From mistrust to trust.

Employees but also managers are constantly grumbling about what is not going well. A constant stream of mistrust of one another.

Everyone recognizes it. During meetings, reservations, unnecessary details to bury the proposal. But we also always know how to tell what’s wrong in the workplace. The manager does not listen to the problems and the employees do not do what the manager wants. The corridors are stronger than the formal agreements.

Treatment.

One of the most important disruptive factors to achieve a well-functioning team is mutual treatment. Especially that place takes place in the corridor. Negative and above all subjective views based on the limited perspective of the individual. Either we do not know which considerations underlie the other person’s decisions and actions or we close ourselves off because our own interests prevail over team interests.

Transparency.

To start with the latter. Often we don’t know or don’t want to know what’s going on. The manager, who is guided by financial considerations, has little understanding from the workplace because people often do not understand how these considerations are made. For example, the difference between direct expenditure, costs and investments.

The workplace sees that they have to cut back on staff and certain habits that cost too much money. [expenditure and cost factor] If the organization does invest in new construction or rebuilding, this is often not understood. Financially these are completely different matters that have a completely different impact on the financial statements.

A common mistake of organizations is that they are reluctant to provide text and explanations about these kinds of decisions. It is thought that it is too difficult or it is done because the information does not want to share from the point of view of confidentiality or fear that it leads to wrong conclusions. Whatever the consideration, it certainly leads to speculation and mutual distrust.

Purposelessness through mistrust.

Does the team and manager still know what it is about? Yes in words. It’s about the customer, the best service, excellent products at the lowest possible cost. However, the organization is always derived from the goals of the organization.

What is stopping the organization then? The employee blames the failing circumstances and the management for the failing employee. The different ones may mistrust each other when it comes to their real ambition. Your own agenda prevails. What is missing is how the contribution of the individuals in a team, each in their own way, can and will contribute to the goal.

Setting personal goals is often separate from team goals and even less related to organizational goals. There is also a lack of clarity about the way in which the organisation’s goals are achieved. It is never a straight road. In addition, the environment of an organization is constantly changing, so adjustments are inevitable. How does the organization stay on track?

Trust.

Always sharing all information at every level with the constant changes is almost an impossible task. No matter how well you mean it. Trust in each other’s intentions and qualities. To have confidence in each other that everyone acts with the right intentions aimed at delivering quality to your customer.

Communication.

Mutual communication is essential in this. A much heard statement but apparently one of the most difficult. For communication to succeed, the conversation must be possible continuously. Not only during formal discussions that often prevent good personal communication. The purpose of formal meetings is often different.

The presence and visibility of management on the work floor is important in this. So that problems can be identified, communicated and tackled at crucial moments. This creates direct feedback between employees and management. Patients must be brought up on both sides to give each other the time and space to work on improvements and removing obstacles.

The employee should be confident that work is being done to improve working conditions and optimize processes. On the other hand, the leadership should take the time and accept that trust will make the organization function structurally better, even if it takes more time and energy than through the formal directive route. By working on this, more and more ‘sense’ in the work slowly arises and the involvement increases. This is what ‘Toyoda’ meant when he stated that you first have to ‘cure’ employees and only then the processes.