April 21, 2024 • 15 mins
In this episode, we dive into the critical topic of trust in the workplace. We explore what trust is, why it's essential, how to create and rebuild it when needed.
Trust is the belief that colleagues will act with integrity and competence, doing what they say they will do. Creating a high-trust environment involves collaboration, effective communication, and psychological safety where employees feel safe to speak up.
You can find the show notes for this episode here
Would you like to submit a question to the show? Let us know on our website or via LinkedIn.
Brought to you by Aster HR, the Work Wonders Podcast is hosted by Angela Gauci & Susan Rochester and is recorded at Launch Pad at Western Sydney University.
All information or advice included in this podcast is general, has been developed as a starting point for your business, and should be tailored to your specific requirements. It should not be considered legal advice. We have made every attempt to ensure the accuracy and currency of this information at the time of recording. However, references to things like employment laws are subject to change. For specific advice relating to your business, please get in touch with us.
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:06):
Welcome to the Work Wonders podcast brought to you
by Asta HR, where we simplifythe human side of business.
I'm Angela.
Speaker 2 (00:13):
And I'm Susan.
Let's dive into today's episodeand find out what you've been
wondering about.
In today's episode, we'retalking all about trust.
This is such an importantaspect of professional life
trust in the workplace.
So what is it?
Why is it important?
How can you create it?
(00:33):
How can you rebuild it if youneed to All those sorts of
things we're going to be divinginto today.
So let's get started.
This is a Work Wonders podcast.
Speaker 1 (00:50):
Hello Angela, Hi Susan, so we're talking about
trust today, which is a reallyimportant one.
Speaker 2 (00:52):
Yeah, actually this is an episode that's been on our
list probably since we started,and we've touched on it in
various places, and particularlyin our interviews with our
guests.
Speaker 1 (01:04):
Yes, I remember particularly the one with Selena
.
Yeah, that came up quite a bitthrough that conversation.
So trust why is it important ina workplace?
Let's define what we're talkingabout here.
Speaker 2 (01:16):
Well, look, what is trust?
What do we mean by that?
What isn't it?
Speaker 1 (01:20):
Yeah.
Speaker 2 (01:21):
So you were telling me earlier the story from Simon.
Speaker 1 (01:24):
Sinek.
Oh yes, I love Simon Sinek.
I don't know if any of ourlisteners do, but I follow him a
lot and he often talks about astory with the US Marines that
he's worked with quite a bit andhe compares their preference
for trust within their team orlikeness you know, whether
someone likes you and getting onand they say that the trust is
(01:45):
so much more important for themthan liking someone.
He even gave examples about howthey've just sacked people
because the trust isn't there.
So it's that important to them.
It's a critical factor to whatthey're doing as a team.
Speaker 2 (01:58):
So it's not about you know we're friendly and we get
on.
That's a bonus.
Bonus, that would be great, butit's about whether you can rely
on that person or your team todo what they say they're going
to do absolutely.
Speaker 1 (02:14):
It's the ethics of it and knowing like love me or
hate me.
I can trust you in a life ordeath situation yeah, so we, so
we're talking about, you know.
Speaker 2 (02:26):
Do we believe that our colleagues or our team
members are going to act withintegrity?
Speaker 1 (02:31):
Yeah.
Speaker 2 (02:31):
And they're going to be competent about what they're
doing.
They're not just going to say Ican do this or I will do this.
We can trust them that thatwill happen.
Speaker 1 (02:41):
And I don't think it's something that happens
overnight.
I think it takes a while forthat to build.
Speaker 2 (02:46):
Yeah, so what would you see as a high trust
environment?
What would be the things thatyou would observe if you were
looking as an outsider?
Speaker 1 (02:55):
There would be some obvious things like with my HR
hat on, you wouldn't be seeingas many incidents of you know
misconduct or you knowdisagreements between employees
and all that sort of nastinessand having to deal with all
those yucky things that canhappen with relationships.
