What are the best ways to build trust in a family-like culture?

In my moderating CEO round tables over the past 10 years I have made it very clear that you: Hire for Culture, Train for Skill. Having a dynamic culture is vastly important so everyone feels like they are part of a team and family. One of my CEOs said it best: "Because we have such a great company culture, I know if I take care of my employees, they will also take care of our customers." Understanding the best strategies to hire, fire and retain employees is vastly important to company growth and success.

I’ve found one of the best approaches is to ask people about what motivates them. It can often lead to a deeper understanding of the individual, who or what they’re ultimately working for, and can also uncover the skills and competencies that they feel differentiate them. As leaders, when we can match passion and purpose with work, we have a powerful combination that leads to outstanding results.

As a leader , one way of establishing culture especially with new members on board is by leading by example . You get people on board so much quicker when they see you do what’s expected out of them This promotes a culture of transparency and drives communication at all levels

I have computer modeled cultures and people's explicit and implicit knowledge to define trust and family-friendly culture and relationships. Person X and Y match low/high on trust. How do these people build trust in a family-friendly context? Trust is something that is implicit, personal, individual and contextual. Company Z wants to score high on family-friendly culture. Can person X/Y learn/build thrust in a family-friendly culture? Claiming that Africa, Latin America and Asia are more family-friendly is, for me, too unvarnished to claim in relation to workplaces, even if society supports the family-friendly model. I myself have experience the opposite in Asia. Be data driven, use AI and machine learning.

In my view, acts of generosity and assistance, especially in times of need, solidify trust. People in family-like cultures often rely on one another for emotional support and practical help, so demonstrating reliability in these situations is vital. Empathy is key. Emotional intelligence remains a guiding light in building trust with others. Maintaining transparency and open communication is crucial. Clear and honest conversations build trust by minimizing misunderstandings and conflicts, promoting a harmonious environment that aligns with the values of these cultures.

Offering life experiences tactics and strategies to master work life balance is a valuable addition to your job role. Sharing real time examples and ideas can go a long way in building trust and hope.

When I used to train hostage negotiators, the need to build empathy was an important aspect of building the relationship between the perp and the negotiator. There are permissions within relationships, being aware of them, and then expanding them to build stringer relationships are key. This enables you to work within accepted boundaries, and then expand these into the more human element. We should not ignore emotions, they are what drive decisions. Being empathetic helps you understand the emotions of others, and therefore what is driving their behaviour. This requires coming at the situation from a position of genuine interest.

Building trust starts with humility and exceptional listening skills. Those who inspire trust recognize the value of diverse opinions and welcome conflicting views. They’re solution-oriented, rather than ego-driven. They understand that fostering innovation and effective problem-solving are best accomplished in a judgment-free environment where everyone’s input is valued, regardless of their position or seniority. Consistency in modeling the behavior you wish to inspire in others, both in what you say and most importantly, in what you do, is paramount to building a culture of trust. Standing up for others and doing what’s right…always, will earn you the trust and respect of peers and family members alike.

In my experience , it is best to ask people how they like to be communicated with best . It’s all about an individualised approach . Shouldn’t leave a lot to assumptions For example , assuming someone by the name Patricia would be ok to be addressed as Pat is not ok Same goes for recognition . Some people like to be recognised public while others would like it to be more low key. Communication is so under-rated. In my opinion , there’s no such thing as over communication .

Miscommunication can happen quickly in an organisation with diverse racial and cultural differences. I have experienced backlash because of the use of specific words and the lack of emojis. When in doubt, choose to over-communicate and include emojis in your internal communication.

One of the communication techniques I have often witness within family culture areas is the use of veiled phrases. These are often used to retain a level of harmony and reduce the potential for conflict, or be seen as highlighting your needs (individualistic culture). Using veiled phrases leaves a lot of room for interpretation and misunderstanding. As the communicator, you are leaving it up to the recipient(s) to solve the puzzle. It is better to be clear, concise and candid. And to do so in a manner that is respectful within the cultural norms.

Honouring commitments is key to building trust in any culture. However, different cultures place a higher value on deliverables. My experience in the Middle East, is that time is less important of a commitment than a commitment to help a colleague. So when making commitments, it is important to be aware of the trust value in that commitment. Then only commit to things that you are confident you have the capabilities and capacity to meet.

There needs to be a commitment to the relationship, beyond the transactions to build trust. In a family culture area, showing an interest in family and friends are key to helping deepen relationships. Research has indicated (I can't recall who did it) that sustainable relationships have a ratio of 5:1 of positive to negative interactions. So intentionally look at ways of creating positive interactions with others in your team and wider stakeholders. This has to come from a position of authenticity, and the interactions do not need to be large. They can be as small as smiling and saying hello, to holding the door open for someone or recognising all contributors when you make a presentation.

It's a really interesting question and it can be fascinating to see businesses claiming a 'family-like culture'. This ignores the fact that many families are completely dysfunctional so is the claim "we are dysfunctional here...come and join us"? It also stems from people failing to recognise that we don't live in a monoculture; of course many have positive family experiences and relationships but plenty of people (colleagues) do/did not. So watch out for the f-word when describing a company culture and, instead, focus on being inclusive for all.

A team that "suffers" together form the deepest bonds. Research on close combat units has indicated that shared trauma, high reliance on each other and shared values foster deep family-like bonds. Likewise, startups with a strong sense of common purpose often develop this family-like culture quickly.