Leaning into trust
Organisational trust is built from the inside out.
Trusted relationships universally provide a foundation for progress and reciprocation. It takes commitment, consistency, and empathy to reap the benefits.
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With consistency in behaviour and reciprocation, trust can thrive in spite of obvious power dynamics. In these environments, we can feel safe enough to show vulnerability.
According to relationship expert Dr John Gottman, when this level of trust is combined with commitment (not perfection), it provides an essential footing for sound relationships.
Furthermore, when we choose commitment, we can lean in to the other person. With the right intention, expressing healthy disappointment and vulnerability can resolve differences. As a result, we no longer avoid or withdraw from conversations.
By making the choice to commit, we develop a psychological contract with another person. One where we form an unwritten set of promises and expectations with that person.
In working environments, a psychological contract can include informal arrangements, mutual beliefs, and shared understanding between two parties.
Detractors of trust
Power-over approaches are driven by fear and quickly destroy trust. Here are some examples:
01 Absence of trust
People and teams are reluctant to be vulnerable with one another. They’re unwilling to admit mistakes, weaknesses, or ask for help.
02 Fear of conflict and speaking up
A lack of trust prevents the flow of unfiltered, passionate debate about tasks, activities, and projects. These conversations are crucial to ensure all voices are heard and all options are considered.
03 Lack of commitment
A team with strong commitment is more likely to put in more effort. Without some conflict, teams find it difficult to commit to decisions, creating ambiguity.
04 Avoidance of accountability
Teams that don’t commit to a clear plan of action struggle to call out peers on counterproductive actions and behaviours.
05 Inattention to results
People naturally tend to put their own needs ahead of the collective goals when no one is accountable. For example, their own career development and recognition.
These detractors are signs of a power-over culture. Often, they breed attitudes, beliefs, and behaviours, where patterns of coercive control, harassment, and sexual misconduct thrive.
Exercising power over someone will see you create division, making any psychological contract null and void.
Trust in our own power
Individuals can be courageous and call out inappropriate behaviour.
By learning the appropriate language to clearly articulate what is going on, we can address these situations with more confidence.
This is a form of allyship.
In allyship, both parties must take responsibility for commitment to a psychological contract to build trust. A contract unique to each two parties, it constantly evolves in response to the their interactions.
The standards we walk past or overlook are the standards we accept. Standards that apply to ourselves, our colleagues, our friends, and our loved ones.
Recap: Leaning into trust
- Trusted relationships provide a foundation for progress and reciprocation – these take commitment, consistency and empathy to be beneficial.
- Exercising power over someone creates division – and is a major detractor of trust.
- We need to trust our own power to call our inappropriate behaviour within the workspace
Resources
To continue your exploration, check out these blogs:
Silence in no longer golden; when unchecked behaviour is part of the power problem
Why poor leadership damages trust and won’t stop people from getting sick
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