Page 106 - Managing the Mobile Workforce

trust or Bust � 85

propensity
A person’s inclination to trust another person or organization is af-
fected by his or her past experiences. If you have been burned in a re-
lationship or two before, you are less likely to trust again. If you have
had a series of highly satisfying relationships in the past, you are more
likely to take the risk of trusting the next person. Don’t be surprised
if employees who have been led down the Primrose Path only to be
fired, furloughed, or faked out don’t leap into your arms when you
swear to take them to the Promised Land. If you or your organization
has a reputation for making hollow guarantees, don’t expect workers
to fall down on their swords for you when you make your newest pro-
nouncement. That’s why breaking your word for short-term gain has
long-term consequences.
Different people also have differing tolerances for risk taking.
Some people are more secure than others psychologically, socially,
and/or financially. Each person comes with a different personality
and personal situation.

Context
The willingness to trust also depends on the situation. If the overall
company is in freefall, employees are less likely to trust that it will be
able to fulfill its promises. If the culture of the organization is one of
manipulation and raw power plays, it doesn’t matter how trustworthy
a particular manager is, employees are less likely to place their trust
in the hands of others who have power over them. If the peril is very
high, the willingness to trust is affected. If the organization has a very
controlling environment, then there is little need to develop trust—
each person’s actions are instead prescribed by the rules or regulations
of the organization.

outcomes
Finally, a person’s willingness to trust a leader or organization will
depend on what happened the last time he or she trusted that same