Written by: Craig Edwin Holdway
Trust is a value which is hard to quantify. Why do we trust each other, or conversely, hesitate to trust? It seems that we are programmed as individuals to value clarity and structure, which we understand and can relate to on a personal level. If I am allowed a small amount of discretion, a good example of this structure might be when a traveller out of history happens upon another traveller, maybe passing on a narrow road, and a disarming hand is gestured as a greeting. The handshake had the effect of initiating personal contact but was, more critically, a way to quickly calculate and quantify the threat another individual posed by eliminating the possibility of an easily accessible weapon concealed under bulky clothing.
It could be argued that the values at play were honesty, from which a gentle smile or an unassuming nod would accompany the handshake; integrity, which accompanied the realization that a weapon would not be produced, dignity and respect, which could have been fostered from further interaction or friendship, and accountability, from the understanding that any fracture of the understanding would most likely result in mutual hostility, injury, or worse.
If we move to the present, the foundation of building a workplace environment that is extremely empowering for employees would be to adhere to core values that provide a virtual "shield" of protection around employees, allowing them to learn and grow in a stress-free setting. Fostering trust in the workplace reduces employee stress and increases morale, which in turn creates an environment of cohesiveness and productivity.
Employees cannot "look forward" effectively, or in other words, "be innovative," if there is a culture of animosity, denigration, or harassment present. If adherence to values is not seen as non-negotiable for both employees as well as management, the empowering benefits are immediately forfeited with the realization of a destructive double standard. Individuals operate best when they clearly understand what is expected and, more importantly, that learning and growing always involve failure with accomplishment.
Strong corporate values, or "core values," which a company adopts and unwaveringly adheres to, will ultimately result in a structure of trust and mutual respect that employees crave.
New employees can be the most fervent innovators if they are not afraid of being called out or demeaned in a public setting by managers or coworkers, or more damagingly, which applies to all employees, the lack of public recognition of individual achievement. Personal recognition has the largest effect on trust in the workplace when it occurs immediately after a goal has been achieved, is unexpected, and publicly involves coworkers. This type of recognition is scientifically proven to increase oxytocin, a hormone in the brain that counters stress and, more importantly, dramatically increases the likelihood of trusting others who originally celebrated the achievement, in the future.
I would argue that trust and mutual respect; which stimulate and empower professionalism and achievement, are born from accountability, and are the rallying cries employees crave to truly commit themselves to an organization and what it stands for.
The views are my own and are based on my own experiences and are written from personal insights and observations.