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Increase trust, reduce fear

“The most critical challenge for any organization is to enlarge the circle of trust.”

Command-and-control systems reflect a deep mistrust of employees’ commitment and competence. They also tend to overemphasize sanctions as a way of forcing compliance. That’s why so many organizations are filled with anxious employees who are hesitant to take the initiative or trust their own judgment. Organizational adaptability, innovation, and employee engagement can only thrive in a high-trust, low-fear culture. In such an environment, information is widely shared, contentious opinions are freely expressed, and risk taking is encouraged. Fear paralyzes, mistrust demoralizes—they must be wrung out of our management systems.

120 Stories
239 Hacks
22 Barriers

Increase trust, reduce fear

“The most critical challenge for any organization is to enlarge the circle of trust.”

Command-and-control systems reflect a deep mistrust of employees’ commitment and competence. They also tend to overemphasize sanctions as a way of forcing compliance. That’s why so many organizations are filled with anxious employees who are hesitant to take the initiative or trust their own judgment. Organizational adaptability, innovation, and employee engagement can only thrive in a high-trust, low-fear culture. In such an environment, information is widely shared, contentious opinions are freely expressed, and risk taking is encouraged. Fear paralyzes, mistrust demoralizes—they must be wrung out of our management systems.

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Implement a revolutionary, transparent corporate environment that: (1) allows meritocracy to assert its proper influence on the decision-making process; (2) eradicates the power of brow
Hack by Alice Huang on June 25, 2010
Taking the road less traveled requires experience not only of knowing the rewards of success but also understand the impact of failure.
Hack by Anupam Kahol on October 1, 2010
Top executives’ tentatively agree on the BIG Rocks (strategic changes).  Then provide the Big Rocks to managers and staff and ask them to identify what they think are the Big Rocks.  The res
Hack by George Neufeld on November 27, 2012
To bring about a person’s full capacity is true motivation.  In order to accomplish such a goal an incentive program in which personalized incentives are executed for each employee will result in
Hack by Devin Stewart on March 15, 2011
This hack begins the process of changing a Management 1.0 organization’s culture by recognizing that an increase in personal freedom must be accompanied by an increase in personal
Hack by Chris Grams on April 30, 2012
The major barrier to expansion of leadership capacity within organizations and beyond is common sense and meaning of words/terms 'leadership' and ‘leader’, obsolete but dominating paradigm that ‘leade
Hack by Oleg Derevianko on July 11, 2013
There is overwhelming agreement among leaders that team members should receive performance feedback real-time, as opposed to just during annual or even quarterly reviews.
Hack by Marton Jojarth on August 12, 2015

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