Your Workforce: Expense or Asset?

May 14, 2019

Pay close attention to how managers view the commodity called “labor.” In most organizations, the perspective is that labor is an expense. It is handled on the financial statements as an expense.

In most cases, labor is the highest monthly expense for an operation. It is the payment made in order to secure the resources needed to create the products or services sold by the organization.

As the largest expense for many operations, labor is watched and managed very closely. The profitability of the operation is directly impacted by how many workers there are, so all kinds of techniques are used to keep this variable under tight control.

Managers want to have exactly the right number of people on the roster, so perhaps they utilize temporary workers during peak times to mitigate overtime. They need to be careful because the temporary workers need to be sufficiently trained so there are no safety issues or quality lapses.

In many professional settings, the workers are stretched to the elastic limit and beyond. Managers ask individuals to take on responsibilities that were formerly done by two people or even more. This is done in the pursuit of maximum productivity, which is thought to be the prime governing mechanism for profit.

When budgeting, managers at various levels play games trying to pump up the size of the workforce realizing there will be cuts down the road. Alternatively some managers cut the estimated number of people to the bone in order to show positive yearly trends in productivity. The sequence goes on year after year in many organizations. The charade is well known by managers at all levels, and the posturing or tactics sometimes go beyond annoying to downright fraudulent.

Only in a small percentage of organizations do they view employees not as expense items but as assets. Oh sure, most companies have a value on the plaque in the lobby that states, “People are our most important asset,” but the managers’ daily actions reveal the hypocrisy of that platitude.

If people were the most important asset, then during times of low demand, the managers would be selling inventory or buildings and training the employees for future service. Instead, you inevitably see layoffs or at least furloughs to control labor expenses in slack times.

Try looking through a different lens

What if we really did think of employees as assets rather than expenses? Would that provide some unique and amazing possibilities for profits? I think so. Here are some benefits you might see…

1. People would feel valued

In most organizations, people feel like pawns. The investment is always minimal, and the expectation is that employment is a temporary condition at the whim of management and the vicissitudes of the fickle marketplace.

Treating people as valued assets would bring out the best in people because they would feel more engaged in the business. The magnitude of this effect can only be estimated, but it is a lot larger than most leaders realize.

For example, several studies have shown that the productivity multiplier between low trust groups and high trust groups is two to five times. When people are engaged in the work, they perform significantly better because they feel valued.

2. Development of people would be emphasized

The mindset of treating employees as assets would lead to continual training. When you invest in an asset, you take care of it and make sure it is performing at peak levels. This creates a situation where employees truly want to stay with an organization, which reduces the issue of turnover.

Turnover is often the most controllable expense in an organization, yet the true cost is hidden somewhat. World class organizations achieve turnover rates below 5%, while many organizations habitually live with a 30% or higher turnover rate. Do you know the turnover rate for your organization? Do you have an estimate of the cost for turnover?

3. The culture would be uplifting

When employees are learning and growing, they become more valuable not only for what they can do but for how they influence others. The workplace takes on a feeling of freedom and joy rather than of being an oarsman on a Viking ship. When people are treated like assets, they band together as a strong team or family that is unstoppable. The power of synergy is obvious, and the productivity gained from lack of quarreling is immense.

4. The focus would be on the right stuff

In most organizations, where people are considered expenses, the daily focus is myopic. People are grumbling about each other and trying to protect their turf and future. The atmosphere is one of scarcity where the resources are not there to do what is needed to survive. People are always clamoring for more resources.  I knew one professional who spent about 40% of his time going around grumbling about not having enough resources to do his job.

When people are assets, the atmosphere is one of abundance where there is high value internally. People focus on the customer and on the mission of the unit. Since there is no longer a need to protect your back, you have the ability to move beyond just satisfying the customer or even delighting the customer to actually amazing the customer. That focus becomes a competitive weapon which further entrenches security for the future.

5. Organizations could be flatter

The need for numerous hierarchical levels has to do with control. When people are treated as expense items, they need to be kept in line. That means the span of control for any one manager cannot be too great. There is a lot of accounting work that needs to be done in order to assure the expense of labor is optimized.

