When trust falls, so does performance. So how do we increase trust?

 

When teams are struggling to meet performance targets due to dysfunction, the conversation tends to move to the topic of trust. Critical to the construct of trust is the notion of perceptions and expectations, as well as follow through on a promise (how we build a reputation).

 

Interestingly trust is not easy to define. The reason being, trust is a perception each individual holds and is determined by their own life experiences. Trust is encased in the subconscious and can change based on the subconscious “rules of thumb” each of us have and use to make countless fast decisions throughout our day.

 

In a workplace team environment, the decision to trust (or not) is still made by the individual. We see high levels of trust exist in organisations when leaders seek to involve individuals in their work, whereby creating a shared level of meaning and understanding.

 

So while managers may feel they need to build trust with the team in order to affect improved levels of performance, we recommend that they focus areas they can actually control. Specifically managers need to spend time creating a shared understanding of expectations and following through on what they promise.