The Trust dynamics in an organization – Managing challenges

Vivian, the CEO of the company was addressing the team in the Town Hall of the company. In the course of his conversation with the team, answering a question, he said emphatically “Yes, for years we had been a people-cantered organization; but we are no more that. Given the industry climate and changing social dynamics, we have changed into a profit-oriented organization.” He argued that without a focus on profit, he really cannot take care of the people. He said “it doesn’t matter what are the circumstances and pressure under which people work, they have no space unless they bring results, I mean the numbers.” Vivian was certainly not wrong. But unfortunately, he had sent a message to the entire team that his concern for them was not his priority. That was indeed a paradigm shift in the focus and policy of the company.

The National Sales Manager was taking Shobith to task for losing the business with a retail chain. “But sir, you know the lack of ethics in doing business with them. But I have got 28% more business than last year.” The NSM responded “Well, business is always expanding whether it is you or someone else. But the trust I had in you that you will retain them is lost.” Shobith was absolutely disappointed on hearing this. In a normal course, every one always looks for some appreciation, some praise and some reward for the barrier he or she has broken. And when that is not recognized, they get disheartened.

Trust in the organization is one of the key factors in the organizational health. It does not matter whether it is a coporate, or a service organization, a public sector, an industry or an educational enterprise. Any message that would liquidate the confidence profile of the organization among its employees, their trust in the organization that it will stand by them reasonably in moments of anxiety will help to sustain the loyalty for the organization and furthering its interest.  Trust of the employees in the organization is indeed a part of the investment the company makes on its developmental profile and goes a long way while re-engineering the organization. The employees emotional scaffolding to the organizational dynamics during change or transformation is critical in the long run. The declining trust and faith bring about a sense of insecurity. Simon Sinek points out “The customers will never love a company unless employees love first.”

Insecurity in an organization is a psychological depressant and the employees will disengage themselves from their passion, commitment and work profile. This would not only impact the quality of performance but would send negative signals to the entire operational universe gravitating other stakeholders to the contours of depression, disinterest and disengagement. Insecurity promotes low self-esteem and an identity crisis. Such employees spend more time on looking out of the windows of their workstations to others who would be willing to invite them. As the message of a few employees on the lookout spreads into local markets, the social profile of the organization is impacted. Markets are too willing to receive such signals to nurture other competitors who wait for settling their scores in competition. One could easily see the reading on the wall in stocks in a short time.

Insecurity is the twin brother of fear. An insecure employee suffers the pain of fear. He is scared not only of the gloom he envisions about his future, but also develops fear about his survival in the organization. Next day when the individual touches the bio-metric entry system, the built-in stress is conveyed through those impulses, which unfortunately the management doesn’t understand or pretends to ignore.  The employee’s raises the question: “How long would you continue to do this?” The fear manifests into anger and hence his responses to the boss, colleagues and those in the relationship universe conveys a sense of frustration. It is said “All the talent won’t take you anywhere, unless where, without your team mates.”

Market fluctuations, profit dynamics, changing business patterns and changes in leadership are natural drivers for employee management in any organization. But the management needs to handle them with the sensitivity it needs. The role of HR is very critical in sustaining the value profile of the organization and to sustain the employee confidence and trust in the organization. Mobilizing employees to accept, co-opt and participate in change calls for concerted and focused actions.

Some organizations, while offering competitive positioning and compensations, do ensure that unrealistic dreams are set for the individuals, who in spite of their previous good performances, are unable to withstand the stress and pressure; they yield to disappointments and feel severe roadblocks in their career. They get stuck up with no intent to reverse their positional grading or finding an equally positioned opportunity. Trust is mutual and hence the employee needs to be given opportunity to put across their points of view to defend their performance. Sometimes, unequal comparisons destroy the trust profile of even the most competent workers.

There are occasions when due to market instabilities, a lay off is given, a pink slip is kept ready for some of the employees. Those at the receiving end are bound to radiate some negative feelings both within and outside the organization just as a vent of their hurt emotions. While this could be a part of the game in any organization, the company should ensure that no negative signals are sent to the market; and if any, how through their impactful branding exercises, these are set at naught.

One significant neutralizer for the insecurity or fear in the relationship management systems prevalent in the organization. Quite often, it is seen employees are willing to undergo a suffering or take up some challenges at personal costs, if they have a healthy relationship with the managers. The trust, the mutual respect and the team-play helps developing ownership of the organization or the team, thus reducing the disengagement syndrome. The employees feel that they need to share the burden as much as they shared the wealth. It is important to develop positive relationship.

In recent times, it has become necessary that HR trainings include understanding of such situations and facing the challenges of change dynamics. A good organization should work on a basic principle  “None of us is smarter that all of us.”