Page 217 - Build a Culture of Employee Engagement with the Principles

188 Carrots and Sticks Don’t Work

Fundamentals of Building

Trusting Relationships

Like dancing the tango, it takes two to build a mutually trusting
relationship, and while you cannot determine whether another
will follow, you must take the lead in offering your trust first.
In building a foundation of trust for any relationship, there are
a few critical things to keep in mind. First, if you’re not start-
ing at neutral, you better figure out why and get back there as
quickly as possible. For example, if you are moving into a new
organization and your reputation is negative in some manner,
you should address this up front with your new colleagues and
team members. If you cannot clear or reset others’ perceptions
of you, it will be much more difficult to build their trust. Second,
be extremely transparent and overcommunicate—especially
when it comes to the processes around which you make deci-
sions. Third, you get trust by giving it. Therefore, it is important
when you are in a new supervisory position that you show your
respect and trust for those already in the job. A powerful way
to do this is by providing employees with greater autonomy and
decision-making authority than their prior supervisor. Fourth,
let your new colleagues and team members know that you oper-
ate from a position of trusting and believing in people and their
skills. Let them know that you won’t be looking over anyone’s
shoulder but, at the same time, if they need your support that
you are there. Finally, look for opportunities in which others
have shown their trust in you and reinforce it. For example,
“Thanks, Pete, I appreciate your trusting me on this.”