Trust is a priceless asset. Let’s discuss the value of trust in an organization.
Where We Are
Recently, someone close to me expressed deep concerns after having multiple, negative interactions with a leader.
As a result, my friend has begun to question everything the leader is saying and doing. Thus, their question about the leader’s intentions.
My response was: “This is what it looks like when trust is damaged.”
Once trust is damaged , we suspect a hidden agenda or selfish motives with each action. Worse yet, we become guarded in our responses to that leader.
In fact, openness disappears when trust erodes.
How did we get here?
With a new leader, we begin with high expectations. We’re optimistic about the future.
There’s no reason to doubt the leader’s integrity – – at first.
But then, we notice things. Minor problems that we ignored – – at first.
Gradually, these minor problems accumulate. Later incidents are more serious. And, others around us have similar concerns. For example, the leader never apologizes.
Instead, we’re expected to show blind loyalty.
What was previously written off as “give the leader time to settle in” very quickly becomes a full-blown crisis.
As such, those early “careless mistakes” now come across as either bad motives or incompetence.
Some see the leader as untruthful. Adding to the frustration, you learn that this cycle took place elsewhere. Thus, this isn’t a first-time situation for this leader.
Consequently, the value of trust becomes apparent once it’s been violated repeatedly.
Can we fix this?
So, where do we go from here?
We’re well past giving the leader any more slack. People are walking away rather than dealing with the ongoing drama.
The leader has dug in for a fight.
One option is to look for a path toward reconciliation, perhaps through mediation or some other form of outside intervention.
Ultimately, there must be some very fundamental change in the relationship between the people in the organization and that leader.
Like a frustrated spouse or partner, those in the organization are saying – – in mass – – “I’m not willing to live like this any more!”
The Precept
Proverbs Chapter 31 describes a healthy marriage. It focuses on the significant contribution of the wife.
The foundation for that flourishing relationship is virtue, Proverbs 31.10: “Who can find a virtuous woman?” Her sound character produces trust, Proverbs 31.11: “The heart of her husband does safely trust in her.”
In short, strength of character – – being trustworthy – – yields trust!
Likewise, a flourishing relationship between a leader and his/her people demands a strong character, in the form of leadership integrity, if there is to be trust.
I may be able to move forward – to resume walking – after a dramatic confrontation, such as a serious breach of trust. However, the damage may be so deep that I walk with a limp for a long time. proverbsforprofessionals.net
Apply This Today!
Can deeply damaged trust be repaired? Yes, that’s possible, but not easy. It’s likely that among the organization’s members a sizeable portion hasn’t had a problem with the leader. Other members may be willing to forgive and move on. Well, that’s assuming the leader has enough humility to admit his/her mistakes by apologizing.
Why don’t the offended people go elsewhere? That may very well happen. It’s likely some have done so already. The more fundamental question is: “Why is the excessive turnover necessary?” Shouldn’t the character of the leader count for something? Therefore, rather than demand blind loyalty, shouldn’t the leader act on Proverbs 28.25 “He that is of a proud heart stirs up strife…”?
Ok, what if the leader refuses to change? That is, what happens when the deep concerns of many are ignored? Then, most likely the chances of reconciliation are near zero because that arrogant leader will continue to offend others in the organization, leading to high turnover and continued distrust.
To the leader: remember, the critical issue here isn’t you and your term of office as the leader. Likewise, it’s not about the members of the organization. What’s most critical is the mission of the organization.
Finally, two questions for the leader:
1). What’s your agenda and your pride worth to you?
2). Why are you convinced that internal chaos is the only path forward toward organizational transformation?
I’m Dale Young. My posts share the balanced life to build wise character and guide wise behavior.
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