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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.

124 Stories
238 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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As a front line supervisor, I have reconciled myself to this greatest of issues with employees; you are not treating me/us fairly. The company is not treating me/us fairly.
Story by Jim McGriff, Jr. on March 14, 2016
A small not-for-profit introduces a summer job program for youth with support from the federal government.
Story by Behzad on July 14, 2013
Feeling recognized feels amazing. At work we started a recognition revolution with StarmeUp!
Story by Laura Alfonsin on August 17, 2017
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
Inspired by what Carsten Schloter told me once. Later I found out it quite matches Christopher Avery's responsibility process Once upon a time there was a dwarf.
Story by Bernhard Sterchi on May 1, 2016
The hierarchical structures with in organizations often place accountability and responsibility with managers and executives, leaving the rest of the organization to follow what has been set as b
Story by Thabiso Ramashala on November 2, 2010
LSG Skychefs New Zealand with its parent company Lufthansa, is currently trying to implement and drive sustainable change throughout the company.
Story by Heine de Bruin on December 23, 2011
Much has been written about organizational trouble shooting, fishbone analysis, force field analysis and so on.
Story by Cheenu Srinivasan on July 30, 2010
Leading without "Title" empowers ordinary employees and lower-level specialists the opportunity to really contribute and build an organization.
Story by Francis Jeyaraj on April 15, 2013

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