For many of us, we hold company off-sites and run team-building activities. Informal lunches, monthly social get-togethers, and one-on-one meetings are part of how we build trust at work.
We also thank our team publicly and give employee recognition for a job well done. And, we strive to be transparent with company information during all-team meetings.
These are among the most popular ways to build trust because they work… Right?
To my surprise, in our survey we ran this past fall with 597 managers and employees, these three ways to build trust were in fact viewed as the least effective by employees.
Specifically, these were the 3 least effective ways to build trust as a leader:
Company retreats + team-building activities.
Only 1% of managers and employees who responded to the survey said that this was the most effective way to build trust. This is fascinating, given the amount of money and energy many companies spend planning company off-sites and team-building activities.
Thanking your team and giving recognition.
Only 4% of people said that this was the most effective to build trust in a team. While this shouldn’t imply you should never thank your team, it goes to show there’s more to building trust than doling out compliments.
Being transparent with company info.
Only 10% of managers and employees stated that this was the most effective way to build trust in a team. No doubt that transparency is important in a company – if you want your team to be able to make the same decisions as you, they need access to the same information as you. But when it comes to building trust, perhaps it’s not as effective as we’d imagined it to be.
Now, just because these methods are not viewed as “most effective” for building trust at work doesn’t mean you should stop doing these things, all together. Rather, they may accomplish other worthy goals in the organization. (For example, being transparent with company info is helpful for alignment in a team.)
So what is most effective when it comes to building trust?
From our survey, here’s what 597 managers and employees said were the most effective ways to build trust:
#1: Show vulnerability as a leader.
Twenty-eight percent of people said that being vulnerable and admitting your shortcomings as a leader was the most effective way to build trust. For both employees and managers in the survey, they remarked how being vulnerable with your weaknesses and mistakes demonstrated empathy: The more empathetic someone was, the more likely they were to trust them. One person in the survey in particular remarked how their manager “needs to show more empathy,” and that “morally he is probably a good person but there are some times when it’s unclear if he actually has empathy due to challenges expressing it.”
#2: Communicate the intent behind your actions.
Twenty-six percent of people said making your intentions behind your actions clear was the most effective way to build trust. This makes sense, given that intent is such a primary part of the definition of trust, to begin with. Communicating the intent behind your actions means being open about why you’re saying something, and why decisions are made – including your decisions to not act on something. Be opaque about why you’re changing your mind, or fail to express why you’re giving feedback to someone and it can wreck havoc on your work relationship.
#3: Follow through on commitments.
Eighteen percent of employees expressed that simply following through on commitments was the most effective ways to build trust. This seems to be especially powerful given that we found that 48% of employees believed that the company has been all talk and no action on something lately – and 28% of employees said their manager has been all talk and no action. Similarly, 61% of managers believed that their direct reports had been all talk and no action on something lately.
In short, trust is not rapport. Trust is not team-building. It’s not about getting people to like you. And it’s not about getting people to just “feel good” about you or the company.
Trust is your intentions and your behavior. It’s making it clear why you’re doing something, being honest about it, and then following through with it.
You can hold as many company retreats as you’d like… But if you’re not vulnerable during those moments, your team won’t trust you.
You can be congratulatory with your team every week… But if you don’t follow through on your commitments, your words ring hollow.
You can share company financials far and wide… But if you don’t reveal your intentions about what you’ll do with that information, your team will be skeptical of you.
Align what you do with what you say. Your word and your action builds trust. Nothing else does.
PS: If you’re looking for a helpful system to build trust more authentically, you may want to check out – our software to help you become a better leader. In Know Your Team, we give you tools and resources specifically around building trust so you can put much of what I shared here directly into practice. Check it out here
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