Attend to all four dimensions – competence, motives, means and impact – if you want your business to thrive, writes Alexandra Willis
Trust, and its inverse, distrust, hold substantial sway over the functioning of a business.
Trust, broadly defined as an unspoken reliance on or confidence in the abilities, character and integrity of an individual or a group, is a mechanism that drives business as usual.
Distrust, by extension, refers to the absence of confidence in, or reliance on, those attributes. It manifests through suspicion, micromanagement, and sometimes bullying in the workplace.
Thus it stands to reason that trust is the foundation upon which successful businesses are built, and that it plays a fundamental role in fostering collaboration and innovation.
Anyone aiming to create and sustain a healthy working environment in which individuals thrive – and with them, the business – must understand the dimensions of trust.
Competence: the foundation
Competence is the underpinning dimension of trust in the workplace. Having faith in the skills, knowledge, and capabilities individuals bring to their roles might be based on their education, work experience, how they carry themselves or project their self-esteem, and how consistently and reliably these attributes are presented. So when a person consistently demonstrates her capabilities by delivering quality work, meeting deadlines, keeping commitments, and communicating clearly and openly, trust is built on the reliability of those elements.
And when team members believe in each other’s competence, the groundwork is laid for effective collaboration and achievement of organisational goals.
In high-trust environments there is a shared confidence in team members’ capability. Staff feel secure in the knowledge that their colleagues are competent and capable of delivering quality work. This trust in competence fosters a positive working atmosphere, encourages innovation, and promotes a culture of continuous improvement.
Stereotyping, perceptions and bias play a role in shaping our trust with regard to competence. Suspicion that colleagues have been hired for the sake of diversity at the expense of competence can be detrimental to building trust, so leaders as well as colleagues of equal standing should be aware of this, and do the internal work of critical self-reflection to overcome untruths. If necessary, this can be bolstered by team-building efforts.
Motives: aligning intent
Understanding colleagues’ motives is crucial for building trust. This dimension reflects the intention behind action and decisions, and affects how shared values and goals contribute to a trusting workplace. It goes without saying that good alignment in individual and organisational values contributes to organisational cohesion.
Trust is strengthened when individuals believe that their colleagues are motivated by collective success rather than personal gain. Trusting people’s intentions is synonymous with having faith in their integrity.
Integrity is the cornerstone of trust. It requires individuals to uphold ethical standards, maintain honesty, and build a reputation for strong character.
When things go wrong – particularly if there is reason to distrust an organisation’s motives – leaders have to be open and transparent in their communication with staff and the public so as not to destroy trust.
Means: action and behaviour
“Means” refers to the action and behaviour used to cultivate trust. These include whether and how people are empowered, take accountability, and resolve conflict.
Empowering people: Leaders can empower staff by recognising their strengths and encouraging them to draw on them. Demonstrating confidence in their abilities fosters a sense of trust, as does giving them autonomy and opportunity for growth.
Accountability: Accountability is essential in building a culture of trust. Leaders must establish clear lines of responsibility, standards and expectations, provide feedback, and hold individuals accountable for infringements if they are to build and maintain trust.
Conflict resolution: Policies that emphasise the importance of resolving disagreements in a manner that strengthens relationships is essential if trust is to endure.
Impact: the ripple effect
The final dimension of trust is its impact on organisational success. Trust influences many aspects of workplace dynamics, ranging from employee satisfaction to innovation and resilience.
A trusting work environment contributes to employee satisfaction, which in turn spurs motivation and engagement; innovation is inspired when people are motivated.
Trust also enables resilience in challenging times, helping organisations navigate uncertainty, adapt, and emerge stronger.
By understanding and actively cultivating competence, aligning motives, empowering others, taking responsibility, and managing conflict constructively, organisations can create a culture that fosters collaboration, innovation, and success.
Prioritising trust is not simply a strategic imperative; it’s a fundamental aspect of building successful, resilient organisations.