Speaker 2 (03:13):
So you'd like to think they'd be more
collaborative with each other?
Speaker 1 (03:16):
I can see a team that's, yeah, getting on well,
not necessarily loving to hangout together, but, you know,
doing their job well and workingwell together, communicating
well, but also an environmentwhere people feel safe to speak
up.
Speaker 2 (03:29):
Yes, exactly that whole psychological safety thing
, which you know, we knowunderlies innovation and also
quality.
You know people are willing tosay I made a mistake.
Speaker 1 (03:42):
Yeah.
Speaker 2 (03:43):
They need to be able to trust that other people
aren't going to.
You know there's not going tobe negative consequences for
speaking up.
Speaker 1 (03:50):
So it's a vital part to any workplace.
It can influence everythingfrom the way you interact from a
person to person level or as ateam daily, through to if your
organisation or business canactually achieve the goals
you're setting out to doAbsolutely I was thinking even
the simplest act like handingover a piece of work from one
(04:14):
person to another person andbeing able to trust that that's
going to be handled properly.
Absolutely Well.
If you think of any other sortof team, like a sports team,
fundamentally they're trying todo the same thing.
They're all working together totry and reach the goal of
winning the game or whatever itmay be.
Speaker 2 (04:32):
Well, I think you're thinking, for example, if I'm
going to kick the ball there, Ineed to be able to trust that
you're going to be there to getit when it gets there.
Speaker 1 (04:40):
Yes, exactly, thank you for finishing my point.
I can trust you to do that.
Speaker 2 (04:46):
Good one, and you know, as usual, communication is
key.
Speaker 1 (04:50):
There it is.
Speaker 2 (04:54):
We should have a count to how many times we say
that.
Maybe some of our listeners do.
Speaker 1 (04:59):
Oh, here they go again.
Speaker 2 (05:01):
We're not talking about just passing on the
message.
We're talking aboutcommunicating in an open way,
you know, being open toquestions, being honest about
what you're sharing.
Yeah, respectful.
Yeah, yeah, all of that, all ofthat building into trust.
Speaker 1 (05:17):
And being consistent as well.
Consistent and transparent.
Yes, Doing what you say you'regoing to do.
Speaker 2 (05:24):
I think builds trust.
Yeah.
Speaker 1 (05:27):
Easier said than done .
I think it's such a cliche thatthing, almost isn't it.
Speaker 2 (05:30):
It's the old walk the talk.
Speaker 1 (05:32):
Yeah, but if you can be, you know, trusted to do what
you say you're going to do,there's an expectation there
that you're going to do itbecause it builds that, you know
, expectation, because you'vealways done it that way.
Speaker 2 (05:43):
Well, there's always an expectation that you're going
to do it.
But whether you do or not, iswhere the trust comes in.
Speaker 1 (05:49):
That's a good point.
Speaker 2 (05:50):
Are you building trust or destroying trust by
saying you're going to dosomething?
Speaker 1 (05:54):
That's a very good point.
Are you enjoying today's topicand want to keep the
conversation going?
Well, you can learn more fromus through our online workshops,
where we delve a little deeperinto HR questions or concerns,
or we even help explain thechanges to things like
legislation.
To see what's coming up, go tothe events page on our website,
(06:15):
asthrcomau, and save your seat.
For now, it's back to theepisode.
Speaker 2 (06:25):
So, in terms of building trust, we talked about
communication, open dialogue.
What sort of other things canhappen in an organisation to
help build trust, do you think?
Speaker 1 (06:37):
Well, I think having that open sort of two-way
communication, acceptingfeedback.
So if you think about the roleof a manager, if they're brave
enough to say look in a meetingor in any sort of setting, if
they're brave enough to say whatdo you think about this?
Speaker 2 (06:56):
Is there?
Speaker 1 (06:56):
another way that we should approach this.
What are you seeing, what haveyou heard?
What's new in the industry,what's our customers saying?
