Less stress and more energy thanks to Trust Management

Any corporate context is formed in its fundamental essence by the relationships that develop and define it. And every human relationship is based on the presence (or lack) of trust.

This is why it is so important to know how to evaluate, support, improve and develop trust in the workplace. This will lead to a positive and performing work environment.

According to 2016 research by Paul Zak, director and founder of the Center for Neuroeconomics Studies, people from a high-trust corporate culture have demonstrated:

• 74% less stress
• 106% more energy
• 50% more productivity

These results derive from the fact that relationships of trust affect every level of the company structure, both horizontally between colleagues and towards the company itself. In fact, trust management brings relationships back to a human and personal rather than a technical-administrative level, making people feel more included, involved and secure, strengthening the ties and commitment of individuals.

But how do you develop a soft skill like trust, which by definition is based more on instinct than logic? Our trust management trainings work mainly on two aspects, which are developed in the classroom through practical rather than theoretical exercises, allowing people to directly experience the effects and benefits of this practice.

The first principle that is first described and then implemented is that of reciprocity. According to Henry L. Stimson, an American politician of the last century, “The only way to make a person trustworthy is to trust him”. In fact, those who trust receive trust. For this reason, it is the task of managers to learn how to place trust in their collaborators through concrete actions and clear and effective communication that conveys a sense of recognition.

The other principle that we apply in our trainings is that of the emotional bank account, theorized by Stephen Covey, which refers to the amount of trust that has been created, over time, in a relationship. As mentioned, trust is not something that can be imposed or assumed on a biased basis, but it is a gradual process based on the constant demonstration of concrete behaviors and actions. A practical example is that of demonstrating, over time, punctuality and honesty. These behaviors are defined as “deposit behaviors” and increase the emotional current account. On the contrary, harmful behaviors such as the lack of respect for deadlines are defined as “withdrawal-behaviours” and go to undermine the reservoir of trust that is established in the relationship. Fortunately, with time and consistency, the tank can always fill up again. 

Any corporate context is formed in its fundamental essence by the relationships that develop and define it. And every human relationship is based on the presence (or lack) of trust.

This is why it is so important to know how to evaluate, support, improve and develop trust in the workplace. This will lead to a positive and performing work environment.

According to 2016 research by Paul Zak, director and founder of the Center for Neuroeconomics Studies, people from a high-trust corporate culture have demonstrated:

• 74% less stress
• 106% more energy
• 50% more productivity

Questi risultati derivano dal fatto che i rapporti di fiducia interessano ogni livello della struttura aziendale, sia orizzontalmente tra colleghi che nei confronti dell’azienda stessa. Il trust management riporta infatti le relazioni su un piano umano e personale anziché tecnico-amministrativo, facendo sentire le persone più incluse, partecipi e sicure, fortificando i legami e il commitment degli individui.

Ma come fare per sviluppare una soft skill come la fiducia, che per definizione si basa più sull’istinto che sulla logica? I nostri training di trust management lavorano principalmente su due aspetti, che vengono sviluppati in aula tramite esercitazioni pratiche più che teoriche, permettendo alle persone di sperimentare direttamente effetti e benefici di questa pratica.

Il primo principio che viene prima descritto e poi messo in atto è quello della reciprocità. Secondo Henry L. Stimson, politico americano del secolo scorso, “Il solo modo di rendere affidabile una persona è di avere fiducia in lei”. Di fatto chi dà fiducia riceve fiducia. Per questo è compito dei manager apprendere come riporre fiducia nei propri collaboratori attraverso azioni concrete e una comunicazione chiara ed efficace che trasmetta un senso di riconoscimento.

L’altro principio che applichiamo nei nostri training è quello del conto corrente emozionale, teorizzato da Stephen Covey, che si riferisce alla quantità di fiducia che si è creata, nel tempo, in una relazione. Come detto la fiducia non è qualcosa che si può imporre o assumere per partito preso, bensì è un processo graduale basato sulla dimostrazione costante di comportamenti e azioni concrete. Un esempio pratico è quello di dimostrare, nel tempo, puntualità e onestà. Tali comportamenti vengono definiti “comportamenti-deposito” e vanno ad incrementare il conto corrente emozionale. Al contrario comportamenti dannosi come la mancanza di rispetto delle scadenze sono definiti “comportamenti-prelievo” e vanno ad intaccare il serbatoio di fiducia che si instaura nel rapporto. Per fortuna col tempo e la costanza il serbatoio può sempre tornare a riempirsi.