When people are treated as assets, trust grows naturally. That dynamic means less supervision is required, so over time the hierarchy can become flatter. The overhead cost savings available to most organizations is staggering.

6. Improved Teamwork

If people are assets, the organization is going to do a lot of cross training, especially during slack times.  That increased capability pays off handsomely when the cycle reverses and there is a need to cover some critical positions based on bench strength.

When workers cross train each other, they form a kind of bond that is intangible but highly valuable in times of high need.

These are just six ways an organization can prosper by considering employees as assets instead of expenses. The operation can be much more profitable in the long run with this kind of mindset. Try it in your organization and experience the difference for yourself.

 

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, and Leading with Trust is Like Sailing Downwind. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Trust is a Mirror

May 7, 2019

Here is an interesting conundrum. Everyone else on the planet knows how you are coming across to them. The only person who really does not know how you are coming across is you.

Basically, we cannot see ourselves the way others do.  You know how other people are striking you, but you are really blind to what others are thinking about you in the back of their minds.

Of course, you can learn to infer how your actions and words are being received as you listen to others and observe their body language. However, both of those things can disguise what the other person really thinks about you.

Would it be valuable to have a way to see yourself clearly as other people do? I think that would be incredibly valuable.

I believe there is a kind of “mirror” that will allow you to see yourself as others do. When you develop a relationship of high trust with another person, you create a mirror where you can accurately know how you are coming across at any point in time.

With trust, you will have the blessing of knowing, real-time, when you are coming on too strong, when you are being too pedantic, when you appear uncommitted, when you seem duplicitous, and any number of other maladies or admirable actions.

Why does trust enable this kind of magic feedback that is so powerful? Trust allows other people to feel safe telling you what they are thinking without fear.

In normal relationships, people are on guard, because giving direct feedback will often lead to unintended consequences, and that means damage control. Trust allows people to give you feedback with love and care that prevents the need to protect themselves from your reaction.

I believe that trust and fear are incompatible; when you remove the fear between people, trust will grow spontaneously. My favorite quote on this phenomenon is,

“The absence of fear is the incubator of trust.”

Key Point:

Once true trust is established, then you have the gift of knowing how you are coming across to other people.

We are all a work in progress. Nobody is perfect as we exist today. In fact, a major part of life is learning and growing. I have always believed that when you stop growing, it is time to order a pine box.

If you believe what I have written thus far, then the obvious question is, “How do I go about building relationships of higher trust?” The answer is as simple as the question. You build trust by creating a safe environment for the person who would share information with you.

If, by your past reactions, you have convinced the other person it is safe to share things that may be difficult to say, then you have enabled trust between you and the other person to kindle.

The analysis may sound like circular reasoning, but it has the simplicity and validity of all truly universal laws.

When you take a baseball and drop it out of a window, the result is without question due to a law we call gravity.

Trust is the same way, if you create an environment where people feel safe sharing difficult messages with you, then you develop trust. That trust means that you will now have the ability to see yourself the way other people do. This knowledge will allow you to take corrective or preventive actions that you would otherwise not even consider.

An additional benefit is that by creating a “real” environment with other people, where you are not playing games, you now have the ability to tell them things that will help them improve. That reciprocal relationship is the basis on which two people can help each other on the journey that is life.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 600 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


10 Tips to Improve Your Own Integrity

April 30, 2019

Trust and integrity are inextricably linked. I believe before you can trust other people, you must trust yourself.

That means you must not be fighting with yourself in any way, which is a pretty tall order.

Integrity is about what you do or think when nobody else in the world would know. It is an interesting topic because it is very difficult to determine your own personal level of integrity.

We all justify ourselves internally for most of the things we do. We have it figured out that to take a pencil home from work is no big deal because we frequently do work from home.

We drive 5 mph over the speed limit because not doing so would cause a traffic hazard while everyone else is going 10 mph over the limit anyway. We taste a grape at the grocery store as a way to influence our buying decision.

