When asked whether he trusts his wife, Adarsh replied with a shrug of indifference, “It depends”. But intent on getting a definitive answer, Som persisted by telling him that it has to be a ‘yes or no’. To which Adarsh said, “Trust cannot be absolute”. When asked further as to what he meant, Adarsh elaborated that there are areas where he would trust her and areas where he won’t. Seeing the perplexed look on Som’s face, Adarsh pre-empted any further queries by hastily adding, “I would trust her as a cook but not as a driver. So you see, Som, it is not absolute, it’s contextual. Let’s be practical”
Coming closer to workplace, isn’t that what we need to consider for building trust? Increasing mobility, faster job rotations and increasing competitiveness are redefining our interpretation of trust now. Culture building has taken a back seat while value-for-money in human asset takes precedence in our haste to meet business objectives. Under these circumstances, it is common to hear leaders harping on lack of trust, need to build trust and how to build trust. It is another thing that even Socrates lamented more than 2000 years back that the youth could not be trusted as they are given to vices. Still, ‘building trust’ is emerging as one of the topmost people’s development needs nowadays. And, there are a dozen training solutions providers who are offering to help organizations build trust. But, fundamentally aren’t they missing few key points in a fast paced world that's redefining values: trust is ‘contextual’; not ‘absolute’, trust needs ‘worthiness’; not ‘conferment’, and trust must be ‘offered’; not ‘demanded’?
Businesses may do well by understanding the nuances of trust building as more and more employees come under pressure to deliver and chase ways to find work-life balance. With employees joining from all walks of life & varied backgrounds and with pressures on containing the attrition rates, how can business leaders go about building an environment of trust which is very ‘business centric’ and effective? Gone are those days when someone was expected to be trustworthy at all times in all areas. Today technology has enabled us to ‘police’ people, irrespective of their background, in areas of vigilance and compliance. So, how do we adapt to the change. Let’s then focus on the morphed dimensions of trust as they exist today:
Trust is not absolute; treat it skill based: Trusting people for the skills which matter most for business impact & objectives. Let’s say, trusting a security supervisor for securing our workplace.
Build expertise to build trust: Trusting employees for the expertise that they exhibit through their behaviours. Say, a security supervisor primed to deal with emerging threats better than the criminals inspires trust.
Consistency builds trust: Integrity & transparency in respective areas of work would work wonders for building trust. Say, a security supervisor who refuses to accept favours from visitors at all times will build trust in his work domain & elsewhere.
Dependability builds trust: Acknowledging an experience of dependability with an employee (for the job that he performs) can help build trust. Say, a security supervisor successfully foiling an intrusion attempt each and every time it happens would help build trust.
Contributed By Mahesh Sharma
Coming closer to workplace, isn’t that what we need to consider for building trust? Increasing mobility, faster job rotations and increasing competitiveness are redefining our interpretation of trust now. Culture building has taken a back seat while value-for-money in human asset takes precedence in our haste to meet business objectives. Under these circumstances, it is common to hear leaders harping on lack of trust, need to build trust and how to build trust. It is another thing that even Socrates lamented more than 2000 years back that the youth could not be trusted as they are given to vices. Still, ‘building trust’ is emerging as one of the topmost people’s development needs nowadays. And, there are a dozen training solutions providers who are offering to help organizations build trust. But, fundamentally aren’t they missing few key points in a fast paced world that's redefining values: trust is ‘contextual’; not ‘absolute’, trust needs ‘worthiness’; not ‘conferment’, and trust must be ‘offered’; not ‘demanded’?
Businesses may do well by understanding the nuances of trust building as more and more employees come under pressure to deliver and chase ways to find work-life balance. With employees joining from all walks of life & varied backgrounds and with pressures on containing the attrition rates, how can business leaders go about building an environment of trust which is very ‘business centric’ and effective? Gone are those days when someone was expected to be trustworthy at all times in all areas. Today technology has enabled us to ‘police’ people, irrespective of their background, in areas of vigilance and compliance. So, how do we adapt to the change. Let’s then focus on the morphed dimensions of trust as they exist today:
Trust is not absolute; treat it skill based: Trusting people for the skills which matter most for business impact & objectives. Let’s say, trusting a security supervisor for securing our workplace.
Build expertise to build trust: Trusting employees for the expertise that they exhibit through their behaviours. Say, a security supervisor primed to deal with emerging threats better than the criminals inspires trust.
Consistency builds trust: Integrity & transparency in respective areas of work would work wonders for building trust. Say, a security supervisor who refuses to accept favours from visitors at all times will build trust in his work domain & elsewhere.
Dependability builds trust: Acknowledging an experience of dependability with an employee (for the job that he performs) can help build trust. Say, a security supervisor successfully foiling an intrusion attempt each and every time it happens would help build trust.
Contributed By Mahesh Sharma
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