And being brave enough to getthe whole picture from all the
members of the team and the goodand the bad feedback.
And if you're having that sortof environment where it's a
group collaboration as opposedto a meeting, that's like right
(07:18):
doing it this way.
Don't ask me why just do it.
I mean, I can tell you whichone I'd prefer.
Speaker 2 (07:23):
I mean, I can tell you which one I'd prefer.
Yeah, trust really comes intothat, doesn't it?
Yeah, because people need to beable to trust you, to give you
that information and know thatyou'll handle it properly and
not, you know, fly off thehandle because they've said
something negative, for example.
Speaker 1 (07:38):
Yeah, ultimately, if you're going to trust someone to
do a job for you, you know youwant X, y and Z done from your
employee.
They need to be able to trustyou to do that as well.
Yeah, that's what I mean, yeahit's a two way street, so you
know what we're doing here.
Are we really doing what we saywe're doing for our clients or
our customers?
You know, does my job reallyhave purpose?
(07:59):
Do you really value what I'mdoing?
If an employee can answer thosequestions with confidence and
feel assured that they're doinga great job and it's all going
the right way, then yeah, Ithink that helps to build trust.
Speaker 2 (08:12):
So I was going to say so let's talk about what
destroys trust, but it's reallythe opposite of all of the above
isn't it really?
Speaker 1 (08:21):
Yeah, it takes a long .
I think it's a long hard slogto build trust and it doesn't
happen overnight.
I think it's something that'sbuilt in small moments.
Speaker 2 (08:30):
Yeah, I don't know.
I think some people you justhave this instantaneous thing
where you can feel that theirtrust was.
But yeah, in general I agree itis something that has to be
built up over time.
Speaker 1 (08:43):
But breaking trust, I think that can absolutely
happen in an instant.
Oh true, more to the point,rebuilding it after having had
it broken would take it's a lotlonger than just building it
from the beginning.
Speaker 2 (08:56):
If that's even possible.
True, Very very true, so,assuming that it is possible,
it's like most things that wetalk about.
You need to act straight away.
Once you're aware that there'sbeen a breach of trust, don't
ignore it.
Speaker 1 (09:12):
There's a certain element of vulnerability to what
we're talking about as well,because, as a manager or a
business owner, if you can bevulnerable enough to show not
just a professional side ofyourself, not just the boss man
side of yourself, you know, butactually be real with people.
Like you say, be consistent, dowhat you say you're going to do
(09:33):
all those things.
If you're showing that andreally walking the talk with
people, that's going to be somuch easier for them to pick up
and trust.
I mean, how many times have weheard it said that you really
can tell when someone's beingdisingenuous?
Yes, it's so easy to pick up,isn't it?
Speaker 2 (09:50):
Yeah, but I think it's also about understanding
the impact of that when trusthas been broken, and
acknowledging that you know sayyeah, I'm sorry, I stuffed up
yeah, being willing to apologizeif you've done something that
could break trust.
Speaker 1 (10:07):
Yeah that can be really hard for people, but I
think you have to go there.
I don't think you've gotanother option.
Speaker 2 (10:12):
When, when the trust is broken because, well, if you
want the relationship tocontinue, yeah, so it's about
taking the time to do that andbeing consistent in your efforts
.
Speaker 1 (10:23):
Yeah, these are not necessarily easy, comfortable
things to do as a manager.
I think there might be a fewlisteners that might be thinking
, oh, that's a bit hard.
Can I just do it the easy way?
You?
Should see the expression onAngela's face as she's doing
that dear listener, you know,and I sympathise with you,
because it's not always easy.
It's easier to kind of go well,I'm the boss.
Speaker 2 (10:48):
Do it.
But I think you know it's alsofrom an employee's perspective
it's often hard to acknowledgewhen you've done the wrong thing
.
You know, because if theculture is not there of that
trustworthiness, thatpsychological safety, it can be
rather tricky to go oops.
