Is there trust within your organization? Do you feel respect and transparency from your peers and above? If not, you are no stranger to the effects of an uncommunicative, unreliable team. So the question remains: how do you measure trust?
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Every organization we speak to expresses the need for trust in its operation. Best-selling author, Stephen M.R. Covey teaches that when trust is low in an organization, everything moves slower and costs more. He also notes that when trust is high, everything moves faster and costs less. Anyone who has ever spent time thinking about the flow of an organization’s business has seen this is action.
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The Fine Line of Transparency. It’s easy to think you have to be “good,” and always exemplify the best behaviors in the workplace, yet this is not always possible, nor is it useful to others.
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“Self-trust is the first secret of success … the essence of heroism.” – Ralph Waldo Emerson What are the reasons for trusting someone?
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When Art Barter became CEO of Datron World Communications in 2004, the manufacturer of radio communications equipment had revenues of about $10 million with very little profit. Just seven years later, Datron’s revenues exceeded $200 million with substantial profit. And that was with no acquisitions, no debt, and with largely the same management team.
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