When we are short changed, we complain, but when the error is in the other direction, we might pocket the cash. We lie about our age. We sneak cookies. If you have never done any of these things in your whole life? Let me know, and I will nominate you for sainthood.

There are some times in life when we do something known by us to be illegal, immoral, or dumb. We do these things because they are available to us and we explain the sin with an excuse like “nobody’s perfect.”

I guess it is true that all people (except newborns) have done something of which to be ashamed. So what is the big deal? Since we all sin, why not relax and enjoy the ride?

The conundrum is where to draw a moral line in the sand. Can we do something that is wrong and learn from that error so we do not repeat it in the future? I think we can.

I believe we have not only the ability but the mandate to continually upgrade our personal integrity. Here are ten ideas that can help the process:

1. Pay attention to what you are doing – Make sure you recognize when you are crossing over the moral line.

2.  Reward yourself – When you are honest with yourself about something you did that was wrong, that is personal growth, and you should feel great about that.

3. Intend to change – Once you have become conscious of how you rationalized yourself into doing something not right, vow to change your behavior in that area.

4. Reinforce others – Sometimes other people will let you know something you did, or are about to do, is not right. Thank these people sincerely, for they are giving you the potential for personal growth.

5. Check In with yourself – Do a scan of your own behaviors and actions regularly to see how you are doing. Many people just go along day by day and do not take the time or effort to examine themselves.

6. Recognize Rationalization – We all rationalize every day. By simply turning up the volume on your conscience, you can be more alert to the temptations before you. That thought pattern will allow more conscious choices in the future.

7. Break habits – Many incorrect things come as a result of bad habits. Expose your own habits and ask if they are truly healthy for you.

8. Help others – Without being sanctimonious, help other people see when they have an opportunity to grow in integrity. Do this without blame or condemnation; instead do it with love and helpfulness.

9. Admit your mistakes to others – Few things are as helpful for growth as blowing yourself in when you did not have to.  When you admit a mistake that nobody would ever find out about, it says volumes about your personal character.

10. Ask for forgiveness – People who genuinely ask for forgiveness are usually granted it. While you cannot ever wipe the slate completely clean, the ability to ask for forgiveness will be taking concrete steps in the right direction.

Which of these 10 tips do you think is the most difficult to do, but the most important one of the bunch.  My own personal opinion is that #6 has the most power.

Some people will say, “I don’t believe I am guilty of doing the kinds of things in this article.”  If you truly believe that, I challenge you to think harder and recognize that perfection is impossible to achieve, and all of us need to tune our senses to understand our weaknesses.

We all need to build our own internal trust so we can trust other people more. To do that, it is important to follow the ten ideas listed above. These ideas will allow you to move consciously in a direction of higher personal integrity.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 600 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Body Language 25 Ears and Hearing

April 27, 2019

Interpreting the body language associated with ears is challenging activity. For the most part, ears are receivers of information rather than providers. Ears rarely move; they are just stuck on the side of the head to enable listening. However, if you know how to observe them, ears can send some strong signals about what is going on with a person.

You can wiggle your ears by contracting the muscles on the back of your head. Other than that, ears do not move much. One exception was my father, who could actually wiggle his ears without moving his facial muscles. I could never figure out how he did that.

If you observe someone who is wiggling his ears while listening or speaking, he may have an uncontrollable tick or other nervous disorder. How else, other than movement, might we gain insight from observing the ears? The answer is color.

Normally the ears are the same color as the cheeks, but there are several situations that can cause the ears to blush or become red. Let’s examine some of these conditions.

Anger

When a person becomes enraged, the blood naturally flows to the ears and they will become much redder than the surrounding body parts. Of course, to read this type of body language, one must be able to see the tops of the ears. Women or men with hair covering up the tips of their ears have the ability to hide this condition under most circumstances.

Arousal

The ears become reddened when a person is aroused. Anything from a mild desire to raw passion will affect the color of the ears. I have not seen a study to indicate that the exact shade of the ear correlates with the level of passion. I would be interested in knowing this if anyone knows of such a study.