Speaker 1 (11:05):
Well, let me paint you this little picture and just
go with me see what you think,but with my children in the way
that I parent them, and I meanno way comparing the workplace
to parenting.
But just go with me.
Speaker 2 (11:17):
Oh, no, no, no, we wouldn't do that.
Speaker 1 (11:19):
But if I expect them to give me 100% every day of the
week, 365 days a year, I thinkI'd be disappointed.
But if they don't feel safeenough and can trust me enough
to come to me and go.
Mom, I made a mistake, ExactlyI did this or that my job is to
help them learn.
I want to see them flourish anddo really well is to help them
(11:41):
learn.
I want to see them flourish anddo really well.
So if I can allow them to trustme, they feel safe to tell me
when they've mucked up well,then there's an opportunity to
learn and I can help them withthat.
Speaker 2 (11:48):
That's much better than not knowing when
something's been stuffed up,isn't it?
Speaker 1 (11:52):
Yeah, absolutely.
Speaker 2 (11:53):
And bringing it back to the workplace, yes, or even
with your children.
Speaker 1 (12:00):
But I just, yeah, there's sort of something there
that made me think.
With a manager it's a littlebit like that where you want to
have an environment where, look,you don't want people to muck
up, you don't want a mistake tobe made, but it can happen.
We're all human.
And so that's an opportunity,then, to go well, great.
What can we do about that?
You know, how can we stop thatfrom happening again, or
whatever it may be.
Speaker 2 (12:20):
Which reminds me one great quality to have as a
manager is curiosity.
Yeah, so really getting to knowyour team and what they need.
Speaker 1 (12:29):
Yeah, getting to know them more than just what you do
on the weekend.
Speaker 2 (12:33):
That's right, so understanding their strengths,
understanding the challengesthat they might be facing and
taking that time to build thattrust.
Speaker 1 (12:42):
And thinking about what they need to do their job.
You know more than just acomputer and a phone or a car.
But, you know, is theresomething that might be stopping
them from achieving what youask them to achieve?
Maybe you weren't aware thatthat system doesn't do that that
you're asking, or I don't know.
I'm just coming up withsomething there.
But yeah, so let's recap thenon trust Number one definitely
(13:05):
very important Good.
Speaker 2 (13:08):
That's a key takeaway .
And it's funny becausesometimes you know things like
this.
You think, oh yeah, well,that's a given isn't it, and
we'd like to think that it is,but it's quite often the things
that are the most obvious thatcan really fall down if you're
not paying attention to them.
Speaker 1 (13:26):
And if you haven't got it yet from our content and
our episodes, you're dealingwith people here.
Yeah, exactly, andfundamentally it's human
relationships, which is nevereasy anyway, is it no?
Speaker 2 (13:39):
So to build trust, then you're going to be
communicating.
There's the whole integrity,that's a whole idea of having a
culture where people feelconfident to speak up and trust
you as much as you can trustthem, and a lot of that comes
down to clarity about yourexpectations and applying
(13:59):
whatever in the workplace, be ityour rules or your procedures,
and applying that consistentlyso that people know exactly
where they stand.
Speaker 1 (14:07):
Because it is a two-way street.
If you're giving that to youremployees, you're going to get
that back from them.
You're going to get back areally high-performing team.
If you've got trust in yourworkplace, you will see results
from what you're asking of them.
Speaker 2 (14:21):
I'm just thinking it's paradoxical, really, isn't
it?
Because by trusting people todo the job, you're also proving
yourself to be trustworthy, yeahtrue?
Speaker 1 (14:31):
Well, there was a lot there.
I wonder what you got from thattoday.
Let us know, we'd love to know.
Speaker 2 (14:36):
If you're curious about exploring trust in the
workplace even further, we'lladd some links to relevant
articles in the show notes.
So what role has trust playedin your business and in your
working career?
What experiences have you hadwhen it hasn't worked and can?
Speaker 1 (14:56):
you trust your employees?
Do you feel like you can?
