Cooperation requires trust
Business, cooperation or cooperation requires trust. Information flows from trust. Customers make purchases from trust. People make concessions out of trust.
We trust in colleagues, employees, supervisors and business partners, in organizations, in products, in brands, in stories, in services. The increasing complexity calls for advance. Even though trust can not be directly measured in terms of key figures - managers and entrepreneurs lose the trust of their employees and the credibility of the market suffers not only leadership but also economic success.
The more trust, the higher the commitment
The quality of leadership plays a significant part in establishing trust in the company and aligning the corporate culture. The decisive factor is how much trust is placed in the employees. Because that is the foundation for a lived culture of trust - and for successful cooperation. David Horsager quotes in the book "Trust - the Currency of Tomorrow" (2013, books4success Börsenmedien AG, Kulmbach) Anthony Diekemper, CEO of Skyline Technology Solutions:
“Trust is what we call 'sweet lubricant' here. (…) Managers who think that their only job is to make money have not understood the big picture. As company executives, we are committed to doing business responsibly, but the best way to optimize a company's performance is through dedicated people. (…) The basis for engagement is always trust. “
"Leadership is service, not a privilege"
Long-term trust can only be built up if you treat people carefully. Bodo Janssen also had to hear this painfully during an employee survey in the year 2010. Employees not only denied the Upstalsboom hotel chain heritage, they even demanded a new boss. The reproaches of the coworkers: One exploited, decisions would be determined only by numbers, personal development possibilities not given.
However, Bodo Janssen is not only a prominent example of a boss who did not trust his employees and did not gain any trust for them, but a prime example that such circumstances can be changed. Provided the boss is ready to work on himself. The resulting Upstalsboom path is now unparalleled worldwide. Bodo Janssen described this path in the book "The Silent Revolution". "Lead with Sense and humanity ”is not only the subtitle, but since then the passion of the entrepreneur. It is about creating value through appreciation, developing potential instead of using resources.
Positive image of man and self-guidance
I am convinced: "Only those who can lead themselves can lead others" and "Leadership is service, not a privilege".
Everybody deals with trust differently. While the one has a deep basic trust and rooted in others like to give his trust (without first having to prove that they are worth it), others can neither quickly trust themselves nor take it when they are trusted. That does not necessarily make leadership easier, but not impossible. Provided we know ourselves, others can estimate and know, above all, what is more conducive or obstructive to trusting one another.
Lack of transparency, arbitrariness and lack of interest lead to mistrust
Lack of openness and transparency, arbitrariness, disinterested employees and lack of empathy are factors that make trust difficult. Respect, eye-level, real appreciation for the human being and acting for clear values make trust easier. In addition to the exchange in a positive respect as well as the addressing of negative points, it is often small things, on the basis of which executives, from the project manager over the entrepreneur to the manager, express their confidence or deny:
Punctual attendance at the meeting is just as important as addressing employees personally and by name. The role model effect should not be underestimated here. Do employees notice that without exception everyone in the team (and nothing else is a company) brings in their experiences and competences, abilities and strengths, that solutions are sought together for problems and bosses and managers are not just making phrases, is a good basis created for trust.
Three tips for building trust
But even if every employee's level of trust is very different, there are sensible measures to basically build up and expand the trust resource:
- To reflect yourself continuously: What do I understand by trust? What expectations do I have for a trusting relationship? Only when we ask ourselves these questions again and again at the beginning (and also during and during a relationship) can mutual trust arise and grow.
- Prefer to communicate informally: The corporate framework sometimes makes open communication difficult. Managers should therefore seize every opportunity for a spontaneous exchange with employees. In the coffee kitchen, in the hall or on the way to lunch, it is much easier.
- Always behave fairly: Managers make mistakes - after all, they are human beings. However, it is important not to cover them up, but to stand by them. Commitments and fair assessments of others are perceived by employees as fair. Your own trustworthiness is not questioned.
Successful leadership begins with successful self-management
The behavior and leadership style of managers have a significant impact on employees and their output, as evidenced by the results of the Gallup Engagement Index each year. Executives, bosses or managers - today, more than ever, they are all measured by their social skills, their personality, their passion and enthusiasm, their sovereignty and resilience, their courage, their openness and their future orientation.
The inner attitude and outward impact of focusing on strengths rather than focusing on deficits and good emotion management are just a few of the key skills, which of course include trust. To meet these criteria requires successful self-management. In short, whoever wants to lead successfully must first be able to lead himself well.
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German edition: ISBN 9783965961869
English version: ISBN 9783965961876 (Translation notice)
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