Organisational Trust and Performance

I have written about the concept of trust in one of my previous blogs but the necessity of it in order to fulfill and compliment an effective social business software deployment and adoption is essential.

I will start by saying that trust is a precious commodity. If you want real quality in your organization, you must have the trust of the people in that organization. This point is fundamental. No trust equals inadequate quality.

Times change, priorities shift, but trust remains a constant if you make the effort and the effort is definitely worthwhile. Without the effort, short-term and inadequate measures will become the order of the day.

True quality in a business can only arise from a system that promotes quality processes at all times in all corporate activities. Central to such a system is trust.

Building genuine trust in an organization is definitely possible. But it does take time and real commitment from the top. Further, it involves dealing with the organizational culture and probably changing it – no small task. When it comes to trust you can truly say that the devil is in the details.

Drucker estimates that building up trust will usually take a minimum of three years. Such a longer-term prospect can seem daunting to management. But it is a specific form of investment, with deep rewards at the end.

In his 1989 book on leadership, On Becoming a Leader, Bennis noted “ … trust is the underlying issue in not only getting people on your side, but having them stay there …”.

Trust is not something you can demand or order. It must be earned. You can have my trust only when I feel that you are worthy of my trust. If the slightest doubt creeps into the process or, worse, you betray my trust, an environment of distrust will ensue.

Trust has definite and bankable value. Without it, a true quality system within a  business just cannot work. The self-reinforcing causal loop diagram below provides an insight inside a trusted environment.

 Image

In an era of global competition, continuing innovation, deregulation, and economic uncertainties, good enough results might not cut it. Almost inevitably, someone else, with better quality, will become your corporate nemesis. And chances are good that a better quality emerges from a situation of better trust for the employees. Quality and trust go together. If you want to have quality on a sustained basis, you must have trust. Without trust, you may simply be setting up an elaborate corporate system of quality self-deception.

Trust in your workplace is worth thinking about continually. And such continual Trust for quality thinking requires continual acting.

 

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2 thoughts on “Organisational Trust and Performance

  1. Truer words. Look no further than public service and decide if they work in an environment of trust……..

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