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Building a culture of trust is what makes a meaningful difference. Employees (people) in high-trust organizations are more productive, have more energy at work, collaborate better with their colleagues and stay with their employers longer than people working in low-trust companies.

55% of CEO’s believe a lack of trust is a threat to their organizations growth. But most have done little to increase trust.

Experiments show that having a sense of higher purpose stimulates oxytocin production, as does trust. Trust and purpose then mutually reinforce each other, providing a mechanism for extended oxytocin release, which produces happiness.
So, joy on the job comes from doing purpose-driven work with a trusted team.

8 Management Behaviours that foster trust

Recognize excellence. Largest effect happens when it occurs immediately after a goal is met, when it comes from peers, and when it’s tangible, unexpected, personal and public.
Induce “challenge stress”. Moderate stress releases oxytocin which increases focus and strengthens social connections.
Give people discretion in how they do their work.
Enjoy job crafting. When allowing people to chose the projects they will be involved in focus goes up.
Share information broadly. Only 40% employees report being well informed about the goals of the company.
Intentionally build relationships. Building social ties at work increases performance.
Facilitate whole-person growth.
Show vulnerability
. Leaders in high trust work-places ask for help.

The Neuroscience of Trust.  Management behaviors that foster employee engagement. HBR. Jan-Feb 2017. Paul J. Zak

Thanks and stay well!! Darren