Trust is the glue that holds great leaders and their teams together. It forms the bedrock upon which effective communication, collaboration and innovation thrive.  This blog discusses the definition of trust, its importance and how to build and sustain trust with your staff.

​What is Trust and Why is it Important?
 
Trust is the firm belief in the reliability, truth, ability or strength of someone or something. It is the basis of almost everything we do as humans. When we trust someone, we choose to risk making something we value vulnerable to another person’s actions. At work this may look like bringing up concerns about your workload with your manager, bringing up new ideas for a key project or discussing an impactful disagreement with a co-worker. For leaders, trust is one of the most essential forms of capital that you have and it has a substantial impact on the commitment and satisfaction of your team.
 
Trust is easily lost and not easily gained. With this in mind, it’s important to build a strong foundation of trust from day one with your staff and when trust is broken, do all that you can to rebuild that trust as soon as possible.

How to Build & Sustain Trust with your Staff
 
Creating a strong bond of trust with your staff is like nurturing a plant – it takes time, care and the right ingredients. Feltman (2009) identifies four distinctions of trust, which describe how leaders can develop trust with their staff.
 
1. Sincerity

• You are honest
• You say what you mean and mean what you say
• You can be believed and taken seriously
• When you express an opinion it is valid, useful and is backed up by sound thinking and evidence
• Your actions align with your words

 
2. Competence

• You have the ability to do what you are doing or propose to do
• You have the requisite capacity, skill, knowledge and resources to do a particular task or job

 
3. Reliability

• You meet the commitments you make
• You keep your promises

 
4. Care

• You have the other person’s interests in mind as well as your own when you make decisions and take actions

It can be helpful to reflect critically on past situations through the lens of the four distinctions above to identify where trust was broken. This will help give you insight into where you need to develop your relationships with your staff.
 
Along the way, we’re destined to break other’s trust and when we do we want to work at rebuilding it as soon as possible. Reina’s Trust and Betrayal Model provides some guidance on how to heal from betrayal. When trust is broken, you can support your team members through the 7 steps below.
 
1. Observe and acknowledge what has happened: Own up and admit when you’ve done or said something that may break trust with an individual or your team. Talk with those whose trust has been broken to fully acknowledge what has happened.
 
2. Allow feelings to surface: Allow your team to express their feelings about the betrayal of trust and listen to what they are saying with empathy and curiosity.
 
3. Get support: Moving through betrayal can be difficult on one’s own. Encourage your team to lean on their support system and talk about what has happened.
 
4. Reframe the experience: Use reframing questions to support your team to make meaning about what has happened. Also ask them of yourself to gain a better understanding. Ask questions like, ‘Why did this happen?’ ‘What can I take from this experience? What lessons do I need to learn?’, ‘What options do I have for responding to this situation?’ or ‘What would I do differently next time?’.
 
5. Take responsibility: Explore your role in the betrayal and take responsibility for your actions.
 
6. Forgive yourself and others: Forgive yourself and others who may have played a role in the betrayal occurring.
 
7. Let go and move on: When you’re able to reflect on the betrayal and experience peace about the situation, it is time to move on and continue to build up trust with your team.

Summary
 
Trust is a vital force that binds great leaders and their teams. It serves as the foundation upon which effective communication, seamless collaboration, and innovative thinking flourish. Throughout this exploration, we've delved into the heart of trust – its essence, significance, and the art of cultivating it within your staff.
 
Trust, simply put, is the unwavering belief in the reliability, truth, ability, or strength of someone or something. It underpins the decisions we make, the actions we take, and the relationships we form. Trust at work can be as simple as sharing your workload concerns with your manager, suggesting novel ideas for a critical project, or candidly addressing disagreements with colleagues. For leaders, trust becomes an invaluable currency that shapes the dedication and contentment of their teams.
 
Yet, trust is delicate. Easily shattered, it demands diligent care and effort to rebuild once compromised. Establishing a bedrock of trust from the outset with your staff is a strategic imperative. When trust falters, swift action to mend it becomes a priority.
​
So, how can you construct and sustain this essential trust with your staff? Feltman's four dimensions of trust – sincerity, competence, reliability, and care – offer a roadmap. Honest communication, demonstrated ability, consistency in meeting commitments, and genuine concern for others' interests are the cornerstones to cultivate.
 
