“Trust is like the air we breathe. When it’s present, nobody really notices. But when it’s absent, everybody notices.” — Warren Buffett
Trust lies at the core of effective leadership. Without it, an organization slows to the point of dysfunction or implodes altogether. Good leaders work hard to build and foster trusting relationships as they speed through daily operations and business growth. This is especially true (and vitally important) in today’s work-from-home environment.
As Steven Covey states, “When people trust each other, they’re more likely to take risks together, see greater opportunities, and respond to change in smart and coordinated ways.”
Trust is fragile. It requires constant nurturing. Unfortunately, there are other forces at play that, if left alone, can erode a healthy foundation of trust. These ‘negative forces’ can be found in the legal and HR side of a business in the form of:
- contracts
- formal agreements
- company policies
I’m not trying to throw our lawyers and HR professionals under the bus here. They serve an important function in our organizations, and I have relied on them in every organization I’ve led. I’ve also kept them close to me so they could truly understand and espouse my people-centric leadership approach.
The Language of Distrust
Formal agreements, contracts, and policies tend to strip away the person in their language. Many of them are written from a position of mistrust, conveying messages such as:
- “You intend to screw me or us over and this document will help me defeat you in a court of law.”
- “I have all I need to fire you if you violate the standards and requirements herein.”
We would never speak to those we lead in this manner, yet this language is loud and clear in these written documents.
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Overcoming the Impersonal Nature of Policy
A way to overcome this is to offer context with these documents and policies. Don’t just send them a link to review and sign.
- Explain the purpose behind the documents.
- Reinforce that these policies are designed to protect both the individual and the organization.
- Emphasize that while the paperwork matters, your primary focus is on building trust.
Obtain the required signatures, then file these documents away and get right back to building and maintaining trust.
Lead with Trust
Encourage your people to do the right thing, as all of us must do each day then demonstrate that you have their back. Be their champion.
If they fail in their obligations, find out why first, then work to correct their behavior and performance (I can help with this). Refer to or use formal agreements, contracts, and policies as a last resort.
Trust demands the constant attention of leaders. Keep an eye out for those things that chip away at its foundation.
