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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.

125 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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I in a recent meeting with about 15 local small business CEOs I was struck by a discussion about one firm’s growth struggles.
Story by Jack McGuinness on February 2, 2011
I ran my own HR Company for over 20 years (still look after a few special clients); but decided I really needed to think about my next 10 years; to plan for those days when I was too old to keep doing
Story by Ann Andrews CSP on January 25, 2011
We celebrate failure. Everyone says that but we really mean it. We really celebrate failure - we cheer, shout, applaud and stamp our feet when people in our company make mistakes.
Story by Pete Burden on January 18, 2011
Quality Systems departments across all organizations live or die by the data they supply to their internal stakeholders.  But when plans get lost in translation, a support structure is not in pla
Story by Chris Jones on January 6, 2011
 I have had much success helping managers who need to get their teams to accept a new change.  It doesn't just happen.
Story by Terry D. Everson on January 6, 2011
As simply as that!We have to admitt the fact that nicotine is addictive, hence it will be hard to ask people to quit on smoking but surely we can create the right environemet to make them
Story by Cesar Macary on January 2, 2011
None of us is as smart as all of us - a safe, confidential and trusting peer group can be a powerful process for innovation, helping with opportunities, problems, challenges and issues of
Story by Mike Richardson on December 29, 2010
For the past 3 years, Deloitte has been hosting an enterprise social network, D Street, to build connections, enable collaboration and foster innovation across the organization.  This y
Story by Patricia Romeo on December 4, 2010

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