Trust and accountability are more important than ever. agility and accountability New Work as well as remote leadership depend on trust and accountability.
Without trust and accountability work environments based on shared responsibility and designed to use the individual creativity and potential of employees are doomed to fail. So what can managers do to facilitate a culture of trust and accountability in their teams and companies?
Trust and Control
Perhaps you are familiar with this saying: "Trust is good. Control is better." This saying supposedly goes back to Lenin. And it is based on a widely spread misunderstanding about what trust actually means. In this saying trust is being equated with the relinquishment of control. In order give my employees responsibility I must not only have confidence in their competence but also in their sense of responsibility. So far sound reasoning. If trust is equated with the relinquishment of control things become a little more difficult. Trust then amounts to a leap of faith. As we will see later in the text trust based on a leap of faith is detrimental – as is unconditional trust.
Unfortunately many leaders seem to more equate trust with a leap of faith. In consequence they are faced with an unresolvable dilemma as they are then left with a choice between two equally dysfunctional options. Option number 1: They do not rely on trust. This leads to micromanagement and an increasingly tight net of checks and balances. In an increasingly competitive, complex and high speed world this is a certain recipe continual stress and a possible burnout. In addition they are guaranteed to be demotivating precisely those employees that are capable, motivated and would like nothing more than to take on more responsibility. Option number 2: They take the leap of faith. In this case they end up with a very different kind of stress, namely the anxiety and insecurity that results from the sense of a loss of control. As a result they will in all likelihood be sending their employees very mixed messages. Implying they want them to take the responsibility of finding their own solutions, while second guessing every second or third decisions their employees make. This blog is about gaining a better, more differentiated understanding of trust. Only with a well-founded understanding of what trust is based on can we create a healthy foundation for forms of cooperation based on shared responsibility.
Trust in Mature Teams
Trust without control can work out just fine...at least if you have very mature teams that identifies both with the team goals and with the quality of their individual work. In a mature team the team members trust deeply in their ability to meet the challenges they face both in everyday and in critical situations. They enjoy the responsibility of mastering these challenges and of working together on solving tricky problems. Mature teams experience getting the space they need to develop their own solutions as empowering and motivating. In mature teams agile tools and practices work wonderfully from day one. They already have the mindset it takes.
Trust and Hierarchy
There will, however, always be teams that do not yet have the mindset of an agile team – especially in firms that have only just begun the transformation to an agile organization. In these companies employees have been socialized into hierarchical structures. They have learned to trust in the experience and expertise of their superiors rather than to rely on their own judgement and take on responsibilities. In a hierarchical company employees will seldom have had sufficient opportunities to learn the skills needed of agile teams. More likely than not they will not only lack experience in coordinating tasks, in making qualified decisions and in participating in solution-oriented dialogs. They will also lack the self-confidence and sense of self-efficacy gained from this type of experience. And now they are expected to function as self-sufficient, agile teams in no need of leadership?
Now let us paint a more drastic picture. Imagine a company in which mistakes and weak performance are meet with a negative feedback culture. In these contexts employees will not only lack the confidence und solution-orientation needed agile teams. They will also lack the necessary trust in their superiors. Both a deep conviction of one’s own adequacy as well as a sense of security are indispensable prerequisites for intrinsic motivation and a desire to take on more responsibilities. Without these two prerequisites taking on more responsibilities not only feels like a risk. It is a risk unwisely taken.
Pushing employees to take on more responsibilities while fostering a negative feedback culture is, unfortunately, a paradox that is not all that rare. Without realizing it managers are setting the stage for failure. The consequence of these contradictory messages are insecure, opportunistic and/or demotivated employees. And how do these managers react to their increasingly insecure, demotivated and/or opportunistic employees? What lessons do they learn? What conclusions do they draw from these dynamics? Not realizing that they are a key factor in creating exactly the mindset they are trying to avoid they more often than not do more of the same, assuming that the only way to deal with insecure, demotivated and opportunistic employees is an increasingly tight regime of command and control.
In short: Command-and-control communication is very destructive in terms of intrinsic motivation. It has all the components of a self-fulfilling prophecy and all the ingredients needed to create a spiral of demotivation and mistrust.
