Building A Foundation of Trust
Over the last few months I have had an opportunity to "virtually meet" some brilliant and amazing people using LinkedIn and other social networks. I have gotten to explore some interesting topics of my own and respond to a number from others.
I have long believed that people need to be managed "holistically", that is we need to appreciate and try to understand them in their entirety rather than just their "work" persona to effectively engage them.
I have also pondered throughout my career how we expected to create customer engagement without first creating engagement with our employees. I have read volumes about measuring engagement and increasing shareholder/stakeholder value, but not nearly as much about building those relationships with our employees. I have to ask myself why we think we can leave them (employees) out of the equation? It is also interesting to me that although much of management practice is based on withholding trust by retaining control, limiting information flow, etc.; we expect trust to flow our way by virtue of our role or status.
Two of my colleagues that have particularly made a profound impression on me have both emigrated to the U.S. from different cultures. They have learned a new language and a new way of interacting to be successful in this market. Both are very committed to building a bridge across cultures, not as a commercial enterprise, but as a moral obligation. While they don't know each other, they both resonate with a similar value structure.
We have started to work together to use engagement as a leadership model and as a vehicle to build that bridge. We have also discussed that the foundation for engagement is trust based relationships.
In my mind trust based relationships share some common characteristics:
I have long believed that people need to be managed "holistically", that is we need to appreciate and try to understand them in their entirety rather than just their "work" persona to effectively engage them.
I have also pondered throughout my career how we expected to create customer engagement without first creating engagement with our employees. I have read volumes about measuring engagement and increasing shareholder/stakeholder value, but not nearly as much about building those relationships with our employees. I have to ask myself why we think we can leave them (employees) out of the equation? It is also interesting to me that although much of management practice is based on withholding trust by retaining control, limiting information flow, etc.; we expect trust to flow our way by virtue of our role or status.
Two of my colleagues that have particularly made a profound impression on me have both emigrated to the U.S. from different cultures. They have learned a new language and a new way of interacting to be successful in this market. Both are very committed to building a bridge across cultures, not as a commercial enterprise, but as a moral obligation. While they don't know each other, they both resonate with a similar value structure.
We have started to work together to use engagement as a leadership model and as a vehicle to build that bridge. We have also discussed that the foundation for engagement is trust based relationships.
In my mind trust based relationships share some common characteristics:
- Mutual respect for others as people
- Clear and honest feedback
- A view of plenty rather than scarcity when it comes to success and rewards
- An absence of fear in the work environment
- Information that flows freely and efficiently
- Integrity
- Leadership by example
I recognize that my list isn't all inclusive, but I like to think that the major elements are there. I would be curious to get your feedback on two things:
- Is true engagement our opportunity to build sustained cross cultural collaboration?
- What is missing from my foundation?
I look forward to your thoughts.
Labels: engagement, foundations, honesty, integrity, trust
posted by Mark at New Paradigms LLC at
1:40 PM
2 Comments:
You're right on target. If we can't engage employees with earned trust, how do we engage partner or clients in India, China, and other emerging countries?
From Jack Gibb's Trust Level Theory, first published in 1978, to the current "engagement" cited as an epiphany for some leaders, business cultures have been evolving away from the power-by- decree model. Slowly. Perhaps at glacial speed in some cases.
Authentic engagement (in today's jargon)provides the fuel for a successful organization and brand.
To quote Gibb, "organizational purpose is not simply decided by its members, but is in large part 'given' by its membership in the larger system."
Pivotal to any engagement is a solid internal communications structure. (This happens to be in my world under the corporate communications banner rather than OD, but it clearly interfaces with OD on several levels.)
Clarity of vision, trust earned by respect and mentoring, shared brain trust among team and department stakeholders, and proactive (unsolicited) contributions all improve with a well-define internal communications plan. This include internal brand advocacy, and no it's not just a staff party with free tequila. Well, okay, it can include Don Julio 1942 for ONE party, but the nuances and complexity of a good plan go far beyond the quick-fix tactic of throwing cash at employees.
Even the recognition strategy needs to be prudent to cultivate engagement. There are many aspects to consider that are often overlooked.
However, if we polish our engagement skills in this country, will that be appreciated or accepted in Shanghai or Mumbai? Or will it be lost to cultures still avoiding environmental and labor laws even more blatantly then we did just twenty years ago?
The global community is a force without precedent. So I say start here with engagement as a humble American export (not a decree -- that doesn't work too well in foreign policy). It's an age demanding innovation, so let's start with our business cultures.
Ken Grimsley
www.linkedin.com/in/kengrimsley
800.473.1283
Mark...you put your finger on a very important aspect of engagement. We often forget that at the end of the day people work with and for people, not for abstract faceless organizations. Trust is the foundation of any healthy relationship. It's a connection that feeds everything else we register about another person or institution.
It is alarming that too many managers (still in this day and age) attempt to assert their authority largely through status and control of information rather than by virtue of knowledge, exchange of ideas, and trust. In fact, too many managers fear that sharing knowledge will diminish their image and/or influence. So when they are given a choice they automatically choose restrictions over delegation and empowerment.
In fact, this goes a step further where their subordinates who have worked for them for a long time are almost pre-programmed to perpetuate the same philosophy when they are given choices. This can severely limit an organization's ability to foster innovative thinking, which in such cases, will fall victim to resistance and conformity.
There is much greater influence and respect to be gained through openness, exchange, and trust rather than through control and restrictions. Managers who embrace this philosophy are generally very comfortable in their own skin and can truly gain the respect and trust of the people they want to influence. They also engage employees, retain them, and ultimately accomplish organizational results.
So the bottom line is that trust is a vital component for both employee and customer engagement. And...it's not overrated!
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