Trust Changes Everything
Jon Antonucci
Servant-Minded Leader | Founder @ SML Consultive | Keynote Speaker | Author | Lover of growth
We all know that trust is critical to interpersonal relationships. But how does it impact our ability to lead? I've had to engage this question a couple of times, in the recent past, and I'd like to invest this edition of I'm Here to Serve to share the lessons I have learned.
As a somewhat complex topic, we will take a few moments to flesh out the concept. But, for those who would prefer I get to the point more quickly so they can get on with their day, This concept can be summarized with a simple cyclical depiction, which shows that, when leaders do not trust their staff, it eventually leads to that staff no longer having a position within the organization.
For those who are looking for a quick leadership bite before heading off to work, that is the summary of what we will cover in the remaining part of this article. For those who want more, I invite you to join me as we unpack each part of the broken-trust cycle.
First, let me say, despite the length of this article, it is by no means exhaustive. Not only is there much more that could be said about each of the aspects listed, there are also probably many more steps in the cycle. However, while there is much more to say, I hope that these thoughts will help us understand more about the detrimental impact that is made on organizations where leaders do not trust their people.
Next (also before unpacking the actual content), while this article is written from the perspective of how staff are impacted, by a trust deficit, there is also a very important inverse impact that merits consideration as well. While it is certainly detrimental to the success of the team when we do not trust our people, it can be even MORE destructive when we have not earned their trust! And, in that scenario, the cycle looks just about the same.
With that said, let's dive in.
A Lack of Trust Results in a Lack of Confidence
When we do not trust our people, we will also lack confidence in what they are capable of. This is exactly as simple as it sounds. We don't trust them in their position, whether this is a lack of trust in their abilities, motives, or execution. Regardless of what exactly we do not trust, without trust, we will have little (or no) confidence in their ability (or willingness/integrity/etc.) to carry out the responsibilities their position demands.
A Lack of Confidence Results in a Lack of (true) Delegation
Because we do not have confidence in the ability, integrity, willingness, etc. of our staff to execute the responsibilities of their position, we are almost entirely unwilling to truly delegate to them.
Now, I have to clarify what I mean by "delegate". I define delegation as the administration of both responsibility and authority to accomplish a set of responsibilities within a set of supportive boundaries. Many managers "delegate" responsibility but not authority. This is not true delegation and is usually representative of a lack of trust. While we should never leave our staff to figure things out without our support, a good way to know if we have truly delegated is by asking ourselves if they even have the ability to complete the project without needing to come back to us for approval.
If we do not trust our staff, then we won't be confident in their execution and we will not delegate the usual responsibilities of the position they hold. This results in them occupying a position that should have many opportunities to contribute to the overall success of the organization, but doesn't, because we are not willing to delegate the responsibility due to a lack of confidence which is the result of no trust.
At this point in the process, we see a transition from what we are doing as leaders to how it impacts the employee. Up to this point, we have focused on how the reality of no trust results in us not having any confidence in the person(s) and thus we are unwilling to delegate to them. Now we will see that the lack of delegation results in harm to them in their trajectory within the organization.
A Lack of Delegation Results in a Lack of Responsibility
A leader cannot justifiably hold one responsible for the outcome of a task or project that they did not empower them to fulfill. Don't get me wrong, so-called "leaders" try to do this all the time. But, it doesn't work and they simply look like blame-shifters. Meanwhile, the actual employee who feels all of the blame and none of the empowerment to do anything about it tends to actively search for an opportunity where they can feel valued and...you guessed it, TRUSTED!
A Lack of Responsibility Results in a Lack of Opportunity
Because there is no trust, there is no confidence, which results in no true delegation and thus no responsibility. This, in turn, creates a complete lack of opportunity. The team-member does not have opportunities to demonstrate their talents, they have no chance to offer their gifts to the organization, and they are hard-pressed to find opportunities to grow positionally or otherwise. How can they move up and contribute more if they are not trusted to effectively execute in their current position?
