Do you need a trust injection?

Employee trust in their organisation is affected by their leadership and is critical to maximise employee motivation, engagement and to align employees with company goals and objectives.

This can also be said from a shareholder perspective.

Research tells us that only 51 percent of employees trust their senior management, and only 28 percent believe CEOs are a credible source of information.

Is it really true that many CEOs don’t really believe that internal organisational trust is directly connected to their company’s bottom line and instead believe that trust is merely a “social virtue.”

Without internal trust within an organisation surely you are encouraging a ‘just turn up and do minimum’ mentality?

‘Employee engagement’ being hard wired to ‘Customer loyalty/experience’ is becoming the topic of the day. With disengaged employees, how can an organisation be deluded to think that this will not affect customer loyalty and ultimately the bottom line? Engaged employees who are motivated and believe in what they do can have an infectious positive impact on customers, leading to customer buy-in and loyalty. This extended into the sales team environment obviously has greater impact.

Disengagement occurs when people put in enough effort to avoid getting fired but don’t contribute their talent, creativity, energy or passion. Gallup’s research puts a cost of $250 billion to $300 billion a year on the cost of disengagement and that is the bill just for the American workplace.

So what can a CEO do to inject trust into their organisation?

Lead by example and be an advocate of trust instead of an obstacle. See leadership as “getting results in a way that inspires trust” through character, competence and demonstrated behaviour and align organisational systems and structures around trust. In the words of Campbell Soup CEO Doug Conant, “The first thing for any leader is to inspire trust.”

To develop high-trust relationships with your clients, you must address trust within your organisation first.

Qdos provides an environment where key factors include transparency, engagement and development.

Engaged sales people who trust their leadership feel comfortable in a transparent culture where leaders, customers and peers operate in an open environment. This encourages development through coaching which benefits both the customer and the sales person and ultimately the organisation by encouraging customer loyalty and therefore growth. Qdos puts the onus on valuing the performance of individuals and creating trust within the sales and customer eco-system.