Embarrassment

The ears may also become red if a person is feeling embarrassed. However, usually when this occurs, the rest of the face will turn red as well.

Stress

Extreme stress can also cause the ears to become red for some people.

Temperature

Just as very cold temperatures can cause the ears to appear slightly blue, very hot conditions or intense exercise can create red ears. In this case you would know the reason because the face would be red and the forehead would be showing perspiration. Other conditions causing ears to become red rarely cause the sweat glands to secrete as well.

Sound Modulation

When a person cups his hand behind his ear, it is a call for more volume. Likewise, hands over the ears means too much volume, or it might be an indication the person is just not wanting to hear what is being said.

When communicating with another person audibly, make sure your volume is adequate for the other person to really hear the input. It is best to be in the same room with a person you want to communicate with, because that allows the other person the ability to view your entire body language and even read your lips as you speak.

The relation of complete hearing to trust is simple.  With incomplete information, people will make assumptions (sometimes incorrect) about your meaning.  They may believe that accurate communication has happened when it has not.

If a person has a hearing condition, such as tinnitus (ringing or hum in the ears), you need to take that into account to provide enough volume for the person to really hear you. Sometimes hearing loss is so subtle that the person is unaware of a problem. The antidote for this is to get a periodic hearing test.

Make sure there is not another source of sound closer to the listener than you. For example, if I am standing next to a molding machine you need to raise your voice or I am not going to hear your input. This situation is intuitively obvious, but it is often a source of poor communication at work and in the home.

If you have a particular person who often does not receive the full message, he or she may have a hearing condition or you may be communicating in a way that does not allow the person to hear you accurately. It could be that audio input is not the preferred channel of communication for the person. Check it out and modify your speaking pattern accordingly.

This is a part in a series of articles on “Body Language.” The entire series can be viewed on https://www.leadergrow.com/articles/categories/35-body-language or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.TheTrust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 600 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Ten Concrete Steps to Rebuild Trust

April 23, 2019

Several authors (including Stephen M.R. Covey) have suggested that trust between people is like a bank account. The balance is what determines the level of trust at any point in time, and it is directional.

I might trust you today more than you trust me. We make deposits and withdrawals in the trust account nearly every day with the things we say and do. Usually the deposits are made in small steps that add up to a large balance over time.

Unfortunately, withdrawals can be massive due to what I call “The Ratchet Effect.” All prior trust may be wiped out quickly. Nobody is happy when trust is lost.

I believe trust withdrawals can lead to a long term higher level of trust if they are handled well. Just as in a marriage when there is a major falling out, if the situation is handled well by both parties in a cooperative spirit, the problem can lead to an even stronger relationship in the long term.

Let’s investigate ten steps that can allow the speedy rebuilding of trust.

1. Act Swiftly

Major trust withdrawals can be devastating, and the trauma needs to be treated as quickly as possible. Just as a severe bodily injury requires immediate emergency care, so does the bleeding of emotional capital need to be stopped after a major letdown. The situation is not going to heal by itself, so both parties need to set aside normal routines in order to focus significant energy on regaining equilibrium.

2. Verify care

Both people should spend some time remembering what the relationship felt like before the problem. In most cases there is a true caring for the other person, even if it is eclipsed by the current hurt and anger. It may be a stretch for some people to mentally set aside the issue, but it would be helpful to do that, if just as an exercise.

If the problem had never happened, would these people care about each other? If one person cannot recognize at least the potential for future care, then the remedial process is blocked until that happens.

3. Establish a desire to do something about it

If reparations are to be made, both people must cooperate. If there was high value in the relationship before the breach, then it should be possible to visualize a return to the same level or higher level of trust.

It may seem out of reach if the problem was a major let down, but it is critical that both parties really want the hurt to be resolved.

4. Admit fault and accept blame

The person who made the breach needs to admit what happened to the other person. If there is total denial of what occurred, then no progress can be made. Try to do this without trying to justify the action.

Focus on what happened, even if it was an innocent gaffe. Often there is an element of fault on the part of both parties, but even if one person is the only one who did anything wrong, an understanding of fault is needed in this step.

