How do you rebuild trust?

In recent years, workplaces have been implementing monitoring software to enhance worker productivity – or so it was thought. While well-intentioned, this approach has inadvertently led to a decline in employee trust. What can HR do?

14 Feb 2024

Catherine Ngo

Content writer, presenter and podcaster

In recent years, workplaces have been implementing monitoring software to enhance worker productivity — or so it was thought. While well-intentioned, this approach has inadvertently led to a decline in employee trust.

To add salt to the wound, news of layoffs was happening worldwide, adding to feelings of uncertainty. We saw an increased return to the office (or primary work location) mandates, with some employers justifying the direction to ensure productivity and giving little thought to the messaging.

We all know that business has changed post-COVID. However, a shift to purely focusing on compliance has eroded workers' confidence in the organisation. Consequently, employees may feel disempowered and subject to excessive oversight, leading to counterproductive actions that prioritise the illusion of productivity over actual outcomes. This distrust is often reflected in 'quiet quitting' behaviours and reduced employee engagement results.

Trust takes time to build but can crumble in one poor interaction. So, the question is, can 2024 be the year to rebuild trust? Or have trust bonds been broken?

Why building trust matters

Studies have revealed a positive correlation between working in high-trust organisations and elevated employee engagement, productivity, energy, and satisfaction levels. Such environments are characterised by reduced stress, diminished sick days, and decreased burnout rates.

Trust is the linchpin for establishing psychological safety. This refers to the belief that one can openly voice ideas, questions, and concerns without fear of reprisal or humiliation. It fosters an environment conducive to interpersonal risk-taking, crucial for effective team dynamics.

A fundamental aspect of psychological safety is individuals' trust and confidence in their colleagues' abilities to perform their roles effectively. This trust fosters a strong sense of belonging in the workplace and enhances overall job performance.

Creating a positive team climate is imperative to cultivate psychological safety within your organisation. This can be achieved by encouraging members to actively contribute their input, valuing one another's contributions, and fostering a sense of genuine care and concern for each other's wellbeing.

How to build trust in your team

Great managers are credible, act with integrity, and look out for the best interests of their teams. They're self-aware and take accountability when their behaviour or actions don't align. Importantly, great managers know how to build trust with their teams.

This article outlines five hints and tips for leaders to help develop and regain trust with their people.

1. Foster a culture of recognition for exceptional performance

If you spot some wins, promptly acknowledge and reward employees upon achieving their goals. Provide personalised recognition to celebrate their success, such as recognition in team meetings. Leaders may also, where relevant, share their employees' success stories publicly to inspire and motivate others within the organisation through mediums such as company social media platforms.

Recognition should also extend to celebrating both small milestones to create a consistent pattern of success. Regularly recognising accomplishments motivates employees and inspires them to achieve more.

2. Empower your team to define their ways of working

Allow your team the autonomy to decide how they'll best accomplish their tasks. Is it providing more flexibility to work the hours that tap into their strengths? Is it giving them the tools, resources, and opportunities to learn? By understanding team member's unique preferences, you're setting them up for success.

This inclusive approach shows that leaders trust their people to make decisions about their work. Additionally, give clear direction on the desired outcomes to ensure everyone is on the same page. As a bonus, greater autonomy fuels innovation as people experiment with different approaches.

3. Foster a collaborative work environment

Promoting open communication and shared decision-making is essential to foster a collaborative work environment. Regularly seek input and information from your team members and involve them in decision-making.

Organising regular 'Ask Me Anything (AMA)' sessions are a popular way to seek open communication and feedback. These are open forums for employees to ask questions. They can submit their questions beforehand to allow adequate time for preparation. To promote psychological safety, allow the questions to be submitted with confidentiality.

When it comes to decisions in the business, showing trust could be in the form of consulting with employees to get their input before making decisions that affect them and being transparent about your decisions.

4. Show vulnerability

In the words of renowned Professor Brené Brown, "Vulnerability is not winning or losing; it's having the courage to show up and be seen when we have no control over the outcome. Vulnerability is not weakness; it's our greatest measure of courage".

Be honest and open about what you don't know and ask your team for help. Maintain your credibility and role as a leader by being positive and constructive and keep the conversation moving forward. For example, you could say, 'Great question. I'm unsure what the answer is, but I'll find out and get back to you.'

No one is perfect and has all the answers. This vulnerability will help people get to know you better – which is essential for building trust. Remember that people respect leaders who show their vulnerability, admit their mistakes, and reveal that they are human, too.

5. Establishing trust in virtual teams

Building trust within virtual teams adds complexity as the connection is limited to screen-based interactions. With hybrid virtual teams being the norm, optimising virtual connections takes a few practical strategies, such as being present in the moment and giving full attention to the other person.

It could be maintaining eye contact and actively engaging in the conversation. Avoid distractions and disruptions during virtual meetings. Refrain from looking away or multitasking to demonstrate respect and attentiveness.

Furthermore, authenticity plays a crucial role. Leaders should strive to be genuine and natural to create connection and trust.

Over to you

Trust between employees and organisations is contextual and collective. Organisations must foster a sense of fairness and equality in their treatment of workers. This does not imply leniency or reduced expectations. Instead, high-trust companies hold individuals accountable without resorting to micromanagement. They approach their employees as responsible adults. Remember, trust is not the root cause but rather a symptom —when an organisation creates a productive and fulfilling work environment, high levels of trust naturally emerge.