How to Gain Employee Trust in Management - Say What it Is, Then Do it

Does your company leadership have the trust and faith of employees? According to surveys, only 40% of employees trust what management tells them about issues such as company direction, plans, outlook, and objectives. Employees usually feel pride in their company, but they often don't have complete trust in the management running the company. Scandals of the immediate past have fed the cynicism and lack of trust of management.

The communications tools now available have made it easier to transmit top-down information and directives. However, employees still have an unclear image of where the ship is sailing. The result will be a less committed and less engaged workforce. The military learned a long time ago that the troops need to be informed by the man on top regarding objectives and rationale of future actions. It is then that they will feel equipped and motivated to face changes and challenges, regardless of the seriousness. The principle generally also applies to life in the factories and offices.

Most of the people running corporate America have the right intentions. They are working to boost profits, maintain jobs, and deliver quality products under trying circumstances. In senior management, there may be so many simulataneous initiatives that they forget about their previous promises. They are not intentionally dishonest; they are trying to do the right thing, but they get busy, forget to communicate, neglect follow through, and trust declines as a result. Left unattended, low trust in management can cost financially; companies with high management trust levels earn proportionately three times more than companies with low management trust levels.

The CEO and other senior leaders are the true stewards of organizational and management trust and integrity. Companies with high levels of management trust communicate both good and bad news to employees and they do it often. Trust is also supported by how well companies manage changes such as mergers, downsizing, and restructuring. Regardless of the change, what matters is how it is handled. High trust companies generally do a better job of it.

Degeneration of trust in management is a problem for both employees and management. How can management motivate the workforce when they simply don't believe the information management tells them?

Characteristics of distrust

- It is self perpetuating; employees don't trust management, and management becomes less trusting of employees;

- Management distrust is like a virus; it gains strength as it spreads. New employees learn from more seasoned employees that management cannot be trusted.

- Management distrust is resistant to change. Some managers conclude that to stop the distrust, they must move the operations to another part of the country and hire a new work force.

Building Trust

- Start trusting employees. Management needs to show trust of employees. Eventually employees will learn to reciprocate. This can take time and patience. It's like trying to reach a battlefield trucewhile the snipers continue to fire.

- Don't withhold information. Often, corporate leaders operate on a need to know basis. However, employees feel that information has been sanitized when it is delayed.

- Be honest at all times. If employees feel that they are being misled, trust in management will be lost, perhaps permanently.

- Conduct more face to face communications. Sometimes employees need to hear straight from the boss in forum. Management by walking around is important in building trust also.

- Listen to your people and let them know that they've been heard. Employees become distrustful when they sense that their views are not being heard. Management needs to acknowledge employee suggestions by acting on them and letting all know that they did so.

- Communicate the things you know for sure and then make you see those plans through. This will create improved communication and trust of leadership in future activities.