not criticised.
Without total trust, yes you can get by. Yes you can deliver something. But it will probably be hard going. You’ll probably do alot of compensating stuff. And it will probably drain your energy.
So how’s the trust in your team – not just the team you manage but with your peers.
Think of each person. How would you rate your level of trust in them. 1 = no trust. 5 = full trust.
Are your ratings good enough?
What will you choose to do to change these ratings?
Whose support do you need?
I believe in people being the key to success in a business and that success is unlocked by great bosses. I’m an Executive Coach for SME businesses to help create success for them, for their team, for their business.
Get in touch if you want this for your business – email@example.com
or take a look at my website to find out more http://www.wildfigsolutions.co.uk