Five Ways to Find Out…
Do your employees feel happy and secure at work?
Or do they feel as though they are being held hostage?
You may not realize it, but when an enterprise is trust deficient, its employees suffer, which means the company does, too.
In fact, if your culture isn’t emotionally connected, your employees can experience the same stressful range of emotions as a hostage does, feeling anxious, fearful, and with the ambition to get out quickly.
It’s difficult to detect the emotions – but you can readily see the effects. What should you look for? And what’s causing it?
Here are five ways to identify whether your culture is lacking in trust, and what is causing it.
Your executive team hasn’t had a new idea in ages.
Your executives are aware of changing trends, but they aren’t exhibiting the creativity and innovation needed for the company to retain its competitive edge. This usually indicates an atmosphere where new and creative is not welcome, or where the opinions of others are not valued.
Are you surrounded by “yes” people who always think your ideas are wonderful?
If so, you will want to take a look at your listening skills and determine if you are encouraging the perspectives of others – not being first with all the answers.
You have a manager who is a chronic complainer.
Your managers tend to shy away from solutions and wait for you to solve problems. One of them consistently brings complaints to your door.
Are you holding them accountable for results?
I’m guessing you are. But are you empowering them with the ability to come up with possible solutions to problems?
If you have complainers or those who wait for orders, this means you need to exercise providing feedback to help them take that responsibility.
One of your teams doesn’t play well with others.
Teams have trouble getting the work done when they must involve other teams to complete an initiative.
Does one of your teams have a chronic “bad kid” reputation? If they can’t connect well with others to get the job done, this means a conversation about their performance with the rest of the enterprise.
Of course, this can’t be done in isolation – chances are, if you have a “bad kid” team in your company, the culture supports it. Time to revisit.
You put up with a key employee who is rough around the edges.
This person is great at technical skills, but very poor when it comes to getting along with others.
This is close to #3 above – the “bad kid” team. However, if you have put up with a key employee who is rough around the edges, this probably means you don’t want to touch the situation for a reason.
Perhaps the person is a star performer or some kind of genius who can do something for your enterprise that no one else can.
Think again – when an employee is allowed to mistreat or disrespect others, this is a de-motivator to the rest of your employee base. Demotivation leads to productivity loss, turnover, etc. – so, no matter how good they are, their behavior is not worth putting up with. Find a solution.
One or more of your teams or areas is less productive than others.
This can manifest in ways such as sub-par productivity, continually missed deadlines, and finger-pointing and blaming in meetings.
Who is steering your ship? If you find that you are continually taking that team’s manager to task on poor performance, this means you haven’t defined what productivity looks like – or you aren’t holding him or her accountable to that shared agreement.
Being transparent about how this is affecting the larger body is pivotal. You are otherwise disrespecting your entire employee base.
These five scenarios cultivate a culture that is devoid of trust. And when trust is lacking, the enterprise will suffer. Where do you need more trust in your organization? Download the infographic to find out.
DO OTHERS REALLY TRUST YOU?
Learn the two vital parts to trust and how they can help you become a more highly effective leader.
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Patti Cotton helps executives optimize their effectiveness in leading self, others, and the enterprise. Her areas of focus include confidence, leadership style, executive presence, effective communication, succession planning, and masterful execution. With over 25 years of leadership experience, both stateside and abroad, Patti works with individuals, teams, and organizations across industries, providing executive consulting, leadership development, succession planning, change management, and conflict resolution. She is also an experienced Fortune 500 speaker. For more information on how Patti Cotton can help you and your organization, click here.