The Downward Spiral of Mistrust
What we then see is a negative spiral. The lack of trust in employees leads to increasingly detailed instructions and controls. The self-confidence and motivation of the continually disempowered employees slowly begins to erode. Demotivation and a reduced identification with team goals and quality criteria are probably the most common but not the only possible consequence.
Employees that have a strong inner drive to achieve something and go forward in their careers might react differently. Lack of trust and controlling behavior will reduce both their identification with team and company goals as well their willingness to cooperate just as it will with any other employee. There drive to succeed might, however, remain intact. What superiors have then done with their controlling behavior is sown the seeds for opportunism, micro politics and power games.
The Upward Spiral of Trust
The good news is that it is not only lack of trust that can function as a self-fulfilling prophecy. So can trust. What we then experience is the dynamic of a positive upward spiral of (self)-confidence, identification with team and company goals, cooperative behavior and high performance teams.
Trust is a strong motivator. Trust begins with confidence. Showing your employees that you trust them and have confidence in them is a sign of deep respect and appreciation. With the trust you place in them you are also expressing an expectation. The trust placed you place in someone almost always act as a strong motivator, driving them to do what it takes to fulfill your expectations and not disappoint you.
Collaboration based on mutual trust has in addition the positive side effect of reducing complexity. Trust is, however, not only a cognitive affair. In order to truly understand the impact trust can have on working relations we need to consider the emotional benefits. Trusting someone means being able to rely on them and to be sure they mean well by you. And being able to do this gives us a deep sense of security and safety but also of belonging and solidarity.
Those who are not able to trust are actually in many ways actively creating an environment in which they constantly have to second guess everyone’s actions and motivation. They are inadvertently creating a world in which they constantly have to be on your guard in order not be taken advantage of or double played. Trust-based leadership means creating an environment, in which being able to rely on each other to do their best to both support each other individually and meet team goals – giving you and them the security all of you need to focus on challenging operative tasks and on pressing strategic issues.
Having your trust abused hurts…as does not being trusted!
Having your trust abused hurts in a very literal way – as does being mistrusted. This is due to very fundamental needs common to all human beings.
Experiments in game theory show that probands more often than not prefer not to receive any reward than accept one they experience as not being fair. The most well-known of these experiments are the ultimatum game and the dictator game..
There is a reason for this that can be explained with the results of neuroscientific studies. Perhaps you can guess what it is based on your own experience with unfair treatment? Being treated unfairly hurts. Neuroscientific studies have shown that when participants feel unfairly treated the anterior insula is activated. This is a region of the brain responsible for processing pain, disgust and also the part of the brain that is activated in conflicts. The need to be treated fairly is apparently not restricted to human beings. Animal experiments have shown that monkeys and dogs that witness other animals receiving a better reward than they do, refuse to go on doing the tricks they would have to do to get their treats. Sometimes not receiving any reward at all feels better than accepting the degradation inherent to an unfair reward. Perhaps you are familiar with the feeling?
What does all this have to do with trust? Reciprocity and the concept of being treated fairly are basic social norms common to all human societies and also apparently to some animal societies. We all have a deep need to trust and be trusted. We have a deeply felt need to trust that we will be treated fairly and that basic norms of reciprocity will be upheld. This is a fundamental prerequisite for any form of cooperation. This raises a couple of very important questions: If trust is so essential and fundamental to how people function as individuals and social beings, why, then, do some people find it so difficult to trust others? Perhaps because we know from experience that there are people that engage in opportunistic behavior, micro politics and power games? But why is it that people engage again and again in behavior that erodes the very foundations of trust, chipping away at the very kit that holds our societies, companies and teams together? And, perhaps more importantly, how can we create environments in which people are more likely to engage in trust building activities than in the socially destructive behavior of opportunistic micro politics and power games?
The Fundamental Dilemma of Trust-Based Leadership
In order to gain and maintain an competitive edge in dynamic and volatile markets companies need motivated, creative and responsible employees. In order to unleash their creativity and develop a sense of purpose employees need executives leaders that trust them and have confidence in them. Only then will they get the space and be provided with constructive feedback they need to become truly engaged. Only then will they have the courage to find innovative solutions continually changing challenges.
Trust-based leadership means resolving a fundamental dilemma that has both cognitive and an emotional elements. Work is no longer characterized by routine tasks, standardized procedures with a set of clear cut when-then rules and quality criteria. To many managers leaving finding solutions to ever changing problems feels irresponsible and risky. For many a hands on approach where they are directly feels like the only responsible way to function in our high speed and very complex world. Leaving it up to their in part unexperienced teams raises not completely anxiety having to do with the sense of a loss of control.
