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What to Do When Trust is Low

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Trust is essential. You can’t run a business without it. Customers leave. Risk taking evaporates. You find yourself surrounded by naysayers – or worse – yes men and women. No one dares tell the truth. Departments put up barricades creating fortresses inside your castle.

The Warning Signs

Employees Leave. When turnover is higher than the industry average, it could be a sign that people lack trust in your organization. While there could be other reasons – low pay, a very attractive job market, better day-to-day benefits such as parenting leave – consider the possibility that mistrust may be the primary reason. By the way, they won’t tell you this during exit interviews. You’ll need to find other ways to get at the truth.

Customers leave. Customers leave when they no longer have confidence in you. Sometimes they leave for price if you are offering a commodity, but too often leaders use that as an excuse when the real reason is right in front of them.

Labor actions. When formal and informal grievances rise, it can be a sign that the normal channels of communication have broken down. People believe the only way to be heard is to meet you in an adversarial manner.

Turf wars. Projects die because no one wants to give in. People act as if they are out for their own self-interests and willing to do so at your expense.

Machiavelli has become your patron saint. Hallway conversations are all about ways to get around the system or get even.

Trust is difficult to build and easy to destroy.

If I want to build a relationship just so I can get something, people may go along if they see that it is in their interests as well. But without trust, people may be willing to sink the ship rather than giving you anything you want. Knowing that there is no foolproof approach, here are some things that can help.

Make the First Move

Extend an olive branch. People often wait for others to make the first move. Pride often gets in the way. Vera was estranged from her son. They hadn’t spoken in years. When she turned sixty, she called him and suggested meeting for coffee. They met. One brief visit turned into another and another. Over time, they found that, whatever the past problems had been, they could be put behind them. Today, their relationship is pretty strong. And Vera gets to be a doting grandmother. It is the small first steps that get things started.

Find Common Concerns

John Sweeney, head of the AFL-CIO, would meet with corporate leaders to look at common concerns. These meetings had nothing to do with any ongoing negotiations. They were simply an opportunity to discuss issues of interest to both parties. Those meetings were significantly different from traditional antagonistic relationships between management and labor. His gesture is only a small step and that’s its beauty.

Keep Commitments

People liked Brad, but didn’t respect him. He didn’t seem to be serious about his job. They couldn’t trust him. He made a significant change in his behavior. He began to keep his word. If he made a promise to do something, he did it. And he was careful to make only promises he knew he could keep. Over the course of about six months, people’s perception of him changed. They started asking him to take part in key assignments. Brad never saw himself as unreliable, but he realized that others viewed him that way — and that those perceptions were all that mattered if he wanted to increase his influence. Similarly, acting consistently in ways that appear worthy of trust makes a difference.

Mea Culpa

Sincerely accepting responsibility for our actions can be a powerful force. Our own fears about losing face or power or control often get in the way of even seeing that we are part of the problem. By taking responsibility you are creating a shift in the relationship. Even if the other person does nothing different in that moment, your mea culpa has shaken up the status quo.

Forgive Them

After the fall of apartheid, few would have argued against blacks seeking justice and retribution. But leaders took a different approach; they established the South African Truth Commission. People would be forgiven if they came forward. What’s most important about this story is that the black leaders themselves were willing to lead the way by demonstrating that they could forgive their former enemies.

Turn Your Cards Face Up

Open Book Management is a tool used in some organizations to give everyone access to information on how the business is run. People receive information on trends, opportunities, threats, and financial data. These open books often unleash creativity as people begin to look for ways to save money and seek out ways to tackle problems. Instead of resistance to change, the organization’s leaders find people pushing change. Giving people information works one to one. It sometimes takes a while for them to trust that what you’re offering is really accurate. With both of you interested in the same information, you increase the likelihood that you’ll start to see ways you could work together that would benefit both of you.

Find Opportunities to Listen

When Peter Johnson took over as head of Bonneville Electric Power, environmental groups hated BEP. One of the first things he did was convene meetings with environmental leaders just so he could listen. He said, “People weren’t sure I understood their point of view and, more than not, I probably didn’t.” He explained that this opened the door to a two-way educational process. He sought ways to come up with win-win solutions. People saw that he was sincere, so when he had to hold firm to a decision, they accepted it.

