Do you trust the people who work for you?

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McGill Consulting Group Infographic
McGill Consulting Group Infographic

3 ways to build trust in your organization.

Dubai, United Arab Emirates, October 4, 2012:  Over two thirds of middle managers in the GCC don’t trust their direct reports.  At the same time, 53% of middle managers don’t trust their bosses. Nader Sabry Managing Partner at McGill Consulting Group expressed his concerns saying “too many firms fail to meet their performance targets and achieve their growth prudential sole on the lack of trust” he also added that “trust is often seen only as an interpersonal skill, whereas it should also be developed as a management competency”.

Trust is the ingredient that makes a company work, an economy grow and a society progress.  Trusting the people that work for you is about ensuring your people make honest and ethical decisions. Trust is even more important today as organizations struggle to grow with less staff and fewer resources.

Often many firms face projects not getting done on time or within budget.  However, when digging bit deeper into this, the managers often become too trusting of his/her team.  Although this might seem like a great thing, it often lowers the barrier for accountability.  This happens as they assume past performance will continue.   The end result is the loss of trust by the leader in his managers and managers in their employees.

At McGill Consulting Group, we often see trust dealt with as a personal issue not a management competency.  We believe that trust is a competency that needs to be built and managed.  This competency is key in ensuring trust.   Three steps in building this competency are:

  1. Get the entire story.  Allow your managers to tell you the whole story.  Understand all perspectives, what happened, why it happened, what was done about it.  Realize that often the managers are lost in the details and have lost sight of the bigger picture.  Its important, to guide your managers linking both details, and the bigger picture within the context of the issues being faced
  2. Make suggestions.   Ask your managers, what they plan to do to solve the situation.  Ask the right questions that challenge assumptions in a non- hostile way. Such questions should encourage open and honest discussion to finding alternatives not limitations.
  3. Gain agreement. Don’t conclude a discussion without an action plan.  Be sure, there are deadlines, milestones and measures where appropriate.  Identify where performance improvement is needed and support your managers to improve.   Always agree with your managers, you will support them with improvements in return for their commitment to the action plan.

Without consistent follow-up improvements will not take place.  Intense supervision isn’t the answer so leaders need to find away to be consistent without micro managing.  Trust is an essential competency of leadership.

About McGill Consulting Group

McGill Consulting Group is a leading management-consulting firm, helping the businesses, governments, and institutions address their biggest challenges by helping our clients gain advantage, innovate and add value to their customers.

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