The type of anxiety many leaders experience in these situations is a result of a very real dilemma: Trusting means relinquishing control. The higher the stakes the more difficult it becomes to deal with anxiety based in a loss of control . And this is a result of a very real dilemma: Trusting means relinquishing control. The higher the stakes the more difficult it becomes to deal with the loss of control and the ensuing anxiety.
At the same time many leaders feel they have no choice.. The higher paced their work is, the more complex and specialized the tasks at hand the less functional their hands on approach. They in other words must let their employees work independently. They must relinquish control.
Trust-Based Leadership and the Leap of Faith
People often associate trust with a "leap of faith". In the skate boarding community theleap of faithis the name of a 6 meter jump from a staircase in an American high school in California. This jump is known as one of the most difficult jumps in the world. No one has managed it so far without getting seriously injured.
Managers risk a lot when base their trust on a leap of faith. If employees don't deliver the costs may be high – from financial losses, to legal consequences, job opportunities and reputational damages. But there are not only the possible and very real practical costs to consider. The emotional costs might end up being very high even if employees are in fact up to the task, delivery high quality results.
Trust based on a leap of faith is very likely to end in double binds that are emotionally damaging and absolutely toxic when it comes to intrinsic motivation.
The term "double binds" is used to describe a situation that is emotionally damaging and absolutely toxic when it comes to intrinsic motivation. Double bindsis a term used in psychology to describe situations of dependence when those in the “dependent” party is constantly bombarded with contradictory messages and expectation. Let us take a look at a typical example. Let us imagine an employee who is continually confronted with the expectation that he or she take the initiative, takes on the responsibility of making decisions and finding his or her own solutions to problems and challenges as the arise. And now imagine this very same employee is periodically put down for making the wrong decisions because she is making decisions that are different from what her supervisor would have made in her situation.
As a result he is given the feeling he is not up to the task and every decision he does make feels like an incalculable risk. What leaders are then saying is basically:"I expect you to take responsibility for dealing with all the challenges of your work on your own although I don't really think you have what it takes to get the job done."
At times the message even seems to read as follows: " Deal with the challenges of your job as you see fit but also as I see fit even thought I can't really tell you how that would be since it is your area of expertise and not mine. " The invitation to take the initiative in finding solutions then feels like a trap. It might go well one or two times. In the long run you are bound to lose.
In the long run everybody loses. Even driven, engaged and performance oriented employees will eventually begin to lose their self-confidence and their motivation. Sadly this is a pattern I have observed many times. And tragically it often occurs without any harmful intentions. It is simply a consequence of the fundamental dilemma of trust-based leadership.
Trust and Double Contingency
Trust has to do with a phenomenon described in Luhmann's systems theory as double contingency. Imagine you were to meet a complete stranger in the middle on a deserted street in a crisis situation in which you needed help. You of course wouldn’t know if he is trustworthy or not. Hence the situation is contingent. If he is trustworthy it might be a good idea to reveal your vulnerability and ask for help. If not he might take advantage of your situation. Systems theorists speak of double contingency because my for the stranger the situation is also contingent. Perhaps I am not trustworthy and my plea for help is part of a scam. Neither of the involved parties has a well-founded basis for trusting the other person. In many ways our lives consist of a series of events in which we are constantly confronted by the double contingency of social interaction. No matter how well I know a person, no matter how much we have been together every situation is in some ways new and it always takes at least a very small leap of faith to place one’s well-being into the hands of another human being. So how then to people manage to build trust? Why are people not constantly suffering from the emotional destress of double contingency?
Trust that has a healthy foundation is not based on a leap of faith, at least not primarily . Rather it based on a process built on both cognitive and emotional pillars. “What?!“, you might be thinking. Building trust on cognitive and emotional pillars might sound very similar to control. And hadn’t we already established that control is detrimental to intrinsic motivation and juxtaposed to trust? Are we moving in circles here?
No. We are coming to a crucial distinction for trust-based leadership: Understanding the difference between control and what it takes to create an environment in which trust can grow and become a stable foundation for cooperating and facing challenges together.
