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Is There Enough Cynicism In Your Culture?


 


It takes time to build trust in an organization…but cynicism spreads like crabgrass!

Cynicism can be a destructive, corrosive force, stalking your office corridors and internal comms channels, completely altering the environment of your organization.

But, let’s face it – cynicism can’t be completely eliminated. As a matter of fact, when it is tamed and leveraged cynicism can play a positive role in the life of your organization.

How can you balance cynicism and trust in your organization?

When you are driving down the road and see a car approaching you in the opposite lane you have to make the decision to trust that it is going to remain in its lane as opposed to crashing head-first into you. Hundreds of times each day, we make similar decisions to trust. There’s no other way to function in life. In a very real sense, trust is as necessary to our daily survival as food and water.

But, as counterintuitive as it sounds, we need cynicism as well.

Let’s say we are driving late at night in hazardous conditions. A car is approaching in the opposite lane, going too fast and weaving across the road. A healthy degree of cynicism would lead us to assume that the driver is intoxicated or otherwise incapacitated and to take defensive measures. In that case, I am right not to trust.

Same thing in our organizations. Trust is healthy – indeed it is the most important predictive factor in the success of an organization. But there is also such a thing as a healthy dose of cynicism.

You can’t do the things that build trust unless you’ve done the things that manage cynicism.

For instance, it is appropriate to be a little cynical when onboarding a new hire. They are not going to be as competent as a veteran in their first days on the job. They need to be supervised and mentored in the culture and processes of your organization, no matter how sparkling their resume and credentials.

This is healthy organizational cynicism. It’s not personal distrust. As a matter of fact, we put systems of accountability in place to remove the need for personal distrust.

People have strengths and weaknesses and we have to manage those as leaders. Healthy leaders aren’t shy about putting mechanisms in place to support both employees and the organization as a whole.

The art is in balancing trust and cynicism – distinguishing between cynicism that is healthy and that which is unhealthy.

Unhealthy cynicism never allows trust to grow. Healthy cynicism fosters a safe, controlled environment in which trust is the ultimate goal. Monitoring processes are in place but those processes are fair and flexible, not rigid and domineering. They create a climate of equity and ownership where employees can say “This is MY organization; I can trust and I feel trusted because I know our shared values and commitments will be honored by everyone.

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