Sometimes neither party did anything particularly wrong, but the circumstances led to trust being lost.

5. Disagree without being disagreeable

If both parties cannot agree on exactly what happened, it is not the end of trust forever.  The first rule is to disagree with a constructive spirit while assuming the best intent on the part of the other person.

Suspend judgment on culpability, if necessary, to keep the investigation on the positive side. This is a part of caring for the other person and the relationship.

6. Ask for forgiveness

It sounds so simple, but many people find it impossible to verbalize the request for forgiveness, yet a pardon is exactly what has to happen to enable the healing process.

The problem is that saying “I forgive you” is easy to say but might be hard to do when emotions are raw. True and full forgiveness is not likely to happen until the final healing process has occurred. At this point it is important to affirm that forgiveness is at least possible.

7. Determine the cause

This is a kind of investigative phase where it is important to know what happened in order to make progress. It is a challenge to remain calm and be as objective with the facts as possible.

Normally, the main emotion is one of pain, but anger will often accompany the pain. Both people need to describe what happened, because the view from one side will be significantly different from the opposite view.

Go beyond describing what happened, and discuss how you felt about what happened. Do not cut this discussion off until both parties have exhausted their descriptions of what occurred and how they felt about it.

Sometimes it helps in this stage to do some reverse role playing where each person tries to verbalize the situation from the perspective of the other.

8. Develop a positive path forward

The next step is the mutual problem solving process. Often two individuals try to do this without the preparatory work done above, which is more difficult.

The thing to ask in this phase is “what would have to happen to restore your trust in me to at least the level where it was before.” Here, some creativity can really help.

You are looking for a win-win solution where each party feels some real improvement has been made. Do not stop looking for solutions just because it is difficult to find them.

If you have gotten this far, there is going to be some set of things that can begin the healing process. Develop a path forward together. What new behaviors are you both going to exhibit with each other to start fresh.

9. Agree to take action

There needs to be a formal agreement to take corrective action. Usually this agreement requires modified behaviors on the part of both people.

Be as specific as possible about what you and the other person are going to do differently. The only way to hold each other accountable for progress is to have a clear understanding of what will be different.

10. Check back on progress

Keep verifying that the new behaviors are working and modify them, if needed, to make positive steps every day.

As the progress continues, it will start getting easier, and the momentum will increase. Make sure to smell the roses along the way. It is important to celebrate progress as it occurs, because that reinforcement will encourage continued progress.

If there is a another set-back, it is time to cycle back on the steps above and not give up on the relationship just because the healing process is a challenging one.

In many cases, it is possible to restore trust to a higher level than existed before the breach. This method is highly dependent on the sincerity with which each person really does want the benefits of a high trust relationship with the other person.

That outcome is really good news because it allows a significant trust withdrawal to become an opportunity instead of a disaster.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 600 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Difference Between Micromanagement and Harrassment?

April 16, 2019

Two words that get used a lot these days are micromanagement and harassment. If you are being micromanaged, you will usually experience feelings of being harassed.

Conversely, if you are experiencing harassment, most of the time it is not due to micromanagement.

This article dissects the two concepts and provides some guidance for managers who, despite their good intentions, often end up doing more harm than good.

Harassment

Harassment is the abusive behavior toward another person that has its roots in a desire to annoy or hurt the other individual in some way. The practice is normally intentional, although it is possible for a person to harass other people without being aware it is happening. Harassment is close to the concept of bullying, and it is becoming more prevalent with electronic communication, especially among adolescents.

Except in the rare extreme cases, the manifestation of harassment exists first in the opinion of the person who is being harassed. If I will not let you get to me no matter what you do, then you are not going to be very successful at harassing me.

In fact, I may get a perverse pleasure out of thwarting your attempts to bother me: a kind of reverse harassment.

On the other hand, you may be such a sensitive individual that the mere thought of a certain person walking into the room sends you into a flight of panic: a kind of self harassment called paranoia.

