Trust, change and management

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Trust, change and management
Wilna, South Africa
Trust creates trust, mistrust creates mistrust! Managers should create trust in order to be trusted by others. A barrier towards mistrust is a lack of knowledge and the understanding of concepts which leads to the ineffective implementation thereof. Only then the working environment will be friendly for change.

Trust and Follow Through
Steve, Other, Canada
Change within an organization does not rely on trust but the emphasis should be on collaborative efforts to achieve the goals.
Trust is gained by the follow through of stated actions to achieve these goals.

Trust and Achieving Goals
Rick Garlick, Strategy Consultant, United States
@Steve: I think you both have a point; however, it is often hard for the "workers" to trust in management when they care only about numbers and execution.
Most of the research shows that empowering the workers (not just delegating) has a high correlation to a successful change event.
Of course, this is easier said than done, as we have all seen the manager give responsibility away only to step in later, or "advise" that it get done the managers way.
If you can truly let go of the responsibility and give others full accountability for a few things, you will notice that not only will the trust level go up, but execution/efficiency may improve as well.

Trust, Change and Management
Eben Enslin, Student (MBA), South Africa
I agree with Rick. We want to get to the place where we have "engaged" employees that are able to develop positive relationships with people and be accountable for their results.
Typical signs of poor trust relationships include:
- Unhappy staff
- Breakdown in relationships on all levels
- Hidden agendas
- Interpersonal conflict
- Inter departmental rivalries
- Win-lose thinking
- Blame shifting
- Withholding of information
- Failing to deliver results.


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