This Thing Called Trust, Part II

So, maybe our observation that trust might be an issue in the workplace was a slight underestimate. Given the volume of mail we received during the week -- an all time TJOW record -- it appears that we struck quite a nerve. A frayed, exposed, raw, incredibly sensitive nerve. One we poked, as one writer described it, with a fully-charged cattle prod.

That's our job and we're proud to do it.

Based on input we've been receiving from employees in client organizations throughout the country, we thought trust was a problem in many places. We didn't realize, though, that the issue was so widespread. Or so painful. And if those who wrote to us are at all representative of the greater population, the volume of workers who are at this very minute seriously considering leaving their company for another due to a lack of trust is massive. Shockingly so.

Ironically, for years employers feared that retirement would gut their company of critical skills. After all, those damn Baby Boomers, who form the foundation of most organizations, were fast approaching the magic age of 65. But the economic downturn took care of that impending problem. With compensation fixed or in decline, pensions gutted and stock prices crushed, who could possibly afford to retire?

Thank you, bad economy. In your own sad way, you've stabilized the workforce of many companies.

But, as the economy turns upward -- at long last -- and as jobs become more readily available, it seems that trust is the issue leadership should be concerned about. Actually, 'concern' is putting it mildly. 'Fear' might be more a more apt descriptor. Only, of course, if retaining top people is important. Only that.

So, what's to be done?

Plenty, and fast.

Before outlining the approach we typically take to improve trust at work, let's be clear how we define trust. For us,

Trust = (Commitments + Perceived Intentions)/(Observed + Unobserved Behaviors)

Where:

Commitments = promises

Perceived Intentions = promises thought to be made

Observed Behavior = behaviors actually seen

Unobserved Behaviors = behaviors thought to occur

Thus, trust is high when commitments and perceived intentions are consistent with observed and unobserved behaviors. Said another way, trust is strong when promises are kept and appropriate actions follow stated intentions. Conversely, trust is weak when behavior, whether observed or unobserved, is not believed to be consistent with commitments or intentions. Like when you're told top performance will be rewarded, but then is not.

So, how best to ensure that behavior is consistent with stated intent? That is a far more tangible problem to solve, but one that will, indeed, address weak trust.

Here's how we approach it:

First, evaluate the situation. In a shameless plug for our firm, The Schnur Consulting Group has developed and validated a survey-based tool to assess trust. (See, Ma, those years studying personality assessment at Berkeley have not gone for naught.) The 18-item SCG Trust Index survey provides a highly accurate, statistically-sound predictor of trust's impact on employee retention at the group and individual level. The tool also helps define a road map to bolster trust and, in the process, reduce the potential debilitating effect posed by lack of trust on company performance. Interviews and focus groups provide valuable data to clarify the findings of the SCG Trust Index.

Following assessment, identify a short list of behaviors essential to the organization's success. Critically, the behaviors must be tangible and observable and linked to company performance. No intentions allowed. Intentions are nice but, for the most part, meaningless. Intending to do something is entirely different from actually doing something. Here we're only concerned with what's seen. The list must also be short, with no more than 10-12 behaviors. The key, of course, is selecting the correct behaviors. The SCG Trust Index and our experience improving performance should be your guides.

Next, communicate these behaviors aggressively throughout the company. How is the question, especially since everyone in the company will be required to demonstrate these behaviors on a regular basis. Again, the SCG Trust Index will define how best to position the behaviors appropriately and to educate people about their value to the organization.

Within a month after communicating the behaviors essential to company success, begin the personal assessment process. This step, to be repeated quarterly or semi-annually depending on the results of the SCG Trust Index, enables everyone in the company -- from front-line employees to the CEO -- to receive feedback on the frequency with which the individual was seen to demonstrate each behavior. We're not concerned with quality; instead we're intent on quickly creating habits. To do so, our approach focuses on encouraging people to demonstrate key behaviors often. Do so and you'll quickly have a higher functioning organization. (And, yes, SCG has a streamlined, cost-efficient way to collect and report these data and to facilitate behavior change even in the most incorrigible.)

Finally, track progress. Monitor data collected by the personal assessment process. Move those unable to score satisfactorily out of the organization. Conduct the SCG Trust Index annually. Interviews and focus groups at the 6-, 12- and 18-month marks are also recommended.

It's not quite this simple. But it is this straightforward. Call us and we'll walk you through the process.

But do not delay. There is nothing quite so insidious, nothing quite so destructive as lack of trust. Simply put, it's a killer.