When going through a merger-acquisition, I got the call:
“There’s going to be a lot of change, but you’re not affected. We want you to stay with us. And, if you have any questions, just contact me.”
I breathed a sigh of relief. That was a lifeline signal during uncertain times.
A few days later, I had a question. I took them up on the offer—called and left a message. No response. Days passed. Then, my new manager approached me—not to answer the question, but to ask why I contacted the executive.
An alert bell chimed.
That exchange reminded me of the TV series, Lost in Space, where a robot frequently sounded the alarm, stating, “Danger, Will Robinson! Danger!”
That alert signaled, “Words and meanings don’t always match.”
In the pre-merger-acquisition culture, open-door invitations resulted in direct interactions. A shift was in progress, revealing layers of politics and posturing. That single interaction planted a seed that questioned trust.
The good news is that solid working relationships developed over time, yielding meaningful results for all parties involved. Importantly, intentionally mining relationships enabled active engagement and mutually beneficial outcomes.
Trust in Organizations
Today, according to Gallup, Americans’ confidence in major institutions is near an all-time low. But trust in small businesses remains high. Why might that be? One explanation could be that small business interactions can typically feel more personal, accountable, and trustworthy.
Whether a large or small organization, at the core of trust are behaviors and communication.
Fortifying the core are leadership behaviors that shape organizational culture and influence team members’ perceptions.
Trust is built—or broken—by what we do, our daily interactions and experiences.
While a myriad of factors comprise the trust that Gallup measures, there are microactions every leader can take to shape culture positively, influence team members’ perceptions, build confidence, and elevate employee engagement.
Leadership Behaviors to Build Trust
The following are leadership behaviors that signal trustworthiness:
Behavior 1: Say what you mean, mean what you say.
Follow through on what you say—even (especially) when it’s inconvenient.
Behavior 2: Clarify personal intentions.
Don’t say “reach out anytime” unless you mean it; be clear in defining what your statement looks like so others can appropriately engage.
Behavior 3: Ask questions to gain understanding.
Don’t assume others’ intent; be curious and engage in direct conversations.
Behavior 4: Be accessible without making access political.
Resist gatekeeping the open door, as that erodes trust quickly.
Behavior 5: Acknowledge all outreach.
Even a “Thanks, let me get back to you” matters. Ensure to close communication and feedback loops.
Behavior 6: Model transparency.
If there’s uncertainty, say so. People can handle ambiguity, but they struggle with silence, as creative minds tend to fill in the gaps based on their lens.
Behavior 7: Regulate tone of voice and body language.
Ensure non-verbal communications match the affirming words you speak.
The “One”
Remember, an open door doesn’t matter if people don’t feel safe walking through it. Intentionally create the workplace environment that attracts, values, and retains talent.
A Call to Action
Is TRUST one of your organization’s values? Let us work with you to prepare your leaders to use every interaction to exemplify the values that build and sustain a thriving, productive environment. Feel free to contact us for a complimentary consultation.
Lillian Davenport, SPHR, SHRM – SCP, MGSCC, Principal, End View LeadershipSM