Stumbles are inevitable, leading to broken trust. When this occurs, Reina's Trust and Betrayal Model illuminates a path to recovery. Acknowledge the transgression, allow emotions to surface, seek support, reframe the experience, shoulder responsibility, extend forgiveness to yourself and others, and finally, let go and move forward. Healing and rebuilding are possible.
 
In the grand narrative of leadership, trust isn't just a buzzword; it's the essence that propels teams towards success. With trust as your compass, the potential to inspire, uplift, and create enduring impact knows no bounds. So, as we conclude this discussion, remember that trust is more than just an element of leadership – it's the heartbeat that sustains its rhythm, propelling leaders and teams toward shared aspirations and boundless horizons.

Resources
 
Feltman, C. (2021, July 15). The Thin Book of Trust
 
Frei, F. X. (2021, August 31). Everything Starts with Trust. Harvard Business Review. https://hbr.org/2020/05/begin-with-trust
 
Lewis, A. (2022, October 26). Good Leadership? It All Starts With Trust. Harvard Business Publishing. https://www.harvardbusiness.org/good-leadership-it-all-starts-with-trust/
 
Reina, D., & Reina, M. (2015, February 2). Trust and Betrayal in the Workplace. National Geographic Books.

Empowering your team to develop effective conflict management skills has far-reaching impacts on your employees’ experience at work and the overall success of your business. In this blog, we will discuss 10 conflict management skills that will help your team communicate better and avoid destructive conflict.
 
The following 10 skills are important for every employee to have in their toolkit, to resolve conflict, communicate with one another and solve complex problems.

​By honing these conflict management skills, employees can contribute to a more harmonious and productive work environment, fostering better teamwork and communication across the organization.
 
You can help your team to develop these skills through training and workshops aimed at supporting staff to develop confidence, improve skills, increase self-awareness and perspective taking.
 
Interested in supporting your team to improve their skills in these areas? Contact us today for custom training solutions!

In today's workplaces, many organizations are trading the traditional 9-to-5 for a more flexible approach. Flexible work arrangements reimagine the boundaries of a traditional office setting by considering the diverse needs of employees. This includes the where and when of employees' work.

In this week's blog, we'll discuss the benefits and challenges of flexible work environments. We will then outline how organizations can put in place flexible work arrangements for their employees.

Benefits
 
Organizations and employees can benefit from flexible work arrangements in several ways:
Can lead to increased job satisfaction and employee morale as it enables individuals to better balance professional and personal lives

• Leading to higher retention rates and reduced turnover, as employees feel valued and empowered to meet both their work-related commitments and personal responsibilities

Have been shown to boost overall productivity

• When employees can choose when and where they work, they often find themselves more focused, motivated and efficient
• Flexibility allows staff to work during peak hours of creativity and concentration, leading to higher-quality output and innovation

Cost savings for employees and businesses

• Lower overhead costs
• Employees spend less money on commuting

Can foster a diverse and inclusive workforce

• By accommodating different schedules and needs, organizations can attract and retain a wider range of talent, including individuals with caregiving responsibilities, disabilities or those seeking alternative work structures.
• Diversity can lead to a richer and more dynamic team, leading to more innovative problem-solving and a broader perspective on business challenges

Challenges
 
While flexible work arrangements offer many benefits, they are not without their share of challenges. Here are several that top the list:

​Maintaining clear lines of communication and collaboration among team members who may be working different hours or remotely

• Lack of face-to-face interaction can lead to misunderstandings, delayed responses and a sense of disconnection

Monitoring and ensuring productivity can become more complex, as traditional methods of supervision may be less effective in a flexible work set up.

Boundaries between work and personal life can blur.

Although flexible work environments can foster diversity, if not managed effectively, they may also pose a challenge as some employees may have limited access to the necessary technology or conducive work environments to fully engage in flexible arrangements.