Do you think your employeesfeel like they could trust you,
or is there areas there whereyou think you could do a little
better?
Speaker 2 (15:04):
And if there are, keep at it.
Like we said it's time andconsistency Can always be
improved.
Speaker 1 (15:21):
Thanks for listening to the Work Wonders podcast
brought to you by Asta HR.
Hit the subscribe button now tonever miss an episode, and if
you'd like to continue theconversation with us, you can
find us over at astahrcomau.
See you in the next episode.
Welcome to the Work Wonders podcast brought to you
by Asta HR, where we simplifythe human side of business.
I'm Angela.
Speaker 2 (00:13):
And I'm Susan.
Let's dive into today's episodeand find out what you've been
wondering about.
In today's episode, we'retalking all about trust.
This is such an importantaspect of professional life
trust in the workplace.
So what is it?
Why is it important?
How can you create it?
(00:33):
How can you rebuild it if youneed to All those sorts of
things we're going to be divinginto today.
So let's get started.
This is a Work Wonders podcast.
Speaker 1 (00:50):
Hello Angela, Hi Susan, so we're talking about
trust today, which is a reallyimportant one.
Speaker 2 (00:52):
Yeah, actually this is an episode that's been on our
list probably since we started,and we've touched on it in
various places, and particularlyin our interviews with our
guests.
Speaker 1 (01:04):
Yes, I remember particularly the one with Selena
.
Yeah, that came up quite a bitthrough that conversation.
So trust why is it important ina workplace?
Let's define what we're talkingabout here.
Speaker 2 (01:16):
Well, look, what is trust?
What do we mean by that?
What isn't it?
Speaker 1 (01:20):
Yeah.
Speaker 2 (01:21):
So you were telling me earlier the story from Simon.
Speaker 1 (01:24):
Sinek.
Oh yes, I love Simon Sinek.
I don't know if any of ourlisteners do, but I follow him a
lot and he often talks about astory with the US Marines that
he's worked with quite a bit andhe compares their preference
for trust within their team orlikeness you know, whether
someone likes you and getting onand they say that the trust is
(01:45):
so much more important for themthan liking someone.
He even gave examples about howthey've just sacked people
because the trust isn't there.
So it's that important to them.
It's a critical factor to whatthey're doing as a team.
Speaker 2 (01:58):
So it's not about you know we're friendly and we get
on.
That's a bonus.
Bonus, that would be great, butit's about whether you can rely
on that person or your team todo what they say they're going
to do absolutely.
Speaker 1 (02:14):
It's the ethics of it and knowing like love me or
hate me.
I can trust you in a life ordeath situation yeah, so we, so
we're talking about, you know.
Speaker 2 (02:26):
Do we believe that our colleagues or our team
members are going to act withintegrity?
Speaker 1 (02:31):
Yeah.
Speaker 2 (02:31):
And they're going to be competent about what they're
doing.
They're not just going to say Ican do this or I will do this.
We can trust them that thatwill happen.
Speaker 1 (02:41):
And I don't think it's something that happens
overnight.
I think it takes a while forthat to build.
Speaker 2 (02:46):
Yeah, so what would you see as a high trust
environment?
What would be the things thatyou would observe if you were
looking as an outsider?
Speaker 1 (02:55):
There would be some obvious things like with my HR
hat on, you wouldn't be seeingas many incidents of you know
misconduct or you knowdisagreements between employees
and all that sort of nastinessand having to deal with all
those yucky things that canhappen with relationships.
Speaker 2 (03:13):
So you'd like to think they'd be more
collaborative with each other?
Speaker 1 (03:16):
I can see a team that's, yeah, getting on well,
not necessarily loving to hangout together, but, you know,
doing their job well and workingwell together, communicating
well, but also an environmentwhere people feel safe to speak
up.
Speaker 2 (03:29):
Yes, exactly that whole psychological safety thing
, which you know, we knowunderlies innovation and also
quality.
You know people are willing tosay I made a mistake.
