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Putting Your Trust in . . . Trust

Putting Your Trust in . . . Trust

Trust is an essential component in almost all dealings between human beings, other than outright hostile ones like wars and terrorism. It is certainly vital for the proper running of any organization, as well as for almost all the components of trade and commerce. Lack of trust between trading partners undermines the proper functioning of business. Mistrust is a major cause of excessive (and unnecessary) workload on leaders, since the absence of trust means everyone has to be supervised and monitored almost constantly. Yet current styles of management—especially Hamburger Management—either ignore the importance of trust altogether, or act in ways guaranteed to undermine and destroy it.

The current emphasis on “management by numbers”—the belief that what cannot be measured (or is not measured, by choice) will simply not happen—represents the opposite of trust: an immediate assumption that employees are feckless, lazy, stupid, or just plain awkward. Many years ago, Douglas McGregor described this as “Theory X” and showed how it led to tight controls and an obsession with motivation by direct (usually monetary) incentives: exactly the situation today in many organizations.

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In the workplace, trust is an essential element between colleagues sharing a project, people trusting that the boss will arrange equitable rewards and recognize good work, or customers trusting that the product or service you supply will be there on time and match up to what you promised. Keeping people’s trust (and restoring it, if you have acted in ways that undermine their faith in you) matters a great deal in hard business terms. Managing in an organization low on trust demands much more time and effort (to check up on everyone, attend otherwise pointless meetings for the same purpose, and generally micromanage to the detriment of your own work and sanity). It usually means that other people don’t trust you either. Subordinates don’t trust a boss who doesn’t trust them, and become prone to doing no more than is essential to keep their jobs. Bosses may secretly congratulate you on “bringing home the bacon,” however you did it, but you can be sure that they will have noted any untrustworthy actions and will take care in future that you have no opportunity to deceive them.

It certainly seems that trust is a disappearing asset, in business as elsewhere. At the organizational level, there seems to be ample proof that risking any organization’s reputation for honesty, fair business dealings, and civilized behavior for the sake of short-term gain is culpably foolish. A solid reputation is worth hard cash, and those who lose it, lose a great deal of money as well.Yet that is what too many organizations and their leaders risk doing today, often on a regular basis. Leadership doesn’t only mean taking tough decisions in a technical or competitive sense. It means acting as a steward for the organization’s values and reputation; and— if necessary—defending that reputation stubbornly against those wishing to set short-term personal and organizational profit above everything else.

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People need to be able to trust the boss to give them due credit. Leaders who fail to recognize the contributions of others (or try to pass them off as their own) are actively harming their organizations and themselves. The vast majority of people truly love to contribute their creativity to help the organization. But they won’t do so if leaders, obsessed with their own egos, status, and maintaining the status quo, ignore them, denigrate their contributions, or claim credit for their best ideas. Bosses like that use a well-worn set of rude and dismissive phrases to browbeat their subordinates, systematically destroying any trust that they might have generated by acting fairly and encouraging other people to contribute.

Hamburger Management relies on whatever is quickest, simplest and cheapest, regardless of the quality of the means or the outcome. Its myopic obsession with the shortest of short-term gains leaves no place for anything beyond rigid control and micromanagement. The willingness of Hamburger Managers to sacrifice anyone and anything to “make the numbers” destroys the trust people would otherwise place in their leaders. Without reciprocal loyalty, why should employees be loyal in their turn?

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Leadership of this kind is teaching a generation of people an extremely dangerous set of lessons: that money is all that counts, that the ends justify the means, and that the only set of needs and objectives that really matters is your own. It’s time to put our trust in trust itself: to accept that you cannot possibly watch everyone all the time, that monetary incentives cannot take the place of commitment to a cause and a leader, and that without trust in one another there can be no sense of community or productive relationships in the workplace.

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Adrian Savage is a writer, an Englishman, and a retired business executive, in that order. He lives in Tucson, Arizona. You can read his other articles at Slow Leadership, the site for everyone who wants to build a civilized place to work and bring back the taste, zest and satisfaction to leadership and life. His new book, Slow Leadership: Civilizing The Organization

    , is now available at all good bookstores.

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    Last Updated on October 15, 2019

    Is Procrastination Bad? The Truth About Procrastination Revealed

    Is Procrastination Bad? The Truth About Procrastination Revealed

    Procrastination is very literally the opposite of productivity. To produce something is to pull it forward, while to procrastinate is to push it forward — to tomorrow, to next week, or ultimately to never.

    Procrastination fills us with shame — we curse ourselves for our laziness, our inability to focus on the task at hand, our tendency to be easily led into easier and more immediate gratifications. And with good reason: for the most part, time spent procrastinating is time spent not doing things that are, in some way or other, important to us.