Strategies for Implementing Flexible Work Arrangements for your Organization
 
Implementing a successful flexible work arrangement requires careful planning, clear communication, and a commitment to addressing potential challenges. Consider the following strategies when implementing a flexible work arrangement for your organization:
 

1. Assess Organizational Readiness: Before implementing flexible work arrangements, evaluate whether your organization's culture, policies, and technology infrastructure are conducive to such changes. Determine if your leadership team is open to the concept and if your technology can support remote work or flexible hours.
2. Define Flexible Options: Identify the types of flexible arrangements that could work for your organization, such as remote work, flexible hours, compressed workweeks, or job sharing. Tailor these options to suit different roles and employee needs.
3. Create Clear Policies: Develop comprehensive policies and guidelines outlining how flexible work arrangements will be implemented, who is eligible, how performance will be measured, and how communication and collaboration will be maintained.
4. Engage Leadership: Secure support and commitment from senior leadership to ensure the success of the initiative. Leaders should set an example by embracing flexible arrangements themselves and promoting their benefits.
5. Communicate Transparently: Communicate the upcoming changes to all employees in a clear and transparent manner. Address any concerns, provide information about the benefits, and explain the processes for requesting and managing flexible work arrangements.
6. Establish Criteria: Define eligibility criteria based on roles, performance, and responsibilities. Ensure that employees meet these criteria and have a track record of accountability and self-motivation.
7. Equip Employees: Provide the necessary tools, technology, and resources to enable remote work or flexible hours. This includes ensuring that employees have access to secure networks, collaboration software, and training on remote work best practices.
8. Set Expectations: Clearly outline expectations for communication, availability, and deliverables. Establish regular check-ins or status updates to monitor progress and maintain a sense of connection among team members.
9. Monitor Performance: Implement a performance measurement system that focuses on outcomes rather than hours worked. Regularly assess employees' achievements and provide feedback to ensure accountability and maintain productivity.
10. Address Challenges: Be prepared to address challenges that may arise, such as communication gaps, potential feelings of isolation, or concerns about equitable treatment. Adapt your approach and policies based on feedback and experiences.
11. Promote Flexibility Responsibly: Encourage responsible use of flexible arrangements, emphasizing the importance of maintaining work-life balance, setting boundaries, and avoiding burnout.
12. Regular Review and Adaptation: Periodically review the effectiveness of your flexible work arrangements and gather feedback from employees. Use this information to make necessary adjustments and improvements to the program.

​Over the past several years, the landscape of work has undergone and continues to undergo a profound transformation. Flexible work arrangements bring benefits such as improved job satisfaction and productivity to enhanced diversity and inclusion. While there are challenges in implementing flexible work arrangements, organizations can combat these by fostering a culture of trust, clear communication and accountability.
 
By embracing this flexibility, organizations can empower their employees to achieve a balance between professional and personal pursuits, while still contributing their best to collective goals.

More and more teams and companies are transitioning to fully remote or hybrid teams. These groups are often more prone to unproductive, damaging conflict, as the sources of conflict are many and the options for resolution are few. The following blog will explore the causes of conflict for virtual teams and offer several strategies for virtual managers and employers to use with their team to mitigate the negative effects of conflict.

Causes of Conflict on Virtual Teams
Communication Barriers

• Reliance on digital communication tools: can lead to misunderstandings, misinterpretations, and incomplete information sharing.
• Lack of non-verbal cues: without the ability to see facial expressions, body language or tone of voice, team members might struggle to accurately gauge emotions and intentions during discussions.
• Time zone differences: make real-time communication challenging. Delays in response time can exacerbate conflicts as issues may go unresolved for longer periods.
• Difficulty reading emotions: without face-to-face interactions, team members may struggle to empathize with one another and read emotions accurately, making it more challenging to address emotional aspects of conflicts.
• Over-reliance on written communication: this type of communication can be impersonal and lack the nuance of verbal conversations – conflict-related emails or messages might come across harsher than intended, escalating tensions.

