Are there gaps in trust among leaders and those who report to them?
While trust is fundamental to humans, recent studies suggest that it is harder to build and maintain in organizations today than ever before. Amid this reality, executives are obligated to find ways to address this severe challenge.
You could argue that society depends upon it.
According to the 2024 Edelman Trust Barometer, workers are generally less likely to trust their employers and institutions. The study of 15,000 respondents across 16 countries also found that an optimism breach exists (78 percent to 34 percent) between executives and their employees as to whether they will be better off in the future.
While trust can be easily created between individuals and groups, it can also be readily destroyed. Poor communication, poisonous office politics and increased competition from globalization all contribute to the downward spiral of trust in organizations. Empirical research highlights that developing mutual trust and co-operation involves an “intricate dance” that spirals over time, and these spirals are increasingly downward.
Paycheque-eroding inflation, AI’s threats to job security, difficulties connecting with colleagues over digital platforms and the ever-shorter job tenures of U.S. workers (4.1 years, according to a recent LendingTree study) have led many to lose trust in their organizations.
Increasingly, American professionals conclude that they will not be better off in the future.
Amid this crisis of confidence, what are ways for executives to instill trust in the workplace so they may lead and influence more effectively?
To start, CEOs and managers owe it to their workers to give them hope and help them feel more in control of their careers. Less anxiety over job security can lead to better mental health outcomes and improve morale among employees.
Additionally, employers must communicate clearly, make upskilling opportunities available, and give their employees agency over their situations.
Furthermore, executives have an obligation to be honest and accessible while allowing their associates a degree of autonomy to speak with management when necessary.
While demanding high standards, leaders must give workers assurances that they have a voice and that their jobs will be there providing that they fulfill their professional responsibilities.
Such steps can strengthen trust and reap rewards for the organization.
Employees who are engaged by their employer have confidence in the future and are more likely to serve clients well. Additionally, these employees have less turnover and often become advocates for their employer. They will also give the extra effort necessary to help the organization succeed.
Other practical steps to build trust include:
- Managers should give those who report to them the freedom to be creative, experiment and even make a few mistakes. Workers must be confident that their employer supports them and is not working against their interests.
- Executives ought to make efforts to identify points of similarity with their workers, i.e., finding common interests, food preferences, hobbies, experiences, etc. Such commonalities help bind coworkers, create trust and improve mutual understanding.
- Managers must be a dependable source of valid information and live up to the organization’s ethos. A failure to meet corporate social responsibility goals, for example, can damage morale and trust.
- In order to contribute and reach their full potential, employees need to be free to ask questions, provide suggestions and exchange ideas. This must also include feeling comfortable enough to respectfully challenge their superiors.
- Employers need to reflect upon and take to heart constructive criticism from workers. Responding defensively to feedback or questioning colleagues’ motives erodes trust.
- Showing interest in coworkers and checking in with them reflects concern for others and can build organizational confidence. Leaders can also resonate with their associates by sharing information about themselves and their struggles, soliciting feedback and demonstrating vulnerability.
- During times of disagreement, focusing on overcoming conflict rather than prevailing in arguments can demonstrate a leader’s focus on the task at hand and commitment to the organization.
- When employees become upset with a lack of progress, leaders should resolve outstanding problems to address pent-up dissatisfactions and create positive momentum.
- Expressing gratitude can strengthen bonds and help executives improve trust with their employees. Likewise, empathizing with others can help facilitate meaningful relationships and enhance collaboration.
As with previous generations, workers today are looking for bosses who are ethical, understanding and demonstrate vision. To that end, trust is indispensable to building positive relationships within organizations.
Peter Drucker is credited with saying, “Leadership is an achievement of trust.” Employers emphasizing trust will empower workers and lead to better professional and health outcomes.
It is a critical skill needed during a time of increasing wariness and apprehension amid rapid change.
Dr. Michelle C. Bligh is the Provost and Professor of Organizational Behavior at Claremont Graduate University. Dr. David Sprott is the Dean of the Drucker School of Management and Professor of Marketing at Claremont Graduate University. Dr. Ted Gover is Director of the Tribal Administration Program and International Partnerships Liaison at Claremont Graduate University.
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