Quite often I write about trends that CTOs and executives should be aware of but sometimes I will revisit core concepts that are exempt from the hands of time. Several years ago I read a fascinating article in the Harvard Business Review, in it Professor Paul J Zak, founding director of the Center for Neuroeconomics Studies at Claremont Graduate University, talked about trust. I am a big fan of Patrick Lencioni who often speaks about trust with his ‘Lencioni Trust Pyramid’, but that is for another blog post!
We can all relate to trust but as technology leaders we know first hand if we are not trusted by our team then failure will not be far off. This is a core concept and in my opinion is by far THE most important point of note for an effective leader.
Paul J Zak had a LOT to say about it too and conducted studies with his teams for decades. He drew several conclusions that hold true today and can be applied to instill trust within teams:
Recognize excellence
“The neuroscience shows that recognition has the largest effect on trust when it occurs immediately after a goal has been met, when it comes from peers, and when it’s tangible, unexpected, personal, and public. Public recognition not only uses the power of the crowd to celebrate successes, but also inspires others to aim for excellence.”
I am a firm believer in the carrot approach and giving recognition when due is part of that. For me praise and recognition have always been great motivators to continue the hard work.
Induce “challenge” stress
“When a manager assigns a team a difficult but achievable job, the moderate stress of the task releases neurochemicals, including oxytocin and adrenocorticotropin, that intensify people’s focus and strengthen social connections. When team members need to work together to reach a goal, brain activity coordinates their behaviors efficiently. But this works only if challenges are attainable and have a concrete end point; vague or impossible goals cause people to give up before they even start.”
It may sound like a cliche but I find that teams who have a genuine desire to work towards a goal are faced with a stressor, they will actually work towards it with greater vigor.
Give people discretion in how they do their work
“Once employees have been trained, allow them, whenever possible, to manage people and execute projects in their own way. Being trusted to figure things out is a big motivator. Autonomy also promotes innovation, because different people try different approaches. Often, younger or less experienced employees will be your chief innovators, because they’re less constrained by what “usually” works.”
This one comes down to instilling a sense of ownership and accountability, not mention it is empowering to be responsible for projects of impending triumph!
Enable job crafting
“When companies trust employees to choose which projects they’ll work on, people focus their energies on what they care about most.”
This is a great way to keep people invested in a project. When they are, accountability and a desire to make their project succeed, are high.
Share information broadly
“Only 40% of employees report that they are well informed about their company’s goals, strategies, and tactics. This uncertainty about the company’s direction leads to chronic stress, which inhibits the release of oxytocin and undermines teamwork. Openness is the antidote.”
I have noticed that when communication is restricted, tension rises in conjunction with it. For some executives, limiting communication is a power tactic but in my view that is counterproductive. Why not put everyone on the same page to ensure we all move together in the same direction.
Intentionally build relationships
“The brain network that oxytocin activates is evolutionarily old. This means that the trust and sociality that oxytocin enables are deeply embedded in our nature. Yet at work we often get the message that we should focus on completing tasks, not on making friends. Neuroscience experiments by my lab show that when people intentionally build social ties at work, their performance improves.”
I can testify to this and have seen that those who connect with each other tend to strengthen their collaboration skills and think beyond themselves to the benefit of the team.
Facilitate whole-person growth
“High-trust workplaces help people develop personally as well as professionally. Numerous studies show that acquiring new work skills isn’t enough; if you’re not growing as a human being, your performance will suffer. High-trust companies adopt a growth mindset when developing talent. Some even find that when managers set clear goals, give employees the autonomy to reach them, and provide consistent feedback, the backward-looking annual performance review is no longer necessary.”
I like to take an interest in each member of my team, it does not matter where in the hierarchy they fall. Their personal and professional growth matters to me and I have found that investment in them benefits the business through high retention and keeping the talent close by.
Show vulnerability
“Leaders in high-trust workplaces ask for help from colleagues instead of just telling them to do things. My research team has found that this stimulates oxytocin production in others, increasing their trust and cooperation. Asking for help is a sign of a secure leader—one who engages everyone to reach goals.”
I could not agree more, being vulnerable does not equate to weakness but honesty and openness, it demonstrates that we are all in it together. If I am comfortable enough to show my vulnerability, then I know my team will also be able to foster a similar openness too.
If these pointers are not enough to convince you then maybe Professor Zak’s stats might. He said, “compared with people at low-trust companies, people at 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, 40% less burnout.”
Impressive stuff!