Sains-Psikologi
In 2022, according to Gallup, only 20% of workers strongly agreed with the statement “I trust the leadership of this organization,” a 4% drop from 2019, and although in 2023 this figure had risen to 23% we still aren’t where we should be. When Ricardo Semler was CEO of Semco, a Brazilian business well known, in part, because it has almost no rules, he began questioning everything. His father had a more conventional style of leadership, but when Semler took over he began to ask some questions. Why do we need an office? Isn’t that just our ego? Why do we interview people the way we do? Shouldn’t they check us out before believing our hype about ourselves? Why shouldn’t people set their own salaries? He describes this as “looking for wisdom,” and it is based on a fundamental belief that people can be trusted. Take a look at the limits you put on your willingness to trust. Those are the limits people put on their willingness to trust you. Find ways to extend those limits until trust is baked into your culture. It can be difficult to figure out whether you have a trust problem because issues with trust don’t present as issues with trust. People don’t walk around telling you they don’t trust you, and you may believe you do trust them. The shift here starts with trusting others. Don’t start by trying to get others to trust you. How can you expect them to do something you aren’t willing to do? Besides, they’ve learnt not to trust you because of the way you’ve behaved until now. They can’t just switch trust back on. Don’t step in and make decisions for people or come up with the answers. Refuse to be the answers person, and become the questions person instead. Share information. Even the sensitive stuff. Not trusting that people can handle complexity or difficult messages is another way we demonstrate we don’t trust. You’ll have to show you trust them before they will notice how hard you’ve been working to prove you are worthy of their trust.
Fast Company