建立信任的重要性

更新时间:2023-07-28 14:44:29 阅读：评论：0

建立信任

大多数人并不关注组织内的信任问题，直到信任关系破裂，他们才会引起重视。然而，到那时，损失已经造成了：员工不愿意讲事实，也不愿意分享信息，经理制定让人费解的目标，管理层失去功效，员工喜好在背后议论别人——糟糕的事一波接着一波，持续不断。

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是什么导致组织内的信任关系破裂呢？根据组织变革专家和肯·布兰佳公司《Building Trust》的合著作者Cynthia Olmstead的研究，一些常见的“信任炸弹”包括违反承诺，不道德行为，不公平待遇（比如不恰当的提升），未达到理想结果，沟通不利或缺乏沟通，无认可，无反馈，误传专家意见，等等。

好消息是：信任可以被重建。

“但是这个过程既费时，又折腾人，还耗费巨大。”HCL科技公司人才改革副总裁及全球领导Anand Pillai说，“必须从最高层的那几个关键人物开始做起，花费额外精力，以身作则，即使是一个微小的承诺也必须严格遵守，从而重新建立起已经破裂的信任关系。”

假如你的组织正在寻找方法去评估当前的信任水平，或者正在思考如何加强员工之间的信任关系，那么可以参考这里的八个要点，让你迈出成功的第一步。

1. 展现信任—假如你想建立一个信任的工作环境，那么首先要展现信任。制定规则，政策和流程，来保护组织内大多数需要和应当被信任的员工不受一小股坏势力的影响。

2. 分享信息—信息就是力量。建立信任关系的一个最佳方法就是分享信息。分享信息有时意味着公布一些被认为是机密的信息，包括敏感和重要的话题，如竞争者的行动，未来的商业计划和策略，财务数据，行业问题，竞争者的标杆行为，团队行动对组织目标的贡献，以及绩效反馈。给员工更多的信息，意味着向员工传递信任和“我们在一起”的感觉。这能帮助员工从更宽的角度看待组织以及内部各种群体、资源和目标的相互关系。 dance怎么读

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3. 开诚布公—各种研究均表明，员工最看重领导是否正直。人们愿意跟着自己信任的人。商业领导如能开诚布公，即使对待坏消息也能用一种开放和诚实的态度，那么就能建立牢固且长期的信任关系——无论在公司内部还是外部。

4. 给每个人提供赢的机会—你希望员工一起工作还是彼此竞争？当组织内的员工被迫彼此竞争的时候，所有人的信任都将丧失。员工唯一考虑的就是怎样才能成为第一。

5. 给予反馈—保证领导按时与员工进行面谈，讨论他们的工作进展。这将给经理创造机会在事态变得严重之前就掌握问题所在，在恰当的时候给予员工绩效反馈，从而大大提高了员工绩效表现达标的概率。 fwt

6. 正面解决问题—正面解决问题，意味着要把问题摊在桌面上，给予员工机会去影响整个过程。当领导者扩大员工的影响圈，员工就更愿意接受最终的结果，因为他们不再感到自己是被控制着的。这将提高信任关系，为领导者树立信用度。

7. 承认错误—道歉是一种有有效的方法去纠正错误，同时重建信任来改善关系。但是在很多组织内，员工和经理都习惯于掩饰错误，因为这些错误是不能被接受的。这样的做法把问题变得更严重。领导者如能在自己犯错时勇于承认错误，并不会被视为懦弱——他们将被认为是正直的，值得被信赖的。

8. 言行一致—一个领导，最重要的，是必须作为组织愿景和价值的活标本。领导力中最关键的是和他人建立信任关系。缺乏信任的组织就不可能有效发挥功效。领导者和员工之间的信任对彼此一起工作至关重要。假如领导说这样却做那样，员工就会质疑他们是否还值得信任了。

信任专家Cynthia Olmstead提醒我们：“我们必须把信任看作一颗贵重的宝石，必须引起高度重视和珍视。它需要被看做是一枚脆弱的鸡蛋，当我们粗暴地对待它时，它就会摔碎。信任对任何关系，无论是个人还是组织，都是一件至关重要的必需品。”

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Most people do not pay attention to the issue of trust in their organization until it is broken. But by then the damage is done: people withhold facts and information, managers t convoluted goals, management is not available, people talk behind each others' backs—the list goes on and on.

What caus trust to be broken in an organization? Some prevalent "trust busters" include broken promis, unethical behaviors, unfair practices (e.g., unearned promotions), not getting good results, miscommunication, no communication, no recognition, no feedback, and misreprenting an area of experti according to Cynthia Olmstead, organizational change expert and co-author of The Ken Blanchard Companies' Building Trust program.

The good news is that trust can be regained.

"But it is a long drawn and costly process," says Anand Pillai, VP & Global Head of Talent Transformation for HCL Technologies. "This has to start from the top with the key people walking the extra mile to lead by example and build back the lost trust by adhering to even the small promis and commitments."

If your organization is looking for ways to evaluate the level of trust currently prent in your organization, or is thinking about how to enhance the trust between people in your company, here are eight places to begin.

turn up>失重环境>吸血鬼日记1. Demonstrating Trust

If you want to create a trusting work environment, you have to begin by demonstrating trust. Establishing rules, policies, and procedures to protect against a few bad apples nds the wrong message to the vast majority of people in your organization who need and derve to be trusted.

2. Sharing Information

luyuInformation is power. One of the best ways to build a n of trust in people is by sharing information. Sharing information sometimes means disclosing information that is considered privileged, including nsitive and important topics such as the competition's activities, future business plans and strategies, financial data, industry issues or problem areas, competitor's best practices, the way group activities contribute to organizational goals, and performance feedback. Providing people with more complete information communicates trust and a n of "we're in this together." It helps people think more broadly about the organization and the inter-relationships of various groups, resources, and goals.

3. Telling it Straight

Study after study has indicated that the number one quality that people want in a leader is integrity. People want to follow

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someone they trust. Business leaders who tell it straight, who are open and honest even about bad news, develop the trust esntial for strong, long-term relationships—inside and outside the company.

4. Providing Opportunities for Everyone to Win

Do you want your people to work together or to compete against each other? When people within an organization are forced to compete against one another, you lo everyone's trust. Now all people are concerned about is looking out for number one.

5. Providing Feedback

Make sure leaders schedule and hold regular progress-check meetings with their direct reports. This will allow managers to catch problems before they become major issues and significantly increa the chances that a direct report's performance will meet expectations when it's time for their performance review.

6. Resolving Concerns Head On

Resolve concerns head on by putting challenges on the table and giving people an opportunity to influence the process. When leaders expand people's involvement and influence, there is more buy-in becau people are less likely to feel they are being controlled. This builds trust and increas the credibility of the leader.

7. Admitting Mistakes

An apology can be an effective way to correct a mistake and restore the trust needed for a good relationship. But in many organizations employees and managers are conditioned to hide mistakes becau it's not acceptable to make them. And that leads to bigger problems. Leaders who admit mistakes when they are wrong are not en as weak—they are en as having integrity and being trustworthy.

8. Walking the Talk

A leader, above all, has to be a walking example of the vision and values of the organization. The key to leadership is being able to develop a trusting relationship with others. Without trust, it is impossible for an organization to function effectively. Trust between leaders and the people they lead is esntial for working together. If leaders say one thing and do another, people will question their trustworthiness.

As trust expert Cynthia Olmstead reminds us, "We must all treat trust as a precious gem that must be highly valued and treasured. It needs to be viewed as if it were a delicate egg; when treated roughly it will fall and shatter. Trust is an extremely important commodity to any relationship, personally or organizationally."

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