Leading With Trust  

23 April 2018:

Fully one-third of business leaders say that retaining colleagues is their number one concern. That’s according to recent data from Gallup. What’s more, about one-quarter of employees say that they will look for a new job in the next year. Some are chasing a higher salary, but nearly equally important is the desire for a better opportunity inside or outside their present company. Employers underestimate the importance of personal and career development on employee retention, vastly overestimating the importance of salary and benefits. As Christopher Bishop, head of Herman Miller’s Innovation lab has said, "The war for talent is over, talent has won."

Leaders who fail to invest in skill development for team members implicitly enforce a rigid hierarchy that inhibits innovation. A lack of leadership development also undermines a key aspect of culture that drives high-performance: trust.

As I report in my book, Trust Factor: The Science of Creating High-Performance Companies, high-trust organizations outperform low-trust ones on multiple outcome measures by a wide margin. My team spent a decade running experiments that measured brain activity while people worked to find out why some teams are productive and others engage in "presenteeism." We uncovered that trust, as well as an understanding of how the organization improves lives, were key performance drivers.

Our work also revealed eight building blocks of trust. The science provides specific and actionable ways that leaders can modify these building blocks to increase trust and reap performance improvements.

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Source: Association for Talent Development

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