Total trust - earned, given or assumed?

Business leaders often apply the policy “trust has to be earned”. But what if it was assumed instead? From the very start.

Barriers to trust in work life are, much the same as in our personal lives, built on the past and previous bad experiences. The irony is that, much the same as in our personal lives, it doesn’t matter how high we build those barriers - we will still get let down at times.

“The most important decision we make is whether we believe we live in a friendly or hostile universe.”  – Albert Einstein

When trust is rather an assumption than something we have to work hard to recieve, we feel reassured that we are capable of doing what we were hired to do. We feel valued. There is plenty of research that aligns with those thoughts on the matter.

Employees at companies with high trust:

– Are 50% more productive 

– Are 76% more engaged

– Are 70% more aligned with the companies purpose

– Have 106% more energy at work 

– Are 50% more likely to stay over the next year

– Are 88% more likely to recommend their company to close ones as a place to work. 

Assuming trust is not about expecting less or having a weak leadership style. It's quite the opposite. It’s about setting clear (and high) goals, providing what is needed and getting out of the way. It’s about treating people like responsible and capable adults.

Sources: The Neuroscience of Trust, Harvard Business Review