Raising the trust curve

We’ve heard a lot recently about flattening the curve. Last week when as I was catching up with Jayson Phelps, an executive search expert, I started to think about raising the curve when it comes to trust. We were talking about one of the most cantankerous issues looming over employers and employees as they wade deeper into the COVID-19 swamp: how do we raise the trust curve in our workplaces?

Jayson had just recently spoke with a newly placed leader in a high-tech role. While on-boarding is challenging enough, imagine having only a couple of months under your belt before the pandemic struck. Suddenly, this person was responsible for stewarding the transition of thousands of people from cubicles to their kitchen tables. The big boss was asking tough questions about maintaining security and about how the company would know people were “really working”, not just minding the kids or worse yet, getting caught up on the latest Netflix series.

The genie is out of the bottle

Last week, I wrote about a new prag-manity that would be required in decision making – one that balanced the pragmatic with the humane. It struck me that trust will need to undergo an equally complex recalibration.

The trust genie, so to speak, is out of the bottle. Contradictory data and opposing sentiments underscore the need to find whether your company’s trust barometer is going up or down. The story of these contrasting values begins with the Edelman Trust Barometer. Their study revealed 80% of employees in Canada and the U.S. said the most trusted relationship they have is with their employer. This level of trust is significantly higher than employees’ faith in NGOs, business, government or the media. The correlation between trust and treatment is inextricably tied. 78% of employees said it’s how they are treated that gauges the level of trust they put into their organization.

With this in mind, a Korn Ferry blog suggested while it might be a little “tone deaf”, a growing number of organizations have been installing spyware on employees’ computers. This software enables employers to take screen shots, track website visits, email and more. A performance monitoring tool, the software could be used to monitor productivity and contributions as well as determining bonuses.

Two sides of the data story

Tut, tut, the blog went on to say, this surveillance could be explained as something for the employees’ own good – to ensure security and privacy. It was posited that employees working long hours would object less because they had nothing to hide. The assumption being employees who failed to put in the required hours would object because they would be found out. When (not if) word gets out about spyware on your machine, star performers may bolt, seeking opportunities with less surveillance once things settle down. That seems to be a risk of losing trust some organizations are willing to make.

But let’s look at the other side of building trust, from the employee side. In a Business Traveller, report, data showed people are working longer days from home. Take a quick look at the graph below. Working hours in Canada, UK, France and Spain have extended by an average of two hours. Moreover, people are starting work earlier, likely because they’ve escaped marathon commutes.

Raising the curve of trust

Two-way trust is about the only thing we have to hold on to right now. The way organizations and employees nurture trust is to grant it, rather than challenging each to earn it. Earning trust is a bygone notion; it bolsters hierarchical structure, reinforces power politics and places greater value on the individual than the team.

Granting trust means recognizing structures, that were up until now, rigid and largely taken for granted will become as messy as the cottage junk drawer. As people who are working from home try to figure things out on the fly, leaders have to become less fixed on their way of doing things (viewed in some leader’s minds as the right way). As we’ve seen in health care, countries around the world are adept at improvising; there are many paths to the same destination.

Granting trust during these times means demonstrating faith. If a report doesn’t hit your desk on time or is not up to standard, have a private conversation with the person to find out what’s going on in the background. Context is everything, as Gable’s cartoon so aptly captured. If your organization finds itself installing spyware, think about how you will share its purpose and how you will be transparent with findings.

Testing what we’ve learned and how to apply it, will be essential to establishing new patterns, new codes of conduct and new ways to work. The difference now is ways of working will be co-created rather than emanating as edicts from above.

Coming clean on trust is an emerging issue for workplaces of all sizes wrestling in the pandemic ring. As a good friend of mine once said, when something good happens to a person, they may tell 3 or 4 people. When something bad happens, it goes viral. How workplaces respond to granting and growing trust will affect their financial and spiritual health not just over the coming weeks, but years to come.

There’s a lot at stake. Losing trust may leave your organization more vulnerable than the virus we are now combating.

