Achar Ke Vichar - 4 science-backed ways to build trust as a leader

Achar Ke Vichar - 4 science-backed ways to build trust as a leader

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Research suggests that teams with high levels of trust are healthier and more productive.

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Today, true leadership is harder, but more important than ever. In a world that is increasingly volatile, complex and ambiguous, leaders are integral to creating the conditions in which workers can thrive and organizations can generate great results.

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Trust is key to this process. When people trust their leaders, they’re more likely to give their best effort, contribute to a positive culture, and stay with an organization. Fortunately, leaders can create trust in surprisingly straightforward ways. Here’s why trust is so important, and how to generate trust within your own team.?

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WHY TRUST MATTERS - While the importance of trust may seem self-evident, leaders can gain by making the effort to enhance trust. When leaders focused on follower needs and building trust, employees were more positive about their work and more empowered—and this resulted in greater creativity, innovation and productivity.

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BE VISIBLE AND ACCESSIBLE - One of the first ways for a leader to build trust is to be visible and accessible. You don’t need to be on 24/7, but when leaders are more available, they drive trust. In addition, when a leader is more available, they send a message that they are attentive and that they care enough to tune in and support the team. Leaders can build trust by being visible in person as well as from a distance—by having regular contact and communication with team members, turning their camera on with virtual discussions and spending time intentionally in one-on-one meetings.

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BE RESPONSIVE - Another primary way for leaders to generate trust is through being responsive to team members. In addition, responsiveness tended to communicate respect and empathy, which influenced workers’ desires to make an effort and perform well.

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BE CONSISTENT - An additional way leaders generate trust is by being consistent. Of course, leaders must adapt to the shifting demands of the market, customers, or the organization—as well as to the diverse needs of team members—but even with appropriate adjustments, people want to work with leaders who are predictable. Especially in terms of their values, their motivations ,and their character. Leaders can build trust when they are easy to read, when they explain themselves, when they prioritize self-discipline, focus and careful thinking.

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GENERATING ALL KINDS OF TRUST

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As you’re generating trust, you can also consider how people decide to trust. People tend to trust based on two streams of thought. In one, often called “cognitive trust,” they make rational decisions based on the behaviours they experience. In another, referred to as “affective trust,” they decide how much to trust someone based on how the person makes them feel.

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Another helpful way to think of trust is by distinguishing between “task trust” and “relationship trust.” With task trust, people believe you’ll follow up, do what you say and complete tasks. Relationship trust is when people trust you at a personal level to keep their confidences. Relationships can have one type of trust or the other—but those which are most rewarding and productive tend to have both.

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The bottom line: As a leader, you want to be available to your team members, receptive, responsive, and consistent in the way you behave. Leaders should also value team members and prioritize their needs. This ensures that you’re creating an experience in which workers feel respected, appreciated, and supported.

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