Trust: the secret ingredient to innovative cultures
For over a decade, we at Maynard Leigh have been using a framework for developing a culture of trust and engagement in individuals, teams and organisations.
Our work in helping companies affect people’s behaviour suggests that the four pillars of engagement are ensuring that your people feel valued, involved, developed and inspired. We use the acronym VIDI.
When people feel valued — for who they are, what they believe and what they contribute to the company — they are more willing to fully engage in the enterprise. They need to know that their individuality counts and what matters to them is respected. The building of respectful, healthy relationships is a vital accelerant of trust. Through both their words and actions, leaders need to model a level of humanity and consistency. And they need to uncover those qualities in their people.
If people are involved, actively and early, they will feel informed and that they are part of something. This sense of belonging increases the willingness to trust and lowers the threat response. Neuroscience shows us that when change is happening the brain will have an instant sense of danger. The threat response is unconscious initially and can shut down an individual’s engagement. Involvement in the process will alleviate the threat, increase trust and build engagement.
As children, we can’t help but develop. And there is no reason why this should stop the moment we hit adulthood. Growing and developing skills are natural human drives. To learn, to mature, and to extend oneself is evolutionary. A focus on development is a powerful way of demonstrating a commitment to people and engaging them.
Constant review, coaching and feedback allow people to know how they are doing, and that they are an important part of the future. Providing development also demonstrates an investment in people and a commitment to unlocking their potential and increasing their employability.
The fourth element of VIDI is inspired and this is where we pose two questions leaders need to be able to answer. “What’s the point of you?” and “What’s your point of view?”
The answer to the question, “What’s the point of you?” reveals what value you add. Who you are makes a difference. If it doesn’t, then someone else should be the leader. Your individuality and character are distinctive. Leadership is an act of authorship. When leaders are clear on their contribution and how they add value, employees are able to choose to engage and support. And it also encourages employees to bring more of themselves to work.
The response to the question, “What’s your point of view?” reveals your perspective on the world and what matters to you. It shows where you are willing to take a stand — your principles, opinions and moral code.
The combination of the two questions (what value you add, and what values you offer), when the answers are aligned, reveals your purpose and what you find meaningful. And producing meaning is like a magnet: it draws people toward it.
When leaders are clear about the purpose of their work, articulate it, and act in support of that purpose, people are able to connect to the importance of what they are doing, are more willing to trust and to commit their discretionary effort.
Maynard Leigh Associates have been developing people’s interpersonal skills for the last three decades. To find out more about what we do, go to www.maynardleigh.com or contact us on info@maynardleigh.co.uk.