Speaker 1 (03:42):
Yeah.
Speaker 2 (03:43):
They need to be able to trust that other people
aren't going to.
You know there's not going tobe negative consequences for
speaking up.
Speaker 1 (03:50):
So it's a vital part to any workplace.
It can influence everythingfrom the way you interact from a
person to person level or as ateam daily, through to if your
organisation or business canactually achieve the goals
you're setting out to doAbsolutely I was thinking even
the simplest act like handingover a piece of work from one
(04:14):
person to another person andbeing able to trust that that's
going to be handled properly.
Absolutely Well.
If you think of any other sortof team, like a sports team,
fundamentally they're trying todo the same thing.
They're all working together totry and reach the goal of
winning the game or whatever itmay be.
Speaker 2 (04:32):
Well, I think you're thinking, for example, if I'm
going to kick the ball there, Ineed to be able to trust that
you're going to be there to getit when it gets there.
Speaker 1 (04:40):
Yes, exactly, thank you for finishing my point.
I can trust you to do that.
Speaker 2 (04:46):
Good one, and you know, as usual, communication is
key.
Speaker 1 (04:50):
There it is.
Speaker 2 (04:54):
We should have a count to how many times we say
that.
Maybe some of our listeners do.
Speaker 1 (04:59):
Oh, here they go again.
Speaker 2 (05:01):
We're not talking about just passing on the
message.
We're talking aboutcommunicating in an open way,
you know, being open toquestions, being honest about
what you're sharing.
Yeah, respectful.
Yeah, yeah, all of that, all ofthat building into trust.
Speaker 1 (05:17):
And being consistent as well.
Consistent and transparent.
Yes, Doing what you say you'regoing to do.
Speaker 2 (05:24):
I think builds trust.
Yeah.
Speaker 1 (05:27):
Easier said than done .
I think it's such a cliche thatthing, almost isn't it.
Speaker 2 (05:30):
It's the old walk the talk.
Speaker 1 (05:32):
Yeah, but if you can be, you know, trusted to do what
you say you're going to do,there's an expectation there
that you're going to do itbecause it builds that, you know
, expectation, because you'vealways done it that way.
Speaker 2 (05:43):
Well, there's always an expectation that you're going
to do it.
But whether you do or not, iswhere the trust comes in.
Speaker 1 (05:49):
That's a good point.
Speaker 2 (05:50):
Are you building trust or destroying trust by
saying you're going to dosomething?
Speaker 1 (05:54):
That's a very good point.
Are you enjoying today's topicand want to keep the
conversation going?
Well, you can learn more fromus through our online workshops,
where we delve a little deeperinto HR questions or concerns,
or we even help explain thechanges to things like
legislation.
To see what's coming up, go tothe events page on our website,
(06:15):
asthrcomau, and save your seat.
For now, it's back to theepisode.
Speaker 2 (06:25):
So, in terms of building trust, we talked about
communication, open dialogue.
What sort of other things canhappen in an organisation to
help build trust, do you think?
Speaker 1 (06:37):
Well, I think having that open sort of two-way
communication, acceptingfeedback.
So if you think about the roleof a manager, if they're brave
enough to say look in a meetingor in any sort of setting, if
they're brave enough to say whatdo you think about this?
Speaker 2 (06:56):
Is there?
Speaker 1 (06:56):
another way that we should approach this.
What are you seeing, what haveyou heard?
What's new in the industry,what's our customers saying?
And being brave enough to getthe whole picture from all the
members of the team and the goodand the bad feedback.
And if you're having that sortof environment where it's a
group collaboration as opposedto a meeting, that's like right
(07:18):
doing it this way.
Don't ask me why just do it.
I mean, I can tell you whichone I'd prefer.
Speaker 2 (07:23):
I mean, I can tell you which one I'd prefer.
Yeah, trust really comes intothat, doesn't it?