We are all aware of the destructive nature of harassment that evokes anything from mild discomfort all the way to suicide. The distress is always amplified if the person being harassed believes he or she cannot escape and has to endure continual suffering.

Micromanagement

Micromanagement usually doesn’t stem from sinister motives. To the contrary, it is normally the desire of a manager, or person in charge of getting things done, who wants things to go well but is misguided in the best way to accomplish the task.

It reminds me of my favorite Star Trek Quote when Mr. Spock says,

“It is curious how often you humans manage to obtain that which you do not want.” (TOH Charlie Green).

The micromanager is not trying to annoy the victim (usually) but only trying to get things done according to his or her warped definition of how to accomplish the objective. In the process, of course, the victim has to endure the constant meddling that feels very much like harassment.

We are all aware of the antidote for micromanagement, which is for the manager to set the objective and some broad guidelines and then back off to let the individual figure out the details on how to get the job done.  The manager might say, “I’m not going to hover over you while you get this done, but I’m available if you need me.”

Unfortunately, a little concept called “trust” is missing, so the manager does not believe the individual is capable of getting the job done without constant supervision. This lack of trust is the root cause of most micromanagement.

We deal with the manifestations of micromanagement to some degree in most work settings. It is only the most extreme high trust environments where managers are willing to actually stand by and let subordinates do things wrong in order to learn what does not work.

We learn more from our mistakes than we do from our successes.

They would rather intervene and at least suggest that holding the soldering iron by the pointed end might not be the best method. I use that extreme case because the motive of the manager in this case is to prevent the employee from doing bodily harm. What could be more noble than that?

Often what feels like micromanagement to the employee is done for the benefit of the employee.

The grey area between good intentions and oppressive hovering is playing out in the workplace every hour of every day. Managers find their own equilibrium, and employees either complain (or not) behind the break room doors. Eventually a good employee will get tired of the intrusion and simply leave the organization. This reaction is a prime cause of the disruptive and expensive problem called turnover.

The extreme case, where managers tell people how to do their work for the sport of always getting it done their way, crosses the line into harassment. Even if the conscious objective is to get the job “done right,” the spirit with which the manager directs every movement is debilitating.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 600 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


The Benefits of a High Trust Environment

March 26, 2019

The advantages of working in a high trust environment are evident to everyone from the CEO to the shop floor, from suppliers to customers, and even the competition. Building and maintaining trust within any organization pays off with many benefits.

Here are 12 benefits of working in a high trust culture:

1. Problems are easier to solve – because the energy is on the real problem, and people are not afraid to suggest creative solutions.
2. Focus is on the mission – rather than interpersonal protection.
3. Efficient Communication – less need to “spin” information.
4. Less unrest – little need for damage control.
5. Passion for the work – that is obvious to customers.
6. A real environment – no need to play head games.
7. People respect each other – less bickering and wasting time.
8. Fewer distractions – things get done right the first time.
9. Leaders allowed to be human – can make a mistake and not get derailed.
10. Developing people – emphasis on being the best possible.
11. Reinforcement works better – because it is not perceived as manipulative.
12. People enjoy work – the atmosphere is light and sometimes even fun.

With advantages like these, it is not hard to figure out why high trust groups out perform low trust organizations dramatically. There have been many studies that indicate the leverage you get with a high trust group over a low trust one is at least three times. That is why it is common for groups to more than double productivity in less that a year if the leaders know how to build trust.

There are dozens of leadership behaviors that will develop higher trust. An example would be to do what you say (“walk your talk”). I believe the most powerful leadership behavior that will develop higher trust is to create a safe environment. My quote for this phenomenon is “The absence of fear is the incubator of trust.”

Creating a culture of low fear is not rocket science at all. Leaders simply need to make people understand that they will not be put down for sharing their opinions as long as it is done in an appropriate way and time. I call this action “reinforcing candor,” because the person needs to feel welcome to share a contrary view without fear. Leaders who can accomplish this kind of culture will have the advantages listed above.
Work to consistently build, maintain, and repair trust in your organization. I believe the leverage in doing so is the most significant path to greatness in any organization.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.TheTrust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 600 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763