High performing teams require trust
Trust and certainty are intricately linked, with uncertainty often undermining trust. In today's fast-paced business environment, there is a bias towards data analytics and predictive models that has inadvertently driven down tolerance for uncertainty. Many organisations have become so fixated on the allure of perceived control that they create a culture where ambiguity is seen as a risk rather than an opportunity for organisational growth and learning.
People naturally crave certainty as an indicator of safety and stability in their environment. Certainty provides a sense of reassurance and predictability, without which trust can falter, leading to hesitancy and doubt. Trust and psychological safety are intrinsically linked within any organisation. Trust is the foundation upon which psychological safety is built, allowing individuals to feel secure in taking risks, sharing their ideas openly, and making mistakes without fear of retribution. This enables individuals to collaborate effectively, innovate freely, and ultimately contribute to the organisation's success.
Psychological safety empowers individuals with a sense of agency, fostering a sense of control. Ironically, this sense of control is hindered when organisations apply blanket control measures to perceived risks, preparing for worst-case scenarios and discounting the nuance of responsive, trusted employees. This approach ends up costing the organisation more in terms of money, time, and resources while missing out on the serendipitous discoveries and creative solutions that can only arise when embracing uncertainty. Instead, investing in a culture centred on trust and values allows for a self-correcting mechanism that not only saves resources but also nurtures a more innovative and collaborative environment.
As with anything, trust and control exist on a spectrum and each organisation’s operating context is unique; so too should its position be on the spectrum. The key here is to make an informed decision about what’s right for your organisation, then make sure your operating structures align and support this (mixed messages are a surefire way to erode trust).
Some questions for leaders to ruminate on:
Who are the critical stakeholders within the systems you operate? And of those, who do you aspire to have trust with?
Where do your operating structures (e.g. strategy, policies, marketing, incentives, reporting, etc) create potential for mixed, or even conflicting, messages to stakeholders?
How much “trust equity” do you have with critical stakeholders? And how long can you draw down on that before lasting damage is done and you lose high performers, important contract renewals, or regulatory support?
Contact us to find out how we can help you cultivate performance through trust