How To Build Trust In The Workplace
With the economy in recession and the difficult times that loom over, ethics seems to take a back seat in some corporate and even government circles. Everyday day seems to bring reports of layoffs. It is no surprise that 62% of people are reportedly less trusting of businesses now than a year ago, according to a recent Edelman survey across 20 countries.
John G.Agno highlights his point that that trust and a good reputation in the marketplace is most aided by a "strong, stable strategy," with the example of Southwest Airlines, a company with the same business strategy for nearly four decades, and one that has managed to largely avoid the blows dealt to other airlines in recent years.
Example of Southwest Airlines was again cited by Mary Jo Asmus at Intentional Leadership. According to her another way to build trust in the market place is in the concepts of servant leadership and sharing of power.
None of these strategies work when the organization is facing mass layoffs and fighting for its very survival. Believe it or not, even this ordeal can be a careful trust-building exercise. After all, the fact that the organization is going through this trial matters less than how the organization goes through it.
The way an organization handles layoffs will directly affect its reputation in the industry and possibly even the entire marketplace when good times resurface. It's very important that you take care of the people who have brought so much to the table for so many years.
No one is asking you to spend a fortune on them, how well your laid-off employees fare is a strong indicator of how much trust will be placed in your organization in the future.
John G.Agno highlights his point that that trust and a good reputation in the marketplace is most aided by a "strong, stable strategy," with the example of Southwest Airlines, a company with the same business strategy for nearly four decades, and one that has managed to largely avoid the blows dealt to other airlines in recent years.
Example of Southwest Airlines was again cited by Mary Jo Asmus at Intentional Leadership. According to her another way to build trust in the market place is in the concepts of servant leadership and sharing of power.
None of these strategies work when the organization is facing mass layoffs and fighting for its very survival. Believe it or not, even this ordeal can be a careful trust-building exercise. After all, the fact that the organization is going through this trial matters less than how the organization goes through it.
The way an organization handles layoffs will directly affect its reputation in the industry and possibly even the entire marketplace when good times resurface. It's very important that you take care of the people who have brought so much to the table for so many years.
No one is asking you to spend a fortune on them, how well your laid-off employees fare is a strong indicator of how much trust will be placed in your organization in the future.
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By Dimas Prast
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