There is quite a lot to think about in this article about Trust, and how important it is to employee engagement. What isn’t mentioned, but is easy to infer, is if the company has broken trust, a half-day employee meeting about a focus on trust isn’t going to improve things.
So if you’ve not kept promises to employees, kept them in the dark for months and then caught them by surprise with company decisions, or even outright lied to them, don’t expect them to come running when you start talking about your “trusting” atmosphere.
“In my research I’ve found that building a culture of trust is what makes a meaningful difference. Employees in high-trust organizations are more productive, have more energy at work, collaborate better with their colleagues, and stay with their employers longer than people working at low-trust companies. They also suffer less chronic stress and are happier with their lives, and these factors fuel stronger performance.
Leaders understand the stakes—at least in principle. In its 2016 global CEO survey, PwC reported that 55% of CEOs think that a lack of trust is a threat to their organization’s growth. But most have done little to increase trust, mainly because they aren’t sure where to start. In this article I provide a science-based framework that will help them.”
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