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Building Trust
- 1. EXPLAIN HOW DOES A COMPANY DEVELOP A TRUST? BE SPECIFIC. Presented By Chhavi Raina PRN : 9030241006
Editor's Notes
- Trust is a decision, a commitment, a pact and a bond that builds and connects. Trust is shared values. Trust empowers by the questions it removes. Trust is brave and vulnerable. Trust is not sparing my feelings. Trust is the hard truth spoken gently. Trust is knowing and believing, giving and receiving without hesitation. Trust is not wondering whether what I say is true, whether I will follow through, whether my thoughts and feelings will change when I’m talking to someone other. Trust is knowing you are safely invested and protected. We can lose it before we have it or find where we least expect it. Trust can be given, but not invented, stolen, or demanded. Trust is a delicate sculpture we build through relationship, communication, thoughts, and behaviors. Once it’s shattered we can’t glue it back together. The only replacement is remaking the sculpture. Like wellness, generosity, or kindness, we’re most reminded of its value when it’s gone. In the end trust is knowing you are the same when I’m not there … Trust is keeping promises, even the unspoken promises. Not every trust relationship is that of two life-long friends who communicate with or without words. But imagine if that were so. Trust is a risk, venture capital. It’s a gamble with a friend, a lover, or a business. Trust is us leading and leaning on each other when the outcome isn’t clear
- It’s is like believing in God. No one has seen God but we trust God exists. Why do we trust that God exists? Because this trust gives us the positive energy and vibes therefore that someone is there to take care of us in the turbulent times when we need support and guidance all the more. So building trust in people in an organization is basically conveying to people that Organization is there to take care of them and their growth lies in the growth of the organization. This belief has to be further reinforced and reflected through the organizational values/culture/mission and vision.
- Integrity . Exhibiting basic honesty and moral character are keys to demonstrating that you are trustworthy. A person of character can be trusted to do what is right even when there is "no controlling legal authority" because they are guided by internal standards. Reliability . Trustworthy people are consistent, dependable and stable. Their actions are congruent with the values and principles they espouse. They keep their promises. Fairness . Being fair means making unbiased decisions and not taking advantage of people just because they are in a weaker bargaining position. But, being perceived as fair also requires managing others' perceptions. In order to be perceived as fair, a manager should make standards clear and take the time to explain decision-making processes to the people affected by them. Caring . We have all been taught to make rational business decisions and to not let our emotions bias our decision-making processes. Rationality is important, but emotions shouldn't be completely ignored. The most trustworthy managers are the ones we can talk to about our worries and frustrations because they care. In contrast, impervious managers show they have no interest in hearing about what concerns us, and we do not trust or feel close to them. They treat us like nonhuman resources, and we will not go above and beyond the call of duty for them. Openness . Trustworthy managers keep confidences, but they do not keep harmful secrets or have hidden agendas. Open information sharing is a reciprocal process. We tend to withhold information from people who seem to resist opening up to us. Competence . Trustworthy managers perform their roles competently. Subordinates do not put their faith in incompetent managers, even if those managers are fair and caring. Loyalty . Trustworthy managers also show through their actions that they are willing to protect and defend their subordinates when they make mistakes or during times of crisis. This kind of trust is particularly important during times of innovation and change because of their inherent risks.
- Invest in employees . Provide training and development experiences for employees. Provide benefits packages that symbolize a concern for employees and their families, such as maternity/paternity leave and elder care. Promote open communication . Practice an "open door" policy that permits all employees to share their concerns with management. Regularly survey employees to obtain their input and respond to the survey's findings.
- Invest in employees . Provide training and development experiences for employees. Provide benefits packages that symbolize a concern for employees and their families, such as maternity/paternity leave and elder care. Promote open communication . Practice an "open door" policy that permits all employees to share their concerns with management. Regularly survey employees to obtain their input and respond to the survey's findings.
- Trust is about building relationships, where quality is important not the quantity. It takes years to build trust and a second to break it. any organization irrespective of size and number is basically based on relationships. Culturally rich organizations have smooth healthy relations and associates nurture relations intelligently and not to forget, with maturity. Higher the maturity levels, I believe higher would be positivity in the culture enabling growth as well. Culture in an organization is dynamic and not static as people in an organization too change and are not there for the lifetime. And I strongly believe it is basically the managers and the leaders in the organization who shape the culture of an organization hence impact on the leadership style with the change of people is quite justified. I strongly opine that the role of HR to uphold the overall organizational strategy to sustain a positive and healthy culture is all the more critical and vital to develop and inculcate cultural richness and high levels of maturity in the existing/acquired talent. HR operations could become quite mundane an activity unless dealt with *routine art* again only to fetch best outcomes overall. HR in any organization essentially needs to play the role of an ambassador nurturing all the relationships, passing on the positive vibes about organizational health while supporting management to sustain its growth levels focusing upon the future development goals and strategies.