Business Leadership & Management – Trust

“The mismatch between what we all intuitively know and our talent management practices and leadership messages are at the heart of the lack of trust. Restoring trust requires establishing a new, realistic relationship — one both sides believe — translated into talent management practices and leadership behaviors that reflect that new equation. Trust only breaks if you promise something you can’t or don’t deliver.

I believe the new equation will be an adult-to-adult relationship between organizations and those who perform work. Organizations should expect that everyone who shows up to work will be fully present, engaged, and have the relevant skills to do the job at hand. Individuals should expect the opportunity to choose interesting, challenging work, suited to their skill set, and to be compensated through fair, transparent arrangements.

Talent management practices that provide individuals with more choice in their work arrangements will be central to this shift. Already progressive companies are beginning to focus on measuring results, while leaving the choice of when and where to perform the work to the individual. They may specify the desired outcomes and principles under which the work should be performed, while leaving the exact approach to the discretion of the individual. Others are breaking work into projects and giving employees options about the type or intensity of project they’d like to take on next. Some are creating menu-based work arrangements.”

[emphasis added]

–Tammy Erickson, HBR Blog Network

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4 Responses to Business Leadership & Management – Trust

  1. Brenda says:

    Did you actually create a reference for your quote?

    And I think that the first paragraph really speaks to me, about the broken trust that, in my case, leads to extreme micro-managing.

  2. pbeznoska says:

    the trickle down effect is real too if the distrust starts at the top. it’s tough no to micro-manage when you get micro-managed yourself. If you don’t, you open yourself up to scrutiny

  3. Jodi says:

    Pete, I love this. So glad you’re doing it, and it’s going to help me too, since it seems all I think about it management and leadership these days.

    In project work, you can have trust even if you can’t or don’t do something. I trust a manager or leader who says “You know what? I thought I/we could do this. After getting new info, I realize we can’t/shouldn’t. Let’s try this instead.” But when it comes to managing your team…if you promise something about salary, advancement, or professional growth, and then you don’t deliver? Trust is gone then, and you can’t get it back.

  4. pbeznoska says:

    Jodi, yeah, I hear ya, on not getting the trust back. The things you do and say in the interview process and the first month or two after hiring a new person are critical. But it seems all too popular for managers to bring on new employees just to have an extra hand around rather than having a full progression plan that actually considers what someone might be doing in 6 months, 12 months, 18 months, etc.

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