A Lack of Opportunity Results in a Lack of Impact
It doesn't take a rocket scientist to figure this one out. If one is not empowered to execute within their current position and are therefore not given any meaningful opportunities to contribute to the success of the organization, they will be ill-equipped to make an overall dynamic impact. This is exceedingly disempowering and discouraging to anyone who experiences it. Even the most lackluster of staff want to at least FEEL like they are contributing to something bigger than themselves. They want to feel needed, wanted, and (of course) loved. When there is no opportunity to make an impact, they leave work every day lacking any gratification or satisfaction of a job well-done. In fact, they may not even really know what it would look like to have done their job well. After all, they have no real responsibility, nor do they hold the confidence of their supervisor...all because there is a lack of trust.
A Lack of Impact Results in a Lack of Value
Unfortunately, this road goes both directions. Not only does the staff member feel unaccomplished, but those they work with (and for) do not see them as contributors. There is no value added. In fact, one could even say that they hold an unneeded position. This is a terrible feeling for the employee and a major failure on the part of the leader. When an individual is not making an impact, by proxy, they are not adding value. When they are not adding value, we come to the ultimate step in this cycle.
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A Lack of Value Results in a lack of Position
Whether it is because they quit or are terminated, those who do not add value do not keep their positions for long. This is the ultimate result of a lack of trust. There aren't really any other options. If we do not trust our people, eventually they will no longer be our people.
It would be nice if the cycle ended there. But it doesn't. As soon as one person is fired or quits, there is another person to take their place and the cycle starts all over.
Of course, there may be times when a member of our team is inherently untrustworthy and it makes sense (as one of my colleagues likes to say) to, "release their talent to the market." But, as a rule, if we do not trust our staff, there are only two possible reasons:
Either way, we will find that, except for the rare occasions, when an individual has demonstrated they are not trustworthy, the lack of trust is not an issue with the employee but rather with the leader. And that issue will transcend department, timeframe, and personnel. It has nothing to do with any of those things. It has to do with me and you. It is the result of our own insecurities, our own trauma, and our own lack of vision. We cannot blame others for the result.
We are the leaders. And, if we have trust issues, that's on us. But, unfortunately, it doesn't only impact us. No, it destroys confidence, productivity, and the ability of our team to achieve their highest calling.
As we conclude this edition of I'm Here to Serve, I would challenge all of my fellow leaders with a simple question: Do we trust our people?
If not, then I must follow up with the even simpler question of, Why? Is it because we hired the wrong person for the position? Or is it because we have not effectively empowered them to execute the position we have given them? Either way, the real question is, What are we going to do about it?
If we do trust our people, then I feel we would all be well-served to ask a follow-up question: Do they know it? I know many leaders who believe that they trust their people, but their actions don't reflect that trust. In fact, in a recent LinkedIn Poll I conducted, about 40% of respondents said they do not feel fully trusted by their supervisor. And of those who DO feel fully trusted, about 1/3 of them are in consulting roles where the power balance is intrinsically different than the traditional employee-employer relationship.
Remember, lack of trust ultimately leads to lack of position. Let's learn to trust our people today and then let's be sure they know it!
** Full disclosure, the original draft of this article wrapped up right there ^^. But, as I drifted off to sleep, last night, I realized that this is altogether negative in it's current form! While the impact of lack of trust is certainly devastating, the reality is that the presence of trust is exactly (if not MORE) empowering!
So, let me close with a simple reminder that all is NOT doom and gloom! We have the capacity, as leaders to right the ship, break the pattern, and create positive impact. I'm not saying it will be easy, but imagine the benefits of building a culture of trust and allowing your staff to flourish in a setting that empowers and enables them to do their best work and make their greatest contributions. Imagine what it would look like if we had trust that resulted in confidence, motivated true delegation and authentic responsibility and offered opportunities to add value and solidify the roles of those who serve within your organization!
What might that feel like for you?
How much better might it work for your people?
I'm Here to Serve is sponsored by SML Consultive a leadership development firm dedicated to empowering what they call the "forgotten" leaders. These front-line and middle-management leaders are often burdened with immense responsibility while receiving very little training or empowerment in their role. To learn more about how SML can help create a culture of trust and value, visit www.servantmindedleadership.com .
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