Years ago, many years ago actually, I was calling on a candy manufacturer in the Eastern United States. They generously offered me a tour of their building and since there were bowls of my favorite candy all over the place I quickly accepted their offer.
The tour somehow felt a little weird from the start but I couldn’t figure out why. As the tour continued it dawned on me that none of the offices or conference rooms had doors. There were door frames and you could see that at one time there were doors but they had all been removed.
That struck me as very odd so I asked what happened to the doors. One of the founders of the company was giving me the tour and his answer was confusing too. He simply said that “they” didn’t like rumors.
He went on to say that information is the enemy of rumor so they share as much information as they possibly can. He also made a point to say that nearly all information is shareable. He felt that most companies needlessly withhold information from their employees and that is how rumors begin.
When I asked about information such as recipes and other intellectual knowledge he said they share as much of that as possible too. I mentioned something about needing a lot of trust to do that and his instantaneous response was that they didn’t hire people they couldn’t trust.
Considering that trust is a necessary ingredient for leadership that statement has stuck with me for all these years. I think everyone would agree that a leader needs to have the trust of the people they hope to lead.
But what about the other direction? Does a leader need to trust their people in order to truly lead them?
Before you answer that question think about this…do you find it easier or harder to trust someone who doesn’t trust you? If you’re like most people you find it harder, much harder. Maybe even impossible.
That would mean that a leader who doesn’t trust their people is a leader who isn’t trusted by their people. That means that they aren’t a leader at all.
I go back to my conversation with the candy maker who wouldn’t hire people that he couldn’t trust. I’d bet one of the reasons the company has flourished since 1941 is that incredible level of two-way trust.
So what about you. Are you hiring people who you can’t trust? I’ve asked that question to leaders face-to-face and they always tell me “of course not.” But they share very little information with them. They allow them to take minimal if any risks. They are not allowed to deviate even a little from long established processes and procedures. These leaders claim to “empower” their people but they don’t trust them enough to let them make a single change.
They are trusted in word only. Every decision and action indicates that they are not trusted in practice. But the organization’s leadership expects the trust of their people.
It doesn’t work that way.
Trust is a two-way street. Either start hiring people you can trust or start trusting the people you’ve already hired.
The fastest way to make someone trustworthy is to trust them. If you’re waiting for them to trust you first then perhaps you’ve forgotten that YOU’RE the leader…you go first. Show that you trust your people because if you don’t it’s unlikely that they will ever trust you.
Trust goes both ways or it doesn’t go at all!