We all know that trust is the foundation of any healthy relationship. Its’ existence has the potential to reduce anxiety, increase engagement and help build resilient teams.
Given that we all recognise the importance of trust and how painful it feels when you know you cannot trust your leader or organisational system, why then do companies not invest more time understanding the depth of its’ existence?
I once attended a session at Henley Business School where one speaker voiced his concern at the vast amounts of money spent on employee satisfaction surveys. His view was simple. Just ask your workforce one question. Do they trust you?
We all know that there are some profound moments when a person asks a question that challenges a conventional practice. Which stops you in your tracks and makes you think. I mean really think. This was one of those moments for me.
It set me on the path of exploring trust. What does it mean and how you can take a concept like trust and make it tangible and measurable. How could there be a way of dissecting such a primal and basic human need and make it into something that could be defined and explored. By collaborating with people I trust and who have specialist skills we are bringing together years of experience and expertise to carry trust into the foreground of business practice.
Our unique approach allows us to work with groups, at all levels of an organisation, to explore the extent to which trust exists. They say knowledge is power. Quite apart from getting under the skin of trust as a driver of superiour performance understanding the depth of trust is a fundamental aspect of any commitment to diversity and inclusion .
