High-trust companies report 74% less stress, 106% more energy at work, 50% higher productivity, 13% fewer sick days, 76% more engagement, 29% more satisfaction with their lives, and 40% less burnout than people at low-trust companies.
“The Neuroscience of Trust,” Harvard Business Review, 2017
Here’s a classic situation:
A business falls short of hitting performance goals. Leaders pull a series of levers: Fire and hire top leaders, re-analyze the market data, host a strategy retreat, execute a reorg, roll out new strategic priorities, cross fingers.
It’s mentally and emotionally draining work for employees, but it’s intended to drive performance. “Onward!” they say.
And then it doesn’t work. Goals are missed. Engagement is low. Turnover is high.
Yet leaders ask, “What’s getting in the way of execution? Of productivity?”
The lever that was overlooked was employee trust. When trust and buy-in aren’t there, neither is performance. In other words, the crew isn’t willing to go to the Moon unless they know the plan, understand their role and feel safe with the captain.
Funny (or unfunny) enough, building a high-trust organization that inspires and motivates employees is not a competency that is intentionally developed in emerging leaders as they rise through the ranks, yet it’s fundamental to productivity and performance.
BeeKnown helps leaders augment their business savvy with trust savvy. Through executive communications and coaching, we teach and support leaders of all levels in gaining trust, buy-in and loyalty from the employees they count on to deliver.