We live in a society characterized by distrust.
Trust with the political process is at an all time low. Occupations once considered trustworthy – such as the law and the ministry – rank low on trust indices. And a recent poll found that only seven percent of employees strongly agree that they trust their senior managers to look out for their best interests.
Even worse, only seven percent agree that they trust their coworkers to do so!
The reality is that we live in a world that is saturated with distrust and your employees or volunteers bring this distrust in the doors with them every day.
But there is hope. The same poll found that 58% of employees who had strong trust in their management were ‘completely satisfied’ with their jobs and 63% would consider spending the rest of their careers with their organizations.
It’s indisputable – there is a direct link between trust in leadership and employee engagement and retention.
It gets even more game-changing. Employee engagement is one of the hallmarks of a thriving organizational culture – the kind of culture where people experience the fulfillment of their innate desire to belong, to contribute, and to make a difference.
As we show in the research for our book The Secret Sauce: Creating a Winning Culture, employees who work for an organization defined by trust feel valued, work harder, experience greater satisfaction, and do not think about leaving for somewhere else. They belong, contribute, and make a difference.
An annual survey of “Best Places To Work In America’ found that the most appealing workplaces were distinguished by high levels of trust, cooperation, and commitment and did better than their peers and competitors in these ways:
- They have stronger long-term financial performance
- They experience lower turnover
- They receive more job applications
- They are more diverse in their employee/volunteer base
Inspired by these workplaces and others which we visited and chronicled in our book, we discovered four components which go into creating trustworthy leadership:
Find an hour of quiet ‘on the balcony’ time. Work carefully and thoughtfully through that list of four. Define them for yourself. And then take an honest look at your organization and rate yourself on a scale of 1-5 for each measure. Where can you celebrate? Where can you initiate enhancement efforts?