and specifically communicated , which may have reduced some negative responses . Unfortunately , volatility and change ignite the brain ’ s emotional center and prevent clear and logical thought processes . Change is inevitable ; sometimes , you may have to act fast , but the only way to appear reliable is to develop consistency in creating change . There must be a steadfast vision that anchors all decisions for your company . As an educator , my anchor has always been to put the students ’ needs first and ensure their safety at all times . By knowing and naming my purpose and ensuring all my decisions support that vision , people learn to rely on me and my decisions . As people understand the purpose of change , they begin to trust the process , which allows them to innovate and connect even when change seems overwhelming . We are in the process together because we trust that all decisions will be measured against the shared vision and purpose we have committed to . We rely on the organization ’ s and leader ’ s vision and purpose to maintain trust .
Truthfulness and reliability are two essential qualities that employees expect from their leaders . Another critical aspect of trust is understanding . It is almost impossible to trust someone whom you feel doesn ’ t understand or value you . Leaders should take the time to learn about their employees ’ values and perspectives . Sometimes , leaders unintentionally create situations that undermine their trustworthiness . For example , a survey is sent to employees to collect feedback , but the survey is difficult to complete or not widely publicized , resulting in inaccurate and incomplete results . Additionally , if leadership doesn ’ t like the survey results , they may ignore or manipulate them . This can make employees feel their opinions don ’ t matter , and the organization does not value their input . Beyond surveys , employees want more than just their opinions heard ; they want to feel that their job is meaningful and understood . Having a deep understanding of the complexities of the work and the difficulties faced by employees instills trust in leadership ’ s ability to make informed decisions and advocate for their best interests . It ’ s not necessary for leaders to have firsthand experience in a particular job , but a willingness to learn and inquire is crucial . The old saying , walk a mile in my shoes , is an excellent rule to follow . It is difficult to trust what we don ’ t understand . To foster trust , we must prioritize gaining a deeper , more open understanding of one another . This enhanced comprehension leads to improved communication and a stronger sense of community , ultimately resulting in increased trust between team members and their leaders .
Beyond understanding , sincerity is the sugar that helps the medicine go down more easily . Sincerity and understanding go hand in hand , and they can work wonders in making the process of building trust possible . Sincerity is not just about speaking the truth but also about understanding the person you are speaking with and meaning what you say . Carefully choosing your words and speaking with intention is crucial when addressing conflict and corrections . Conflict is inevitable in human relationships , and your approach can significantly impact employee relations and retention . Faking sincerity and giving half-truths can harm trust and make others lose faith in your words and actions . For example , you have an employee who has been underperforming and causing conflict on the team . There is talk of budget cuts , and while no decisions have been made yet , you choose to use this as the reason for moving this employee into another position .
While blaming the budget makes the conversation more manageable for you , that employee will go into the new environment , creating the same conflicts as before because you robbed them of the opportunity to grow by avoiding the actual problem . Your conversation was insincere , and even if the person in the room didn ’ t realize it , all the other employees who have been dealing with this employee know you were insincere . It is essential to be clear and transparent with your expectations and provide authentic connections and opportunities to learn and grow . Avoiding the actual problem and blaming external factors like budget cuts can create a false sense of sincerity and harm the growth and development of employees . It is essential to say what needs to be said in a sincere and helpful way to maintain trust .
Finally , the last and most challenging aspect of building trust is time . You can work diligently to make truthful decisions and interact honestly as a leader . You can also apologize when you make mistakes and practice transparency with your staff . You can focus on ensuring your reliability in decision-making and change processes by maintaining a clear vision and purpose . You can even request quality feedback and seek to understand the needs of your employees while being sincere in your interactions and when handling conflict . However , with all these great approaches and strategies , building trust takes time . Building trust requires repetition and consistency . Small actions , repeated consistently , can dramatically change the culture of any organization . The question is whether the change will be for the better or worse . Time proves everything . If you wish to increase employee commitment to your organization , as leaders , we should focus on building a culture that emphasizes and prioritizes TRUST . Truthfulness , reliability , understanding , sincerity , and time are the action steps required for success .
Dana Rosen is assistant director of transportation services - student safety and support – at Cypress Fairbanks ISD in Harris County , Texas .
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