Reduced Trust and Rapport

• Building trust can be more difficult in a virtual environment, as team members have fewer opportunities for informal interactions and relationship-building. A lack of trust can intensify conflicts and hinder their resolution

Limited Context & Information

• In virtual settings, team members might have limited visibility into each other’s work contexts, challenges, or contributions.
• A lack of context can contribute to conflicts stemming from incomplete information and incorrect assumptions.

Misalignment of Goals & Expectations

• Without regular check-ins, team members might drift apart in terms of goals and expectations. Conflicts can arise when these differences surface and are not properly addressed.

Difficulty in Establishing Group Norms

• Virtual teams may struggle to establish clear communication norms, conflict resolution processes and behaviour expectations, leading to confusion and unresolved conflicts.

4 Strategies for Reducing Conflict on Virtual Teams

1. Improve Communication

• Use video conferencing where possible. By doing so, you can increase the chance that speakers and listeners will be able to pick up on non-verbal communication and context
• Be explicit in communication and confirm understanding frequently
• Check-in regularly. Check out this Guide for Employee Check-ins.

2. Team Chartering
​Team chartering is a great tool for any team, but especially for virtual teams. It is the process of collaboratively defining and establishing the fundamental guidelines, goals, roles and expectations for a team. It helps create a shared understanding among team members, fostering a sense of cohesion, accountability, and alignment toward achieving common goals. A well-crafted team charter lays the foundation for effective communication, collaboration and successful project outcomes. Chartering can happen at the beginning of projects or on a semi-regular basis to stay connected with your team. 

3. Utilize Online Dispute Resolution Services
When conflict does arise, it is important to engage in productive conflict management strategies early. Many conflict management practitioners offer online versions of their dispute resolution services, such as mediation, arbitration, coaching and facilitation. Contact us to see how we might be able to support you with these services.

4. Create Opportunities for Your Team to Build Rapport and Trust
For virtual teams, the classic ‘water cooler’ chats are less likely to happen. By creating opportunities for your team to connect with one another on a personal level, you can help them begin to develop rapport and trust amongst themselves and with management. Check out this article for how to create a virtual office water cooler.

​Virtual teams face additional challenges related to communication, trust and expectations. These challenges create environments ripe for conflict. However, by utilizing proactive strategies for prevention and resolution, organizations can help create positive, safe, productive work environments.

In the realm of human cognition lies an interesting phenomenon – cognitive bias. This blog will dive deeper into what cognitive bias is, types of cognitive bias, impacts on organizations and tools you can use to mitigate the negative effects of cognitive bias.
 
What is Cognitive Bias?
 
The human brain is wired to develop and make use of social categories and schemas. Humans take mental short cuts in response to ambiguity, information overload, memory, or speed. These mental short cuts are a biological and evolutionary tool to help us make quick decisions in the face of challenging circumstances. These mental short cuts help us remember new information, but also may lead us to falsely remember things that never happened to us and to distort or misremember things that did.
 
These mental short cuts are cognitive biases.
 
Cognitive biases have a profound effect on how individuals view the world and how they make decisions within the world they perceive, even if some of those decisions are not in their best interests or the best decisions, in a given situation.
 
System 1 & 2 Thinking
 
In his book Thinking Fast and Slow Daniel Kahneman differentiates between 2 types of thinking – System 1 and System 2.
 
System 1 thinking operates automatically and quickly, with little or no effort and no sense of voluntary control. This is where Cognitive Bias lives.
 
System 2 thinking allocates attention to mental activities that demand effort. This is often associated with subjective experiences of agency, choice, and concentration.
 
When we think of ourselves and our identity, we are likely to identify most with System 2, the conscious, reasoning self that has beliefs, makes choices and decides what to think about and what to do. In reality, we spend a lot of our lives operating in System 1, and System 1 operations help to construct the beliefs and deliberate choices of System 2.
 
Types of Cognitive Bias
 
There are many types of cognitive bias. Here is a sampling of a few that you may have experienced.

Why Does Cognitive Bias Matter for Organizations?

