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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 November 18, 2020

    15 Tips to Restart the Exercise Habit (and How to Keep It)

    15 Tips to Restart the Exercise Habit (and How to Keep It)

    It’s okay, you can finally admit it. It’s been two months since you’ve seen the inside of the gym. Getting sick, family crisis, overtime at work and school papers that needed to get finished all kept you for exercising. Now, the question is: how do you start again?
    Once you have an exercise habit, it becomes automatic. You just go to the gym, there is no force involved. But after a month, two months or possibly a year off, it can be hard to get started again. Here are some tips to climb back on that treadmill after you’ve fallen off.

    1. Don’t Break the Habit – The easiest way to keep things going is simply not to stop. Avoid long breaks in exercising or rebuilding the habit will take some effort. This may be advice a little too late for some people. But if you have an exercise habit going, don’t drop it at the first sign of trouble.
    2. Reward Showing Up – Woody Allen once said that, “Half of life is showing up.” I’d argue that 90% of making a habit is just making the effort to get there. You can worry about your weight, amount of laps you run or the amount you can bench press later.
    3. Commit for Thirty Days – Make a commitment to go every day (even just for 20 minutes) for one month. This will solidify the exercise habit. By making a commitment you also take pressure off yourself in the first weeks back of deciding whether to go.
    4. Make it Fun – If you don’t enjoy yourself at the gym, it is going to be hard to keep it a habit. There are thousands of ways you can move your body and exercise, so don’t give up if you’ve decided lifting weights or doing crunches isn’t for you. Many large fitness centers will offer a range of programs that can suit your tastes.
    5. Schedule During Quiet Hours – Don’t put exercise time in a place where it will easily be pushed aside by something more important. Right after work or first thing in the morning are often good places to put it. Lunch-hour workouts might be too easy to skip if work demands start mounting.
    6. Get a Buddy – Grab a friend to join you. Having a social aspect to exercising can boost your commitment to the exercise habit.
    7. X Your Calendar – One person I know has the habit of drawing a red “X” through any day on the calendar he goes to the gym. The benefit of this is it quickly shows how long it has been since you’ve gone to the gym. Keeping a steady amount of X’s on your calendar is an easy way to motivate yourself.
    8. Enjoyment Before Effort – After you finish any work out, ask yourself what parts you enjoyed and what parts you did not. As a rule, the enjoyable aspects of your workout will get done and the rest will be avoided. By focusing on how you can make workouts more enjoyable, you can make sure you want to keep going to the gym.
    9. Create a Ritual – Your workout routine should become so ingrained that it becomes a ritual. This means that the time of day, place or cue automatically starts you towards grabbing your bag and heading out. If your workout times are completely random, it will be harder to benefit from the momentum of a ritual.
    10. Stress Relief – What do you do when your stressed? Chances are it isn’t running. But exercise can be a great way to relieve stress, releasing endorphin which will improve your mood. The next time you feel stressed or tired, try doing an exercise you enjoy. When stress relief is linked to exercise, it is easy to regain the habit even after a leave of absence.
    11. Measure Fitness – Weight isn’t always the best number to track. Increase in muscle can offset decreases in fat so the scale doesn’t change even if your body is. But fitness improvements are a great way to stay motivated. Recording simple numbers such as the number of push-ups, sit-ups or speed you can run can help you see that the exercise is making you stronger and faster.
    12. Habits First, Equipment Later – Fancy equipment doesn’t create a habit for exercise. Despite this, some people still believe that buying a thousand dollar machine will make up for their inactivity. It won’t. Start building the exercise habit first, only afterwards should you worry about having a personal gym.
    13. Isolate Your Weakness – If falling off the exercise wagon is a common occurrence for you, find out why. Do you not enjoy exercising? Is it a lack of time? Is it feeling self-conscious at the gym? Is it a lack of fitness know-how? As soon as you can isolate your weakness, you can make steps to improve the situation.
    14. Start Small – Trying to run fifteen miles your first workout isn’t a good way to build a habit. Work below your capacity for the first few weeks to build the habit. Otherwise you might scare yourself off after a brutal workout.
    15. Go for Yourself, Not to Impress – Going to the gym with the only goal of looking great is like starting a business with only the goal to make money. The effort can’t justify the results. But if you go to the gym to push yourself, gain energy and have a good time, then you can keep going even when results are slow.

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