Pubaton: The Economic Tines MunbaiDat: Aug 73,2011; Sectin: Career & BasessPae: 12 icicSSam mesons Walk the Extra Mile so Your Staff Can Trust You DENNIS AND MICHELLE REINA ‘When employees don't trust leadership, organisations pay the price in low engagement, high tumover, ad lost croatvty and innovation, Sil, according ta a recent suney by BlessingWhit, sighlly more than half (52%) of employees say they tasttheie ‘company’s top leaders. ‘After studying issues of trust in the workplace for some 20 years, we are certain af one thing: Most leaders think a reach of trust ‘must be eevere of evn scandalous—consider Rupert Murdoch and News Corp —to (NWS) take a costly toll on the business. To those leaders we say: “Think again.” ‘According to our research, litle breaches of rust overtime are a big deal, Utimately, employees pull back, withholding thelr full energy and talent. Leadership too often oblivious, wanders why. For both indiiduals ‘So wat are the notesodtle reasons your people might not trust you? Here are seven common ones — and how to steer clear of commiting these everyday sins YOU WITHHOLD TRUST IN OTHERS Trust is @ wosway street, Hyou want people to trust you, you need to ust them. For starters, avoid micromanaging. Instead, give employees the latitude to put ther full talents to work. When you let go, they fel confident and committed. Conversely, when you hold the rains too tight, thay recol feeling cevalued and distrusted, Just as trust begets trust, distrust begets distrust YOU ASK, BUT DON'T ACKNOWLEDGE (Odi are that you're asking workers to do more with less these days. You also need them to take the initiative and tackle goals. Yet wen employees step up and deliver, how do you respond? Do you take a moment to personally acknowledge efort and reiterate why their work really matters tothe business? Or co you just say “Thanks” ina perfunctory e-mail and move onto the next request? For people to trust you, they need to know that you care about them. A litle acknowledgment can go along way. YOU BEHAVE BADLY you want your team to trust and respact you, bs aware of your behaviour. Instead of berating psople for missing a target, for instance, bing calm, clanty, and concem tothe real issues by asking how and why things got of track. Understand what the group needs from you in th future YOU DONT ADMIT YOUR MISTAKES To erris human. Whan you mess up, what do yau da? Do you chack your ago at the dacr and acknowledge your mistake? Da you say to your team: “I made a bad cal on thal one” or “in reflecting anit, my assessment wasnt fair and I apologize?" In a New York Times intervow, Siemens (SI) Chet Executive Offcer Peter Laseher sai: “Im always telling peopl, ‘Look, | make a mistake every ay, but hopeily Tm not making the same mistake twice.” By admitting your onn mistakes, you not only acknowledge your humanity but allow others to acknowledge theirs. YOU SPIN THE TRUTH (Do people know that they count on you to ell he truth or do they just assume you'l tweak it? Whether the issue is acknowledging financial troubles or announcing te latest restructuring, you must resist sheltering employees or sendng your own agenda. Telit tke itis. Spin never passes the snif test anyway; people see it for what it is and sooner orate, lose trust YOU DUCK PERFORMANCE ISSUES Leadership requires letting people know where they stand, How often do you consciously or unconsciously choose to sweep people's performance issues under the rug? In tuming a blind eye to a weak link and thinking that your stronger performers wil pick Up Ihe Slack, you set yourself up fer rouble. Resentment sets in across the team, and employees’ trust in you doas out the window, Eventually, you sk not fully engaging your stars or worse losing them altogether.YOU DON'T FOLLOW WHAT YOU SAY ‘Sure, you say that you value trst. De your words and actions do more to break trust than bull 1? For instance, ifyou proclaim that people come fst but you don' invest in employees’ growth and development or give workers a ice in the business, what does that ‘ay? To employees, it speaks volumes—and shatters ins. Finally, a common mistake leaders make is to assume that their position alone makes them worthy of others’ trust. Nothing could be further irom the trth. t's only through benavour that leaders can bul trust