Do your leaders or team members:

  • Conceal their weaknesses and mistakes from each other
  • Hesitate to ask for help
  • Hesitate to offer help outside their own area of responsibility
  • Jump to conclusions about the intentions and aptitudes of others
  • Waste time and energy jockeying for position
  • Hold grudges
  • Dread meetings and find reasons to avoid spending time together

If you said “yes” to more than 3 of the above, then you’re likely working in a non-trusting culture and chances are you probably aren’t very happy or fulfilled at work.  If this is you, please read on.

Based on work with several clients, I’m noticing many more people are working in non-trusting cultures.  This observation has led me to do some deeper research on what it takes to create a culture of trust and I’m excited to share my learnings with you over this 5-part blog series.

During this 5-part blog series, I’ll talk about the key factors needed to truly establish a “Culture of Trust” and what you can do to help make it happen.

A Culture of Trust Part 1:  Define what a “Culture of Trust” looks like for you, your organization or the organization you want to be a part of

Countless management books, seminars and training offer insight into how leaders can develop trust within their organizations. Their consistent theme—“It begins with you”—is certainly valid, as leaders must model trust and set an example for others. Success in a creating or helping to create a culture of trust requires the individual to create their own personal campaign of inner reflection, values assessment and social intelligence. While books, seminars and training can aid in this process, it is just that, a process that takes place over time and one that each individual would be well served to take seriously.

A culture of trust is one where people have confidence in and reliance on individuals and groups to do the right thing: to be fair, truthful, honorable and/or able.

Individual’s develop trust (rely on others to do the right thing) only after observing people’s character and behavior over time and gaining confidence in them. Individuals earn trust by consistently displaying personal integrity, accountability and concern for others.

Trusted individuals are more productive, profitable and prosperous. The people around them are more engaged and loyal and hence the organization sees lower turnover, waste and inefficiency.

While we’re often led to believe that trustworthy behavior will permeate the work environment like ripples in a pond, this trickle-down theory is overly simplistic. As Gallup studies reveal, employees trust their coworkers even less than their leaders. Organizations and individuals cannot reach their full potential until a culture where employees trust their coworkers exists.

In my next post, I’ll explore the key topic of “integrity” as it relates to helping create a culture of trust.  In the meantime, what do you think so far? How would you define a culture of trust? What has been your experience with trust at work? I’d love to hear from you. I can be reached here or on LinkedIn here.