Building Trust means Building Bridges
What managers and employees need are not fear-inducing leaps of faith. They need bridges, bridges that help them overcome the gaps both between what they know and don't know and between their expectations and the abilities of their employees.
Bei der Gestaltung von Vertrauensbrücken ist es wichtig, sich als Führungskraft selbst gut zu kennen. Ich will keine wackelige Hängebrücke, sondern eine Brücke, die für mich in meiner gegenwärtigen Situation mit den ganz konkreten Mitarbeitern, den ganz konkreten Aufgaben und meinen ganz konkreten Bedenken und Unsicherheiten eine solide Grundlage bildet. So sind beim Bau von Vertrauensbrücken ganz wichtige und absolut essentielle Zutaten: Selbstwahrnehmung, Selbstempathie und Selbstreflektion.Qualitätskontrolle als VertrauensbrückeEin Kernelement jeder Vertrauensbrücke ist und bleibt die Qualitätskontrolle. Aus führungspsychologischer Sicht ist Kontrolle aber eine heikle Angelegenheit. Kontrolle kann schnell als Zeichen von Misstrauen und fehlendem Zutrauen gedeutet werden, der Hinweis auf Mängel unangenehme, teils sogar aggressive Rechtfertigungsdebatten auslösen und auf lange Sicht demotivieren. Wie kann ich aber Qualitätskontrolle so gestalten, dass sie als Vertrauensbrücke funktioniert, und nicht geradewegs in die oben beschriebene Spirale des Misstrauens führt?Entscheidend ist das Augenmerk und den Fokus auf die Inhalts- und Sachebene zu richten. Nicht die Person wird kontrolliert. Die Arbeitsergebnisse werden gemeinsam anhand transparenter, gemeinsam entwickelter Qualitätskriterien kontrolliert. Der Arbeitsprozess wird gemeinsam mit Blick auf Hindernisse, Herausforderungen und Stolpersteine im Sinne einer kontinuierlichen Prozessoptimierung und bei Qualitätsmängel im Sinne von Ursachenforschung evaluiert.Häufig wird in diesem Zusammenhang von einer Trennung zwischen Sachebene und Person gesprochen. Um Qualitätskontrolle als Vertrauensbrücke gestalten zu können, ist es aber wichtig sich zu vergegenwärtigen, dass auch wenn die Sach- und Inhaltsebene im Fokus ist, sie nie ganz von der der Person zu trennen ist. In der Regel und idealerweise identifizieren sich Mitarbeiter mit ihrer Arbeit. Arbeitsergebnisse in einer entsprechenden Qualität zu liefern, ist ihnen ein persönliches und wichtiges Anliegen. Nur wenn meine Mitarbeiter sich auch mit ihrer Arbeit identifizieren, habe ich intrinsic motivation.. Und nur intrinsisch motivierte Mitarbeiter sind bereit und willens in Verantwortung zu gehen.Vertrauen – eine Frage des MindsetsVertrauen und Verantwortungsübergabe ist also auch eine Frage der Haltung und des Mindsets. In meiner Führungsrolle bin ich mir sehr bewusst, aus welcher Haltung heraus ich das Gespräch gestalte und welche die darin enthaltenen Beziehungsbotschaften sind. Idealerweise transportiere ich bei der Qualitätskontrolle die Erwartung, dass meine Mitarbeiter vor allem von Erfolgen und Leistungen zu berichten haben werden. Mein Anliegen ist es, mich zu informieren und dabei meine Wertschätzung und Anerkennung für das Geleistete auszudrücken.In meiner Verantwortung und Rolle als Führungskraft gilt mein Augenmerk auch dem Arbeitsprozess. Gerade wenn ich noch dabei bin Vertrauen aufzubauen und Verantwortung zu übergeben, ist ein kontinuierlicher und regelmäßiger Dialog über den Arbeitsprozess nicht zu unterschätzen. Ich frage regelmäßig und ausdrücklich nach aktuellen Herausforderungen und Hindernissen.Mit meiner Haltung sorge ich dabei für eine Gesprächskultur, in der Transparenz und Offenheit gewürdigt und wertgeschätzt werden. Hindernisse und Herausforderungen werden nicht als Fehlschläge, Niederlagen und Scheitern gerahmt. Sie werden als Herausforderungen, die zum Arbeitsalltag dazu dazugehören und überwunden und bewältigt werden müssen, verstanden.Ich bin weder daran interessiert, die Schuldfrage zu klären noch ist es mein Anliegen zu kritisieren. Ich bin aber auch nicht geneigt, bei Fehlschlägen die