A Matter of Trust
“Apologizing does not always mean that you are wrong and the other person is right. It just means you value the relationship more than your ego.”
I saw that anonymous quote on LinkedIn recently and it drew me back to a small note in Traning & Development magazine dated February 24 on this topic. (http://goo.gl/8X6yRe) The text follows:
A recent survey of 954 global professionals by the Forum Corporation found that although 87 percent of managers say that they either always or often apologize for their mistakes at work, only 19 percent of employees say that their managers apologize most or all of the time.
Naturally, managers not owning up to their errors has a direct impact on employee trust levels. Another interesting insight from the survey is that while 91 percent of employees say it’s “extremely important” to have a manager they can trust, only 48 percent of managers agree that it’s extremely important for employees to trust their managers.
So we can only assume that it’s those managers who do not place a premium on trust who are committing the following worst management sins, as identified by survey participants:
- taking credit for others’ ideas or blaming
- poor communication
- lack of clarity.
Managers may condone their mistakes because they are afraid of tarnishing their image. According to the survey, 51 percent of managers believe apologizing makes them appear incompetent, 18 percent believe it makes them look weak, and 18 percent shrug it off, saying that apologizing is unnecessary.
Unfortunately, the study also shows that a low regard for employees’ trust may result in low engagement levels.
This note caught my attention for a few reasons. First, this concept of trust is one that is central to the “manager as coach” work we have been doing in defining the foundation of a productive relationship that is required (in our opinion) if a manager is to be a successful coach for his/her team members.
Trust is also manifested in the perceptions of senior management, whether that group is perceived as individuals or in their aggregate actions. Either way, time after time we see that employee surveys indicate that “trust in senior leadership” is usually the primary driver of employee engagement, confirming the last sentence of the article.
Secondly, the basis for trust (or lack thereof), as listed in the bullets, is determined by behaviors. Behaviors are a choice; a person can choose to do them or not. That choice can be influenced by consequences. Evidently, a majority of managers see more value in behaving badly. We can change that behavior by making them aware that they are behaving badly, and then having negative consequences for doing so. From top to bottom.
Thirdly was the discrepancy between the importance of trust to employees versus their managers. It is hard to believe that organizations do not preach honesty, integrity and so on, whether through Values statements that hang on the walls, or by lip service. It does suggest that there is inadequate accountability.
This T+D blurb is another in a series of articles and blogs I have seen recently that bemoan bad leader behavior and the effect on an organization’s climate (see my recent blog https://dwbracken.wordpress.com/2014/02/05/nimble-and-sustainable/), but with no specific recommendation as to a solution.
I really hate whining without a proposed solution. I have suggested that a 360 process with accountability (i.e., consequences, good or bad) is a viable solution. I recently heard of a major organization that has introduced a new leadership behavior (competency) model, and, when I asked how leaders are to be measured against the model, the response what to fall back on single-source supervisor evaluation because “360’s haven’t worked here.” I felt like I was in a backward time warp to 20 years when we started talking seriously about the shortcomings of single-source (manager) performance evaluations (see Edwards and Ewen’s first 360 degree feedback book).
Behaviors can be shaped, starting with creating awareness that change is needed, aligning to the desired behavior, and usually requiring consequences (i.e., accountability). A few leaders will change without the carrot & stick, but those are usually the ones who are not the ones who need fixing.
If you have leaders who are undermining trust, you have a problem. I think there is a solution.