Yeah, because people need to beable to trust you, to give you
that information and know thatyou'll handle it properly and
not, you know, fly off thehandle because they've said
something negative, for example.
Speaker 1 (07:38):
Yeah, ultimately, if you're going to trust someone to
do a job for you, you know youwant X, y and Z done from your
employee.
They need to be able to trustyou to do that as well.
Yeah, that's what I mean, yeahit's a two way street, so you
know what we're doing here.
Are we really doing what we saywe're doing for our clients or
our customers?
You know, does my job reallyhave purpose?
(07:59):
Do you really value what I'mdoing?
If an employee can answer thosequestions with confidence and
feel assured that they're doinga great job and it's all going
the right way, then yeah, Ithink that helps to build trust.
Speaker 2 (08:12):
So I was going to say so let's talk about what
destroys trust, but it's reallythe opposite of all of the above
isn't it really?
Speaker 1 (08:21):
Yeah, it takes a long .
I think it's a long hard slogto build trust and it doesn't
happen overnight.
I think it's something that'sbuilt in small moments.
Speaker 2 (08:30):
Yeah, I don't know.
I think some people you justhave this instantaneous thing
where you can feel that theirtrust was.
But yeah, in general I agree itis something that has to be
built up over time.
Speaker 1 (08:43):
But breaking trust, I think that can absolutely
happen in an instant.
Oh true, more to the point,rebuilding it after having had
it broken would take it's a lotlonger than just building it
from the beginning.
Speaker 2 (08:56):
If that's even possible.
True, Very very true, so,assuming that it is possible,
it's like most things that wetalk about.
You need to act straight away.
Once you're aware that there'sbeen a breach of trust, don't
ignore it.
Speaker 1 (09:12):
There's a certain element of vulnerability to what
we're talking about as well,because, as a manager or a
business owner, if you can bevulnerable enough to show not
just a professional side ofyourself, not just the boss man
side of yourself, you know, butactually be real with people.
Like you say, be consistent, dowhat you say you're going to do
(09:33):
all those things.
If you're showing that andreally walking the talk with
people, that's going to be somuch easier for them to pick up
and trust.
I mean, how many times have weheard it said that you really
can tell when someone's beingdisingenuous?
Yes, it's so easy to pick up,isn't it?
Speaker 2 (09:50):
Yeah, but I think it's also about understanding
the impact of that when trusthas been broken, and
acknowledging that you know sayyeah, I'm sorry, I stuffed up
yeah, being willing to apologizeif you've done something that
could break trust.
Speaker 1 (10:07):
Yeah that can be really hard for people, but I
think you have to go there.
I don't think you've gotanother option.
Speaker 2 (10:12):
When, when the trust is broken because, well, if you
want the relationship tocontinue, yeah, so it's about
taking the time to do that andbeing consistent in your efforts
.
Speaker 1 (10:23):
Yeah, these are not necessarily easy, comfortable
things to do as a manager.
I think there might be a fewlisteners that might be thinking
, oh, that's a bit hard.
Can I just do it the easy way?
You?
Should see the expression onAngela's face as she's doing
that dear listener, you know,and I sympathise with you,
because it's not always easy.
It's easier to kind of go well,I'm the boss.
Speaker 2 (10:48):
Do it.
But I think you know it's alsofrom an employee's perspective
it's often hard to acknowledgewhen you've done the wrong thing
.
You know, because if theculture is not there of that
trustworthiness, thatpsychological safety, it can be
rather tricky to go oops.
Speaker 1 (11:05):
Well, let me paint you this little picture and just
go with me see what you think,but with my children in the way
that I parent them, and I meanno way comparing the workplace
to parenting.
But just go with me.
Speaker 2 (11:17):
Oh, no, no, no, we wouldn't do that.
Speaker 1 (11:19):
But if I expect them to give me 100% every day of the
week, 365 days a year, I thinkI'd be disappointed.
But if they don't feel safeenough and can trust me enough
to come to me and go.
