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Cultivating 'Trust' in the Workplace: Everyone has a Role
Posted 1/15/2013 Updated 1/15/2013
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by Lt. Col. Sidney W. Goehring
88 Air Base Wing/Inspector General
1/15/2013 - WRIGHT-PATTERSON AIR FORCE BASE, Ohio -- Since taking on the special duty assignment of installation inspector general two years
ago, I've noted several trends while managing the base's Complaints Resolution
Program...Many of which boil down to the core issue of trust.
People are bringing more concerns to the IG than ever before, although more than 90 percent of the issues are non-IG matters. IG matters include allegations such as fraud, waste, or abuse; reprisal for having reported some wrongdoing to a responsible management, agency or congressional official; or attempts by a management official to restrict an individual in exercising the right to make such a protected communication.
Instead, we are seeing an increase in complaints pertaining to personnel conflicts between supervisors and subordinates, and even among coworkers. What are generally considered "command matters" to be resolved within an organization between individuals or with the help of unit leaders such as commanders, deputies, first sergeants, superintendents, etc., are ending up in IG channels -- either at the onset of a conflict or after attempts at using chain-of-command have failed.
When a complaint of this sort is brought to the IG, we review the allegations and evidence to determine whether a violation has occurred. What we've observed is that many perceived workplace "wrongs" stem from personality clashes, disrespectful or poor communication, confusion or disagreements over duties and performance expectations. In such cases, we assist members in determining strategies for getting the issue back into command channels for effective resolution. However, repeatedly we hear members state they don't trust their supervisor, leadership or even coworkers to professionally work toward resolving an issue.
This perception or reality of mistrust is troubling, because trust is the bedrock of all successful and fulfilling workplaces. I wish there was a quick fix to help organizations create and maintain a culture of trust, but we all know trust doesn't happen quickly or automatically. It takes a consistent, concerted effort by each individual. In discussing this trend with other helping agencies on base (e.g., equal opportunity, employee-manager relations, patient advocacy, etc.) some specific themes have emerged.
Above all, trust is based on an individual's perception of intentions. In any relationship, there must exist an implicit understanding that each person has the other's best interests at heart. Such an understanding can only be established through many small actions over time -- reinforcement of positive actions consistent with positive words -- clearly proving the other person's ideas, feelings and contributions are valued.
The 'how,' 'when' and 'what' we communicate is critical to establishing such a mutual understanding. It requires an up front investment, starting with taking time to genuinely listen to another person's ideas and perspectives in a nonjudgmental manner. In other words, getting to know a person's background, understanding what he or she values and affirming each individual as a valued person is imperative to establishing a foundation of trust. It improves interpersonal relations across units and empowers members to feel safe in offering ideas, presenting alternative viewpoints, and requesting clarification in a nonthreatening environment.
This foundation of trust is what sustains organizations and individuals through times of conflict, disagreement or mission challenges -- natural occurrences to be expected in any workplace. I truly believe most people in leadership positions want to be good supervisors and considered trustworthy so people feel comfortable and confident in coming to them for help. However, to achieve such a status, leaders must set the example by their actions and word -- before, during and after problems arise. They must demonstrate a consistent approach to modeling how members respectfully and professionally resolve contentious issues or handle setbacks. To be effective and garner employee buy-in, supervisors must be authentic, truthful and provide insight to rationale behind decisions. People can better accept constructive criticism, work through differences and live with unpopular decisions when they know deep down that opposing viewpoints are well-intentioned to help improve their individual/collective performance or for the overall good of the mission.
Taking time to establish and maintain an understanding of trust, based on mutual respect and caring among coworkers, can be an invaluable preventive and resolution measure. Even for units fortunate enough to already have a trusting workplace environment, a conscious effort to continually foster trust among coworkers and leadership can heighten job satisfaction, deepen unit loyalty and improve mission success.
My hope is that all members recognize they each have a stake in maintaining positive and professional workplaces, and feel inspired to take conscientious actions toward cultivating an environment based on trust. It's well worth the time and effort...Trust me!
(Published in Wright-Patterson AFB Skywrighter, 26 October 2012 (Vol. 53, No. 43)) |
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