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\n\n\nTrust means inviting more ingenuity from your teams. If employees trust that the people leading them have their backs and they feel valued while doing work they find meaningful, they will bring a higher quality of thinking to the work; not because they are told to but because they want to. That trust \u201cdividend\u201d compounds to create high-trust cultures. Conversely, in a low-trust culture, productivity slumps, effectively leveling a tax.<\/p>\n
Most jobs will always retain some element of a transaction. Employees are not going to work for free. But enhanced productivity is not always a transaction. People will not automatically work harder once they get a raise. They will, however, increase their productivity if they like and admire those with whom and for whom they work.<\/p>\n
Workers who feel trusted are more likely to tap into new sources of creativity, take calculated risks, and not feel the need to put their creative energies into looking busy.<\/p>\n
In a low-trust environment, a lack of autonomy stifles employees\u2019 initiative. It won\u2019t matter if they are working from home or in an office. If a lack of trust exists, employees will only do just enough to not get fired. And they will spend a lot of time documenting what they are doing, and gaining explicit approvals for every step they take. This obviously hampers productivity.<\/p>\n
In high-trust workplaces, employees are encouraged to take initiative and implement creative solutions. The focus is not merely on the end product or service. It is not just the result that counts. It allows for a degree of freedom at the outset that gives those same employees a sense of ownership over the work. Trust empowers employees to take charge of their work. Productivity then becomes a measure of how they want to represent themselves to the wider world. That level of ownership will undoubtedly lead to better, and especially more creative, results.<\/p>\n\n \n ![\"\"\n](\"https:\/\/benelux.vps.buzztestserver.co.uk\/en\/wp-content\/themes\/franklincovey\/img\/blank.gif\"\n)
\n <\/span>\n <\/section>\n\n\nWhen it comes to productivity, so much of what makes work effective rather than just rote is the quality of problem solving and decision making. Trust supercharges these processes. When employees trust their peers and leaders, they can speak openly about problems, collaborate on solutions, and make decisions with confidence.<\/p>\n
In a low-trust workplace, decision-making becomes cumbersome, and results cost more and take longer. As always, the price paid comes in both speed and cost. People are more hesitant to voice their concerns, and discussions are stifled by fear of disagreement. This leads to slow, ineffective, and error-prone decision making.<\/p>\n
Productivity as measured in hours spent working may not look like it has been hurt by this very real slump. But the results of excessive effort spent negotiating between multiple bad paths that lead to worse outcomes will surely be felt when the final deliverable arrives.<\/p>\n
In a high-trust workplace, open discussions and diverse viewpoints are encouraged. Employees can work independently for days, weeks, or even longer if there is widespread agreement. They can take calculated risks without close supervision. This nimble decision-making process results in swift solutions, efficient resource allocation, and increased productivity. Literally, the speed of trust.<\/p>\n
Trust is not just a virtue but the fuel that propels workplaces toward greatness. It is not just a nice-to-have feature\u2014it is a must have for achieving strong and growing productivity, and the resulting workplace excellence.<\/p>\n\n\n
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