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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.

122 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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No one likes annual performance reviews. Managers hate doing them and employees hate getting them. Instead of wasting time on this, I suggest totally eliminating the annual perforance review.
Hack by Marton Jojarth on June 30, 2015
Outside the world of academics popular culture splendidly captured the corporate imperative with the clarion call of “Show me the money!”   That demand is more incessant today with an ever i
Hack by János Pál NÉMETH on December 15, 2011
Implement a performance review mechanism that allows every employee to give themselves an "A" at the beginning of the period and then summarize what they are going to accomplish to earn that A.
Hack by Akash Sah on September 20, 2010
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
Development of a transparent employment process that results in not only the best person for the position being appointed but also keeps that person by making the company accountable for all promises
Hack by Andre Basel on February 28, 2011
 staRHs is a very simple way for HR to drive purpose, autonomy and mastery into the enterprise. Every colleague can log onto their staRHs account and distribute stars to any colleague who th
Hack by Heiko Fischer on November 18, 2013
Co-Authored By Angela Maus
Today it is easy to acquire quality Knowledge and the power job to apply Knowledge. The difficult part is making sound judgments. Ignorant diagnosis are common.
Hack by Raj Kumar on November 1, 2010
Inmost transformation efforts, changing the transparency of financialdata including salaries is like losing the last five pounds.
Hack by Susan Resnick West on July 2, 2011
In the past 10+ years I have not met a single organisation that does not work with external 3rd parties in some form e.g. cloud service, channel distribution, product dev, legal etc.
Hack by Ian Stobie on April 30, 2012

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