Why is it that only about 50% of employees nationwide have trust in their organization, management and co-workers? What is it that creates what some have called a crisis in trust world wide and others have labeled an opportunity to build greater trust and understanding at all levels of society?

In conducting thousands of employee interviews through the years, the two responses that define the extremes on the trust spectrum are “I would do anything for my supervisor” and “I don’t trust a word that comes out of his/her mouth.” The answers to questions of trust reside in two factors: character and competence.

We tend to trust individuals who display the character traits of integrity, honesty, responsibility and strong work ethic, among others. Competent employees at all levels know their jobs, keep work commitments, are willing to help others learn and grow and are focused on adding value in everything they do.

Trust is the highest form of human motivation. It is why we hear sentiments as strongly worded as “I would run through a brick wall for Coach Wooden” or “I don’t trust him as far as I could throw him.” Exaggerated as those statements may be, they do sincerely express deeply held feelings that need to be understood and addressed to increase levels of productivity and trust in the workplace.

While most trust comes from the character of leaders and employees and not from specific techniques, there are four cultural organizational values that are critical, so we need to:

• Create an environment where people feel free to voice dissent.
• Recognize people for honestly articulating their ideas and disagreeing.
• Recognize and reward innovation and creativity.
• Learn and grow from that which we traditionally label as failure but are really opportunities.

Leaders need to focus on the following areas:

• Articulate a vision, mission and guiding values that are inspiring and empower employees to buy-in and take ownership over all they do.
• Display competence and expertise in technical, human, and conceptual skills so that others believe in your ability to do the job well.
• Display high levels of integrity which means your word is good, you demonstrate high ethical and moral standards, and you hold yourself and others accountable for your actions.
• Consistently let others know you support them and want them to be successful, be predictable and don’t surprise people and be flexible and accepting of other ideas.
• Demonstrate caring and empathy and show you care about people and not just their production by getting to know them and being an authentic leader who practices servant leadership.

For those of you who love acronyms, here is one that will help remind us all what is required to build and maintain two-way trust:

T – Be a Truthteller, Be Thoughtful, Transparently communicate

R – Recognize and Reward people, Be Reliable, Accept Responsibility

U – Display Understanding, Unleash learning, Unite the team

S – Support others, Be Sincere, See issues through others’ eyes

T – Treat others with respect, Be Timely in all you do, Teach and Train others

Here is a homework assignment for you. Look around your organization, your family and your community and identify what you can do to increase trust levels.

I trust in your ability to accept the challenge, add significant value, and make a huge difference.