While it’s generally acknowledged many things will not be the same after this crisis, how we renew trust must remain our NorthStar. Do your part, wherever you work to raise the curve on trust. Even the smallest acknowledgements of granting trust will go a long way.

Think hard, think twice. Think about granting, not earning trust.

A bit more to share:

Recent Reflections on leadership during the Pandemic

Pause before you decide a look at three pauses you can take to make more informed decisions during times of intense pressure and fast-moving change during the pandemic.

Lead like your life depends on it, a discussion of how leader are becoming compression experts in the face of COVID-19 with reflection on how we become more self-aware.

Subscribe to my newsletter here.

Read my blog here for more research and reflection.

Pause before you decide

woman entering a maze

Balancing the pragmatic with doing what’s right is key – knowing how to pause is in order                                                                                 Source: Burst on Unsplash

In an interview March 26 David Frum, author and political commentator, provided compelling insights into the decision-making processes gripping the White House. He spoke about how much of what was happening was framed around the President’s previous experience of fighting off multiple bankruptcies. Survival has been long etched into his psyche. Frum made an interesting observation that after survival, the President’s operating principles were based on winning and escaping.

These are the dead weights of leadership.

All of us have them. Mindsets evolve as a result of past experiences; silently, they guide our every move on the chessboard. Unchecked, they are the early authors of tunnel vision, blind spots and what we take for granted.

Today, dead weight dynamics unconsciously shape decisions being made on our behalf. Advocates of “herd immunity” have counselled a few world leaders to let COVID-19 take its course. The survival of the economy, they say, hangs in the balance. Opponents, passionately make the case for saving as many lives as possible and using whatever means available to accomplish this. Leaders are urged to creatively outthink this nasty virus, reinvent core products and services, thrashing it to bits.

Emerging from these two views is a dilemma that every country, every company, every community and every individual will find themselves facing in the coming months. They will need to become masters of “prag-manity”. I define this quality as the purposeful balancing of what’s expedient – as in what is the most pragmatic course of action and what’s right – as in what’s best for humanity.

The new yoga of leadership is the pause

In my last post, about leading during COVID-19, I wrote about leaders needing to become compression experts. But to take advantage of this, leaders need methods to pause before they make decisions. Reflecting critically is the new step back. Flexibly bending back on past experiences helps leaders to see themselves – warts and all – with a sharper, critical eye. This form of reflection is what I call the new yoga of leadership.

As leaders face unrelenting pressure to make decisions, they need to pause, exploring their own dead weight. These are the moments that cause mis-steps. Blunders we had no intention of making. Add to this the need to hastily take in expert insight while absorbing ridiculous amounts of information and you’re soon swimming in a toxic soup of assumptions. Topping it off, we are integrating all of these inputs at the pace of the last minute of a Raptor’s game. In this sense, speed really can kill.

We all know the end game in this pandemic: to make hurried, but effective decisions that are least harmful to those most vulnerable. The antithesis to “move fast and break things”.

Three pauses

It’s widely acknowledged leaders are hired because they know how to jump into action. Here’s where pause one comes into play. Stare down, acknowledge and assess the “dead weight” you may be carrying around. Think about past hurts, failures, victories and everything in between. Have these experiences made you become the bully? The hero? The victim?  Write these down. This is the scar tissue that may be clouding your judgement. Ask yourself how they could influence your ability to make a clear-eyed decision right now.

Pause two centres on improving decisions by gaining psychological and where possible, physical distance from them. How many of us have gone out for a run or taken a coffee break, for example, to find that when we return to the decision at hand, new perspectives and insights flood our mind. So make a careful calculation: confirm when you need to make the decision and then…back away. Even five minutes can make a difference. 

From there, pause three helps us find room to manoeuvre. Think of it like hiking around the perimeter of the Grand Canyon, where you take in, and make sense of, the complete vista while struggling with vertigo. Many leaders dread dizzying decision making exercises. They’re like drinking from an informational firehouse. Research reveals that decision making while drowning in data leads to poor decisions. Take the time available to visualize outcomes, peer through multiple lenses, weigh resources and constraints. On the human side, be hyper-aware of the input of those around you…and those closest to the decision. is one of the most refreshing pauses of the three.  