Mom, I made a mistake, ExactlyI did this or that my job is to
help them learn.
I want to see them flourish anddo really well is to help them
(11:41):
learn.
I want to see them flourish anddo really well.
So if I can allow them to trustme, they feel safe to tell me
when they've mucked up well,then there's an opportunity to
learn and I can help them withthat.
Speaker 2 (11:48):
That's much better than not knowing when
something's been stuffed up,isn't it?
Speaker 1 (11:52):
Yeah, absolutely.
Speaker 2 (11:53):
And bringing it back to the workplace, yes, or even
with your children.
Speaker 1 (12:00):
But I just, yeah, there's sort of something there
that made me think.
With a manager it's a littlebit like that where you want to
have an environment where, look,you don't want people to muck
up, you don't want a mistake tobe made, but it can happen.
We're all human.
And so that's an opportunity,then, to go well, great.
What can we do about that?
You know, how can we stop thatfrom happening again, or
whatever it may be.
Speaker 2 (12:20):
Which reminds me one great quality to have as a
manager is curiosity.
Yeah, so really getting to knowyour team and what they need.
Speaker 1 (12:29):
Yeah, getting to know them more than just what you do
on the weekend.
Speaker 2 (12:33):
That's right, so understanding their strengths,
understanding the challengesthat they might be facing and
taking that time to build thattrust.
Speaker 1 (12:42):
And thinking about what they need to do their job.
You know more than just acomputer and a phone or a car.
But, you know, is theresomething that might be stopping
them from achieving what youask them to achieve?
Maybe you weren't aware thatthat system doesn't do that that
you're asking, or I don't know.
I'm just coming up withsomething there.
But yeah, so let's recap thenon trust Number one definitely
(13:05):
very important Good.
Speaker 2 (13:08):
That's a key takeaway .
And it's funny becausesometimes you know things like
this.
You think, oh yeah, well,that's a given isn't it, and
we'd like to think that it is,but it's quite often the things
that are the most obvious thatcan really fall down if you're
not paying attention to them.
Speaker 1 (13:26):
And if you haven't got it yet from our content and
our episodes, you're dealingwith people here.
Yeah, exactly, andfundamentally it's human
relationships, which is nevereasy anyway, is it no?
Speaker 2 (13:39):
So to build trust, then you're going to be
communicating.
There's the whole integrity,that's a whole idea of having a
culture where people feelconfident to speak up and trust
you as much as you can trustthem, and a lot of that comes
down to clarity about yourexpectations and applying
(13:59):
whatever in the workplace, be ityour rules or your procedures,
and applying that consistentlyso that people know exactly
where they stand.
Speaker 1 (14:07):
Because it is a two-way street.
If you're giving that to youremployees, you're going to get
that back from them.
You're going to get back areally high-performing team.
If you've got trust in yourworkplace, you will see results
from what you're asking of them.
Speaker 2 (14:21):
I'm just thinking it's paradoxical, really, isn't
it?
Because by trusting people todo the job, you're also proving
yourself to be trustworthy, yeahtrue?
Speaker 1 (14:31):
Well, there was a lot there.
I wonder what you got from thattoday.
Let us know, we'd love to know.
Speaker 2 (14:36):
If you're curious about exploring trust in the
workplace even further, we'lladd some links to relevant
articles in the show notes.
So what role has trust playedin your business and in your
working career?
What experiences have you hadwhen it hasn't worked and can?
Speaker 1 (14:56):
you trust your employees?
Do you feel like you can?
Do you think your employeesfeel like they could trust you,
or is there areas there whereyou think you could do a little
better?
Speaker 2 (15:04):
And if there are, keep at it.
Like we said it's time andconsistency Can always be
improved.
Speaker 1 (15:21):
Thanks for listening to the Work Wonders podcast
brought to you by Asta HR.
Hit the subscribe button now tonever miss an episode, and if
you'd like to continue theconversation with us, you can
find us over at astahrcomau.
See you in the next episode.
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