    There is a positive side to procrastination, but it’s important not to confuse procrastination at its best with everyday garden-variety procrastination.

    Sometimes — sometimes! — procrastination gives us the time we need to sort through a thorny issue or to generate ideas. In those rare instances, we should embrace procrastination — even as we push it away the rest of the time.

    Why we procrastinate after all

    We procrastinate for a number of reasons, some better than others. One reason we procrastinate is that, while we know what we want to do, we need time to let the ideas “ferment” before we are ready to sit down and put them into action.

    Some might call this “creative faffing”; I call it, following copywriter Ray Del Savio’s lead, “concepting”.[1]

    Whatever you choose to call it, it’s the time spent dreaming up what you want to say or do, weighing ideas in your mind, following false leads and tearing off on mental wild goose chases, and generally thinking things through.

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    To the outside observer, concepting looks like… well, like nothing much at all. Maybe you’re leaning back in your chair, feet up, staring at the wall or ceiling, or laying in bed apparently dozing, or looking out over the skyline or feeding pigeons in the park or fiddling with the Japanese vinyl toys that stand watch over your desk.

    If ideas are the lifeblood of your work, you have to make time for concepting, and you have to overcome the sensation— often overpowering in our work-obsessed culture — that faffing, however creative, is not work.

    So, is procrastination bad?

    Yes it is.

    Don’t fool yourself into thinking that you’re “concepting” when in fact you’re just not sure what you’re supposed to be doing.

    Spending an hour staring at the wall while thinking up the perfect tagline for a marketing campaign is creative faffing; staring at the wall for an hour because you don’t know how to come up with a tagline, or don’t know the product you’re marketing well enough to come up with one, is just wasting time.

    Lack of definition is perhaps the biggest friend of your procrastination demons. When we’re not sure what to do — whether because we haven’t planned thoroughly enough, we haven’t specified the scope of what we hope to accomplish in the immediate present, or we lack important information, skills, or resources to get the job done.

    It’s easy to get distracted or to trick ourselves into spinning our wheels doing nothing. It takes our mind off the uncomfortable sensation of failing to make progress on something important.

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    The answer to this is in planning and scheduling. Rather than giving yourself an unspecified length of time to perform an unspecified task (“Let’s see, I guess I’ll work on that spreadsheet for a while”) give yourself a limited amount of time to work on a clearly defined task (“Now I’ll enter the figures from last months sales report into the spreadsheet for an hour”).

    Giving yourself a deadline, even an artificial one, helps build a sense of urgency and also offers the promise of time to “screw around” later, once more important things are done.

    For larger projects, planning plays a huge role in whether or not you’ll spend too much time procrastinating to reach the end reasonably quickly.

    A good plan not only lists the steps you have to take to reach the end, but takes into account the resources, knowledge and inputs from other people you’re going to need to perform those steps.

    Instead of futzing around doing nothing because you don’t have last month’s sales report, getting the report should be a step in the project.

    Otherwise, you’ll spend time cooling your heels, justifying your lack of action as necessary: you aren’t wasting time because you want to, but because you have to.

    How bad procrastination can be

    Our mind can often trick us into procrastinating, often to the point that we don’t realize we’re procrastinating at all.

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    After all, we have lots and lots of things to do; if we’re working on something, aren’t we being productive – even if the one big thing we need to work on doesn’t get done?

    One way this plays out is that we scan our to-do list, skipping over the big challenging projects in favor of the short, easy projects. At the end of the day, we feel very productive: we’ve crossed twelve things off our list!

    That big project we didn’t work on gets put onto the next day’s list, and when the same thing happens, it gets moved forward again. And again.

    Big tasks often present us with the problem above – we aren’t sure what to do exactly, so we look for other ways to occupy ourselves.

    In many cases too, big tasks aren’t really tasks at all; they’re aggregates of many smaller tasks. If something’s sitting on your list for a long time, each day getting skipped over in favor of more immediately doable tasks, it’s probably not very well thought out.

    You’re actively resisting it because you don’t really know what it is. Try to break it down into a set of small tasks, something more like the tasks you are doing in place of the one big task you aren’t doing.

    More consequences of procrastination can be found in this article:

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    8 Dreadful Effects of Procrastination That Can Destroy Your Life

    Procrastination, a technical failure

    Procrastination is, more often than not, a sign of a technical failure, not a moral failure.

    It’s not because we’re bad people that we procrastinate. Most times, procrastination serves as a symptom of something more fundamentally wrong with the tasks we’ve set ourselves.

    It’s important to keep an eye on our procrastinating tendencies, to ask ourselves whenever we notice ourselves pushing things forward what it is about the task we’ve set ourselves that simply isn’t working for us.

    Featured photo credit: chuttersnap via unsplash.com

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