Many employees don’t feel figuratively safe at work—in other words, they don’t trust their employers or organizations. Employees, too, do not trust their employers, keeping documentation files “just in case” they need to do a CYA (cover your assets) move, or secretly planning their escapes to greener pastures. “I can’t let my boss know I have this issue because she will fire me” is too common a sentiment uttered by employees.
We are seeing this transition in organizational trust all over the news, in changing organizational policies, the ethical considerations going into medical decisions. Last year, most people looked for job security to ensure they could feed their families.
Now we are looking at mass exodus as people pursue other alternative job opportunities. What are organizations to focus on first? What aspects should they be paying attention to do develop pandemic-proof retention?
Here is part of my summary:
Trust, an element of safety, is in our second needs level and very close to Basic in the hierarchy of needs, and yet many of us go through our day-to-day lives not trusting each other. Employers don’t trust their employees. We see this demonstrated repeatedly through office policies, time clocks, and in the child-like ways in which adult employees are “led.” Even more with the hybrid work policies, we see the fear and distrust more and more evident. Why is it that when fully functioning adults enter the doors of organizations do we herd them like sheep or small children?
Relationships require two main actions: connection and nutrition. Connecting with others requires authenticity. Lack of authenticity is one of the primary wedges driven between people; we can smell fake a mile away. When our leaders are not authentic, we do not trust them and when we do not trust, we do not engage. Authenticity shows our humanness and our vulnerability. Living in authenticity is living in truth, revealing our frailty and our strength. We are not perfect, so let’s stop trying to convince others and ourselves that we are.
Choosing honesty and integrity with ourselves and with others is another way to connect with our team and followers. Integrity demonstrated is a tremendous trust builder. Trust in relationships is a key ingredient. People will trust us when we are honest and do what we say we are going to do. We earn respect through integrity, and in a relationship, respect is like using Miracle-Gro on a flower. This nutrient will grow the relationship in meaning and deeper respect.
Another way to nurture relationships is with our time. Spending time getting to know our team members increases our connection with them, all the while nurturing our relationships. By handling our relationships with tender loving care, we will see strong connections grow, increasing our leadership capacity with influence. Treating others with care, compassion, love, and kindness are all nutrients to grow and nurture strong relationships. “Until mankind can extend the circle of his compassion to include all living things, he will never, himself, know peace,” said Albert Schweitzer.
Trust is not just a safety need to meet; it is an essential element to innovation and creativity. If your organization is not actively pursuing a culture founded on trust, integrity, and well-founded relationships, you might consider directing them my way. (Corporate or Government)
Alternatively, if you are one of those who have recently found a new path, I applaud your courage and hope your new option promotes the culture that will help you grow as person. If not, here’s a resource for you as well.
With Love,
Maria
P.S. If you liked this post, you’ll LOVE my latest book - just released in June! You can get a copy HERE