There is no easy way out. At times you may feel you are taking one step forward and two steps back. Progress can be slow, and the least little thing can it set back. It takes very little provocation to undo agreements. Keeping your eyes on the prize will be critical. Even when things seem terrible, it is important to keep your goal of sufficient trust in mind.

Guest post written by Stuart Ngai, Director of Technology Solutions, VERAX

Having worked in software development in the engineering and financial sectors through several technology eras, one thing strikes me the most is how often top notch IT professionals just get burned out by the fast pace of technology advances. As an educator, development manager, and technology driver for many years, it has been my passion to help our IT staff to keep up in light of global competition. On the previous episode of the AlignIT Manager Tech Talk, I shared with the audience my advice on how IT managers can play an important role in their team’s training. I would like to summarize a few important aspects to keep in mind when it comes to planning and managing training for your staff.

Continued from last Monday. Read Part 1 >>

Enforce a checkpoint schedule

Now that you’ve worked out a set of goals with your staff. Who’s responsible to make sure things are on track? My experience tells me that it’s both of you: your staff needs to take ownership to keep up with skills and you, as their manager, need to be the measuring stick. And if you fail to plan, then you plan to fail. So it needs to be instilled as a routine in order to keep the momentum going. By measuring training progress on a periodic basis like once every 3 to 4 months , you’ll know whether your staff is progressing as expected or perhaps he or she is being overloaded. With such a feedback loop, you’ll be able to fine tune the training plan and keep things in focus.

Not one size fits all

Everyone’s different. Some of your IT staff might be more comfortable with structured classroom learning while others prefer to be given time and web resources so they can learn at their own pace. And one of the techniques we have done successfully at VERAX is to provide some of the technology savvy staff with resources and allocated time so that they can put together lunch and learn seminars for their peers. And there are many benefits for that: opportunity to showcase what they’ve learned, efficiency in cross training each other, a chance for the team to gel and discuss innovative ideas for your workplace, and virtually no loss of productivity at a minimal cost to the company. It’s been a win-win training mechanism that has been working well for us. So be creative in your approach to training.

Make use of web resources

With advances in webcasting and e-learning tools, many companies are no longer constrained to sending their staff on expensive offsite training. Virtual training along with virtual machine images would be a great way to learn. And there are tons of resources on the web for that purpose that you should look into (some free resources - Developer Connection, Channel 9)

Make it fun

Be aware of e-learning trends and listen to your staff for innovative and fun ideas to learn. As an example, one thing we have done is to provide tablets to loan to our staff along with e-book subscriptions so that they can read at their own pace anywhere anytime. Our staff love such innovative approaches to learning and they appreciate our willingness to invest in them. So not only did we generated excitement and high level of staff engagement, we know our staff will be able to learn throughout the year on their own pace instead of the standard one to two weeks training for most companies. So make it fun and engaging. After all, it’s a small investment that pays back many folds.

To finish off - You are not alone

Just remember that you are not an island on your own. The best way to avoid missteps is to learn from the lessons and best practices of other managers. And guess what? There are already great resources freely available for you, such as the AlignIT portal and LinkedIn group. They are great places where you can read and interact with other IT practitioners for advice.

Stuart Ngai

Stuart Ngai, Director of Technology Solutions at VERAX, is an IT professional with over 25 years of experience. As a development manager, lead enterprise architect, and a Senior Leadership Member, Stuart has led the delivery of many leading edge systems through several technology eras and guided many IT professionals in enriching and re-energizing their careers. With 7 years teaching software courses at Seneca College of Applied Sciences followed by another 7 years teaching software engineering courses for the Faculty of Applied Science and Engineering at the University of Toronto, personal development through perpetual training has been a theme in which Stuart helped many IT professionals to achieve and sustain their career growth. Stuart is a certified P. Eng. and PMP with a Masters degree in Engineering from McGill University and a management degree from McGill's School of Management. He has been with the software consulting firm VERAX Solutions Corporation in Toronto since 1993 focusing on building strong delivery teams and delivering results to their customers in the financial sector.

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