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I've written a lot about trust in my blog over the last several years, much of it devoted to how it relates to the customer experience and customer relationships; there have been a few posts about trust and the employee experience, as well. But I think it's time to punctuate this latter thought.
We talk and write about a culture of trust and its impact on employee engagement and, as a result, on the customer experience. But what about a culture of distrust? It's certainly not something someone brags about, but it exists. It's completely opposite of a trust culture. And it's quite toxic.
How do we get there? Very easily and very quickly, unfortunately. Especially when the wrong leadership is in place. Have you ever had an executive or an executive team that just sucked the life out of your employees, out of your culture? This is absolutely, 110% a leadership issue. Are employees smart enough to realize when the culture has turned sour, when executives no longer trust them to do the job they were hired to do? I think so. And I think they're smart enough to leave, knowing there's nothing they can do about it. Remember, employees don't leave companies; they leave (bad) managers. Or bad executives.
Why is this a big deal? Well, you know all the talk about employee engagement, or more likely, disengagement? It's important because trust is a precursor to loyalty and engagement. Without trust, there can be no engagement.
What does an organization with a culture of distrust look like? What are some of the things happening behind closed doors?
- There is a serious lack of trust. This is obvious, but it needs to be stated.
- Another given is that solid, trusted leadership is a myth in such cultures. Trust is a two-way street. It must be earned. Actions and behaviors must reflect the desire to earn that trust.
- At the same time, there is a lack of integrity among leaders.
- Executives and managers micromanage employees. They don't trust them to produce anything worthy of "shipping," as Seth Godin would say, so everything must have executive sign-off before it is distributed, even internally.
- As a result, employees are paranoid.
- Clearly, employees are not empowered to do anything.
- Employees are monitored. Everything they do is tracked. Timesheets are not just for project profitability but for tracking and monitoring. Computers are tapped into to make sure they only do what they're "supposed to be doing."
- Lack of clarity. Employees don't know what it is that they are "supposed to be doing." Or why.
- Closely tied to that is no vision or, if there is one, it is not communicated.
- There is a general lack of communication.
- If there is communication, it is not open and candid, nor is there any transparency.
- There is a lack of praise and recognition.
- Contributions are not acknowledged or celebrated.
- Office politics are rampant.
- Lawyers and legalese prevail.
- As do policies, processes, and scripts. O my. Rather than providing guidelines to work within, employees are constantly reminded to adhere to the script.
- Employees waste a lot of time complaining to each other about how bad things are.
- Mistakes are viewed as failure, rather than learning opportunities, and often end in termination.
- Employees aren't asked for feedback about the employee experience or about anything else.
What are some of the outcomes of such a culture?
- Employees are not happy.
- Employees are disengaged.
- Productivity declines.
- Employees quit.
- Employees don't recommend others to work for the company.
- Employees spread the (bad) word.
- The company reputation is smeared.
- The company is not able to hire good/the right people.
- The customer experience suffers.
- The business suffers.
Distrust all in whom the impulse to punish is powerful. -Friedrich Nietzsche