I recently had the opportunity to serve as a reference for two individuals with whom I worked before. Both had asked in the past if I would serve as a reference, and I agreed.
Why did I agree to serve as a reference? Because I trusted that they would continue to have the same work ethic and desire to succeed as in the past, I trusted that they would continue to put the organization ahead of any individual pursuits, and I trusted that they would become part of any team they joined.
I maintain a friendship with my former executive assistant, even after not having worked together for many years. When I reflect upon my fondness for her and the support she provided, I continue to appreciate and value how much I trusted her. I trusted she would keep things confidential, I trusted she wasn’t gossiping about the senior management team, and I trusted she wanted the organization to succeed.
I have had a number of consulting engagements over the past 10 years, primarily working with CEOs on operational opportunities. The people I would work with again are those I trusted to put organization ahead of ego, trusted to listen to an opposing viewpoint, and trusted to do the right thing.
The aforementioned examples are each from my perspective and my experiences. However, I suspect I am not unique in this viewpoint.
If trust is incorporated into the fabric of an organization, into the culture, many of the non-productive “games” disappear. The gossiping, the undermining, and the looking out for #1 at the expense of the organization, seem to be minimized. This is the power and importance of trust.
A lack of trust may be the #1 drag on an organization because it can permeate every decision and every thought process.
So how does one create a culture of trust in an organization? First, the CEO and leadership team must engage in trustful behavior. This includes honesty, integrity, candor, transparency, visibility and likability. Second, the leader and management team should have an expectation of trustful behavior and weave these into the daily actions of the organization.
It really seems easy, and in fact developing trust and trusting culture isn’t difficult. It takes time and intentionality, but it is doable. On the other hand, don’t be complacent. Trust is every bit as easy to lose … probably easier. And there is no going back when trust is lost.