Making the time to master the stare down, the step back and the edge walk are capabilities worth developing. Leaders everywhere, if they haven’t already, need to prepare themselves for the pause. A few minutes of purposeful reflection can influence whether you shut down your enterprise or retool it.  Being a student of prag-manity ensures you have a fighting chance to make a decision that is both pragmatic – and humane.

Lead like your life depends on it


A door matt with an area to place home delivery

   Be open to change the way you think about leadership                                                                                                     Photo: The Atlantic, March 13, 2020

What a difference a few months makes. Were you like me on New Year’s Day?  Excited about the prospect of a new decade, eager to dive into work, optimistic this decade would be different…well, we got one of our three wishes. It’s different alright. Leading through COVID-19 will be unlike anything we’ve experienced.

Who would have guessed the most vital capability today would be leading at breakneck speed, slowing things down while getting ready to run a marathon? The key learning from previous epidemics is you can never move fast enough. Planning, however, takes time. Leaders are drinking from firehouses of intel, fuelling decisions that have unknown consequences.

Leaders are acquiring a whole new way to lead. Leaders are becoming compression experts. 

Take the example of Singapore, regarded as a country ahead in flattening the curve. Their secret weapon? Multi-faceted rapid deployment response in travel controls, patient protocols and distancing measures.

But there’s a chink in their armour: The problem? With all that methodical control, they couldn’t convince citizens to stay home. Twenty-three new cases were reported March 17. The majority are people returning home from infected areas. Another page now needs to be added into their playbook.

COVID-19 patients waiting to be tested

While patients are waiting to be tested for COVID-19, think about how your leadership will be tested in the coming year

Four Watch-Outs

As leaders grapple with the world crisis, here are four watch-outs and the accompanying questions you can ask as you stare down COVID-19.

Assess your readiness to lead. As we think about brave leaders from frontline healthcare to leadership teams working in eerie silence, I couldn’t help but remember a saying my mother would use when us kids faced tough challenges: “forewarned is forearmed”.

This is the time to take stock of what you bring to the party. It’s the moment to identify where you are strong and where you need help. It’s not a time to fool yourself. Look back. Where did you shine, when did your temper run short, when did you have self-doubt? Put those same lenses on those who work with you.

The vital work here is to identifying expertise, experience and capabilities you may not have, but need. It’s the most brutal form of authenticity – admitting we don’t know it all, can’t do it all.

Let the past inform the present – but not too much. We are living in a time of known unknowns. Remember back to when you launched out into the unknown. Ask yourself “What previous crises have I faced like this?” Times where you were literally teaching yourself in the moment. This is one of those times. Play the movie in your mind of those moments. Recall mis-steps. Map out the similarities and differences between then and now. Next, study your actions. What were the results? What would you have done differently? Document these and share them.

Become a student of the virtual voice: You will grow tired of repeatedly saying the same three key messages. But they must be said, and often. Check yourself by asking “How do I instill urgency while reducing panic?” Begin with humanity, channel your values  – and mean them.

Meet people where they are. Old-fashioned phone calls are back (!) alongside  Zooms and LinkedIn forums. Share stories and learn from each other to ease the tension. Jettison the idea of best practices, move to “next practices” that flesh out scenarios.

Rethink power: At times of crisis, the top of the house tends to grab the reins, stripping decision-making from those less senior, no matter how capable they may be. Don’t fall into this trap. This is the time to see problems by from every angle. Ask “Who’s missing from the table?” Unearth and engage those most qualified to work the problem. This is where databases like RBC’s employee skill inventory pay handsomely.

Reach back into your memory and out into your networks. No doubt, these colleagues are in the same @#!% spot you’re in.

Is COVID-19 like SARS? Yes and no. SARS was driven by exposure to infected individuals but did not spread with the ferocity of COVID-19.  Simply replicating what we did in 2002 will be not enough. As you prepare for tomorrow’s leadership, assess your strengths and reach out like you never have before. It’s not trite to say we all need to lead like our lives depend on it…because this time, it does.