The essential attributes of a trusting and trusted organisation

'What's in it for me?' The question was posed fairly and squarely. Barbwire moments passed and I remember wondering what had happened to make him feel this way. It was years ago, but I still recall the disappointment etched on his face and the harshness of his voice.

Hindsight and distance is a marvellous thing in figuring out what was really going on. Looking back, it seems clear that lack of trust lay at the heart of the matter. The essential contract of trust between the individual and the organisation had completely broken down. Whose fault was this? Who knows, but the result was there to see: unhappiness, the withdrawal of goodwill and a miserly attitude to exerting effort to help others.

It seems to me that a sign of a healthy business is when people no longer feel the need to ask 'what's in it for me?' Rather, there is commitment to the goals of the organisation and real connection with co-workers and the management, as well as with customers, suppliers and other third parties. The question becomes 'how can I help?' and there is a keen sense that 'we're in this together'.

What are the essential attributes of a trusting and trusted organisation, and how might these be encouraged? In my view, these manifest themselves in the following ways.

1. The purpose of the organisation is clear and explainable

People need purpose. It is one of the most basic human instincts. Leaders who are skilled at communicating the purpose of the organisation will engage people and make them proud to be a part of the effort. Helping people to see where they personally fit into this and how their work is important to delivering the goal of the purpose is key.

2. Contributions are recognised and valued at every level

People are made to feel valued and their work valuable, whatever their role. This is amplified by leaders who are consistent and courteous in their behaviour, open in their communications and give timely acknowledgement of a job well done.

Amazing things can happen when people feel valued. Most want to repeat the experience and will try harder, do more and go further to achieve this. Good leaders understand the white hot power of genuine respectful appreciation and how it can motivate people to strive beyond mere competency.

3. Listening is prized as an essential skill

People are encouraged to speak up with their ideas or concerns, without fear of being judged or made to feel foolish. The leadership sets the tone here by allowing people the space to do this.

Great leaders seek out views at every level and don't simply listen to the loudest voice. They will typically ask people the following questions and listen hard to the answers:

• What should you do more of?

• What should you do less of?

• What should you stop doing?

• What are the barriers in your way?

• What can you do about these?

• What help do you need to achieve this?

• If your work was award winning, what would that look like?

4. Critical feedback is delivered with kindness

The manner in which feedback is given can destroy rapport or strengthen relationships and develop real understanding. Good leaders take the time to consider the effect of feedback - especially if it is critical - and to reflect on the clarity of the message and consequences before jumping in.

Kindness is not weakness. It isn't the same as fudging a hard message. Quite the reverse. Nothing damages trust more than sensing a person is holding back the truth. Likewise, taking issues to the source is far better that complaining behind someone's back, which is the simplest way to undermine any relationship.

5. Personal responsibility and accountability is encouraged

Great leaders know that coaching culture can create a mindset that is focused on finding solutions. Things go wrong; life's like that. The leadership of a healthy organisation discourages a blame culture.

People are seldom the sole cause of problems. Frequently, it is outdated processes, coupled with inadequate communication and insufficient training, or too little of the right resource. Sometimes people are incorrectly incentivised.

Problems are problems to be solved. Rather than wasting time admiring the mess, good leaders will draw people to them and learn from the situation, then work collaboratively to put things right. In the process, they will fairly hold people to account and accept personal responsibility, expecting their own performance to be treated the same.

Trust starts with self-awareness of the effect you have on others and being mindful of the result. As trust flourishes, so does collaboration, which in turn fosters creativity and innovation. People shine and find deep satisfaction in doing excellent work when they have trusting business relationships.

Beverly Landais is the marketing and BD director at Saunderson House (www.saundersonhouse.co.uk)