Verantwortung wieder an mich zu nehmen.Mein Anliegen ist zunächst die Perspektiven und Sichtweisen meiner Mitarbeiter zu verstehen, ihre Ideen und Lösungsvorschläge aufzunehmen und erst dann meine eigenen einzubringen. Mit dieser Haltung bin ich der Lage eine sehr förderliche Beziehungsbotschaft zu transportieren. Ich zeige und stelle gerade dann, wenn meine Mitarbeiter verunsichert sind oder Unterstützung benötigen, klar wie ich meine Rolle und Verantwortung als Führungskraft verstehe. Meine Aufgabe ist es meinen Mitarbeitern im Schulterschluss beizustehen. Mein Anliegen ist es, Schwierigkeiten gemeinsam und auf Augenhöhe zu begegnen und zu lösen.Die häufig mit Qualitätskontrolle assoziierte Haltung „judgment and controlis replaced by a mindset of shared responsibility and collaborative effort.This mindset is embedded in a continual and open dialog “. Eingebettet ist diese Haltung in einem kontinuierlichen und offenen Dialog auf Augenhöhe über Qualitätskriterien, Arbeitsziele und -anforderungen, über übergeordnete und strategische Ziele.Vertrauen und TransparenzVertrauen zu fördern und Verantwortungsübergabe konsequent zu leben, bedeutet Transparenz zu sichern mit Blick auf
Coherence is essential for the development of trust. Only if what I say and how I say it are coherent with what I do, ein stimmiges Ganzes bildet, werden mir die Menschen in meinem Umfeld vertrauen. Die Wahrnehmung von Ähnlichkeiten und Übereinstimmungen mit Blick auf Ziele, Interessen, Werte, Normen, Einstellungen und Arbeitsweisen bildet eine weitere Grundlage für Vertrauen. Die Wahrnehmung von Ähnlichkeiten fördert das Empfinden von Empathie und die Identifikation mit meinem Team und anderen Mitarbeitern. Wenn ich das Gefühl habe, sie und ich sind uns ähnlich, gehe ich, oft unbewusst, davon aus, ihre Gefühlswelt, ihre Motive und ihre Handlungen verstehen und damit auch antizipieren zu können.
Building trust is, however, not only about understanding differing perspectives it also has an emotional component closely related to familiarity and intimacy. In German there is the familiarity is called “Vertrautheit”, which is of similar to the German word for trust “Vertrauen”. It is a scientifically proven fact, that it is easier for us to trust people we perceive as being similar to us. If they have a similar manner of dressing and talking they feel predictable and we – mostly unconsciously and sometimes erroneously – assume that they share our values. The unfamiliar is, in contrast, always to some extent threatening. Our brains have a tendency to fill the unknown, all the little "black boxes" in our interpersonal relationships with assumptions. And when tensions and conflicts arise these assumptions lead to insecurities, doubts, fears and stigmatization – all of which is an excellent foundation for the development of a downward spiral of mistrust.
Schaffe ich wiederum ganz bewusst Gelegenheiten sowohl für ein geselliges Beieinander und Teambuilding, bereite ich den Boden für eine solide Vertrauensgrundlage. Diese Gelegenheiten liefern ganz nebenbei eine hohe Dichte an verbalen und nonverbalen Hinweisen über das Innenleben der Anderen. Sind meine Mitarbeiter sich auch persönlich vertraut, wird nicht nur im ganz normalen Berufsalltag ihre Kooperationsbereitschaft, Lösungsorientierung und Lust an der Verantwortungsübernahme steigen. Das Wohlwollen und die Nähe, die in diesen Räumen erzeugt wird, werden helfen mich und mein Team über schwierige Gewässer sicher zu tragen.
Finding the Right Mindset, Practices and Routines
Trust-Based Leadership is based on a complex interplay of mindset, leadership practices and routines. All efforts to implement agile tools and practices are bound to fail without having laid the groundwork for cooperation based on trust. If you want help developing solutions tailored to your specific goals, situations and challenges let us know.
Find out more about our Leaderhip Training and Leadership Coaching.