Cognitive Biases have a substantial impact on any organization, influencing decision-making, problem-solving and overall performance. Bias finds its way into all aspects of our lives and identities - bias can be related to age, race, ethnicity, gender, employment, selection and promotion, health care, religion, disability, nationality, socioeconomic status, education etc. Understanding these biases is crucial for creating an environment that fosters critical thinking, psychological safety, and inclusivity.
 
Key impacts of cognitive bias on organizations include:

1. Decision-making errors: Cognitive biases can lead decision-makers to make flawed judgments, leading to poor choices in strategy, resource allocation, and hiring. Biases like confirmation bias, where individuals seek out information that confirms their pre-existing beliefs, can hinder objectivity and lead to overlooking valuable perspectives.
2. Inefficient problem-solving: Biases such as anchoring bias, where individuals rely heavily on the first piece of information encountered, can constrain creative problem-solving. Teams may get fixated on initial ideas or solutions without exploring other potentially more effective alternatives.
3. Groupthink: Cognitive biases can foster a culture of groupthink, where individuals prioritize conformity over constructive dissent. This can stifle innovation and hinder open discussions, as people may fear challenging the consensus.
4. Talent management challenges: Biases like the halo effect can influence performance evaluations, promotions, and opportunities for advancement. This may lead to overlooking talented individuals or promoting employees based on factors other than merit.
5. Communication breakdown: Cognitive biases can hinder effective communication within teams and across departments. Misunderstandings and misinterpretations may arise due to biases such as the availability heuristic, where recent or easily recalled information is given more weight than it deserves.
6. Risk assessment and management: Cognitive biases like the optimism bias can lead organizations to underestimate risks and overestimate potential benefits. This may result in inadequate risk assessment and preparation for potential crises.
7. Organizational culture: Biases can seep into the fabric of an organization’s culture, affecting its values, norms, and decision-making processes. Recognizing and addressing biases is essential for fostering a culture of inclusivity, diversity, and fairness.
8. Customer relations: biases can impact how organizations interact with their customers. For example, stereotyping customers based on demographics can lead to inappropriate marketing strategies or inadequate customer support.

 
Confronting Cognitive Biases – Strategies for You and Your Team
 
Cognitive biases are not permanent, they are malleable and can be changed by devoting intention, attention, and time to developing new associations. To help mitigate the impact of cognitive bias, managers and organizations can implement strategies such as:
 
Self-Reflection: By increasing self-awareness of your own bias, you can begin to make better decisions and  mitigate the impact of bias. Try this workbook to support you in reflecting on your own bias.
 
Support Your Team in Self-Reflecting: Help your team learn more about and become aware of their bias. You can use this workbook as a tool to facilitate this type of learning and as a way to connect your team to one another.
 
Increase Situational Awareness: Become aware of situations that magnify stereotyping and bias. Time pressures, fatigue, stress and information overload all impact our ability to move past bias and utilize our system 2 thinking. Work with a coach (link) to reflect on past experiences and develop skills for the future.
 
Diversify: While bias may prevent us from hiring a diverse team, diversity can also help us to prevent bias from impacting our business and teams. By consciously working to diversify your team and those at the table making decisions, we can begin to distill out bias.
 
Try New Strategies: Try out new strategies for making decisions. Try consulting with trusted people with different backgrounds or delegating to others to remove your own bias.
 
Set Aside More Time: Where possible, take time to make decisions and allow yourself and those on your team to utilize system 2 thinking. By creating space between stimulus and response, you give yourself the time to reflect on the situation more fully.
 
 
Cognitive biases have a profound effect on how individuals view the world and how they make decisions within the world they perceive. For organizations, this can have far-reaching effects. Luckily, there are things that leaders and organizations can do to reduce bias.
 
 
 
 
References:
 
Biases - The Decision Lab. (n.d.). The Decision Lab. https://thedecisionlab.com/biases
 
Kahneman, D. (2013, April 2). Thinking, Fast and Slow.
 
Stangor, C. and Walinga, J. (2014). Introduction to Psychology – 1st Canadian Edition. Victoria, B.C.: BCcampus. Retrieved from https://opentextbc.ca/introductiontopsychology/