Steps To Building a More Trusting Work Culture

What happens when we don’t trust a leader, manager, or teammate? Too often that ends up slowing productivity, contributes to conflict, and may increase turnover costs. A big red flag is hearing anyone in your company say “I don’t trust anyone.”

Because we are all a product of where we grew up, our own experiences, and what we’ve been taught, some people find trusting others easier. For others, it can be difficult. Having negative past experiences can make it hard for a leader or manager to trust, which can harm the relationship with their team and the company. Sometimes a lack of trust is because a person may remind them of someone who hurt them in the past. It may be because in some way the person is different from themselves. That can cause them to assume someone will let them down. They may have a hard time asking others for help. They may also question intentions regularly.

It can be hard to understand that being bullied or having experienced social rejection at an early age can contribute to a lack of trust as an adult. Traumatic events may also impact whether someone is able to trust others. All of this can affect a manager or a leader’s ability to not only be at their best but also get the best out of their team.

Employees are more likely to not connect with leadership if they feel leaders don’t trust them. That lack of trust may come across as a leader looking down on them, that they are not valued or respected. When there is a lack of trust, it becomes difficult to form good relationships and contributes to more pushback and negative responses. All of that gets in the way of productivity.

Part of leadership training for both new managers and seasoned leaders should include some training and conversation about trust. It can be helpful to hear from leaders why they don’t trust or are hesitant to give trust. Of course, earning trust is also part of the discussion. Providing practical examples of how leaders can start small, trusting a team member one step at a time. As they earn trust, it can allow leaders to begin to feel more comfortable depending on team members, reducing some of their stress.

Though not easy for some, the training can encourage a more optimistic view. Provide examples of leaders in your organization who approach situations with a more open mind. The key is not trusting too easily but rather learning to trust to the level needed in each situation.

As your organization works toward being high-trust, employees will feel safer in taking risks that could improve the company and contribute to a higher level of innovation. Day-to-day tasks will be completed with less difficulty because there will be higher levels of collaboration and communication. In a trusting work environment, outcomes usually are more successful. All of that, according to a study in the Harvard Business Review, means less stress in the workplace, fewer sick days, and less burnout.

Your leaders at all levels are the ones that either reduce trust or foster more trust. As your company grows, an investment in leadership development with a focus on building trust can help create teams that don’t just function but thrive.