Modern leadership is becoming primarily an achievement of trust

Building a culture of trust is what makes a meaningful difference in modern organizations. Employees in high-trust organizations are more productive, have more energy at work, collaborate better with their colleagues, and stay with their employers longer than people working at low-trust companies. They also suffer less chronic stress and are happier with their lives, and these factors fuel stronger performance.

High engagement—defined largely as having a strong connection with one’s work and colleagues, feeling like a real contributor, and enjoying ample chances to learn—consistently leads to positive outcomes for both individuals and organizations. The rewards include higher productivity, better-quality products, and increased profitability. All of this is possible only when one works in a trustworthy environment.

Having and giving autonomy is key in any organization truly based on trust. Autonomy, which also promotes innovation, because different people try different approaches. This becomes even more impactful in organizations which profoundly value diversity and inclusion. Oversight and risk management procedures can help minimize negative deviations while people experiment. And post-project debriefs allow teams to share how positive deviations came about so that others can build on their success.

High-trust companies adopt a growth mindset when developing talent. Managers set clear goals, give employees the autonomy to reach them, and provide consistent feedbacks. Also, managers and direct reports meet more frequently to focus on professional and personal growth, which also includes discussions about work-life integration, family, and time for recreation and reflection. Investing in the whole person has a powerful effect on engagement and retention.

Leaders in high-trust workplaces ask for help from colleagues instead of just telling them to do things. Asking for help is a sign of a secure leader—one who engages everyone to reach goals. Being very open about the things you do not know will help you building your credibility. Asking for help is effective because it taps into the natural human impulse to cooperate with others. Trust is knowing that when a team member does push you, they’re doing it because they care about the team.

To conclude, the first responsibility of a leader is to define reality and set a vision. The last is to say thank you. In between the two, the leader must become a servant, and in becoming a servant he or she must build an environment which empower people to trust each other. You set a clear direction, give people what they need to see it through, and remain at their disposal to support them.

You can find here the entire article published by Harvard Business Review on “The Neuroscience of Trust”

Modern leadership is becoming primarily an achievement of trust. Therefore, I look forward to reading your experience and perspective on this key topic…