- We flexed. We adapted.
We solved so many challenging problems.
We rallied under emergency conditions
at the beginning of the pandemic.
However, the difficult circumstances took their toll,
especially as they didn't end quickly.
Our confidence and sense of security was shaken
by all the professional and personal disruptions.
We have all felt emotional strain
during this pandemic which lingers,
especially as business uncertainties continue.
We know how working with others under pressure
creates tension and conflict,
so it's important to support workers' wellbeing
and reduce their stress and instead cultivate trust,
which increases employee engagement and performance.
Research by Paul J. Zak, Professor of Economics, Psychology,
and Management at Claremont Graduate University,
revealed that a strong culture based on trust
makes a significant difference.
High-trust organizations have the most energized,
productive, and collaborative employees.
Zak discovered that the brain chemical
oxytocin stimulates trust.
Oxytocin signals that another animal
or person is safe to approach.
It also increases people's empathy, which encourages
and mutually reinforces beneficial relationships.
In contrast, stress inhibits the release of oxytocin.
It is vital now for leaders to nurture
a strong culture of trust,
and Zak's work revealed key management practices to do that.
The most effective method turns out to be
when you recognize employee performance,
especially right after the person has achieved the target,
giving them validation in public among peers,
in person where possible.
Unanticipated acknowledgement is most impactful,
although individual preferences may differ.
You will generate trust if you give team members
more control and choice about what they do
and how they do it.
Peter Drucker, the management guru who coined the term
knowledge worker in 1959,
recognized that autonomy is a huge motivator,
when employees feel empowered to accomplish their tasks.
Clear assignments, guidelines, and shared building blocks
will support your comfort and their successful transition
to their having more responsibility.
Greater ability to select projects allows workers
to pick what they enjoy doing
while conveying trust and improving engagement.
This doesn't mean being a more distant leader,
rather trust builds and results improve
when you take time and energy to develop social connections
with all your coworkers and reports.
When you discover interests and experiences
that you have in common with colleagues,
you understand and trust each other more.
These relationships are also important
to help us bridge geographic, age, race,
and other gaps that can hinder trust.
As leaders, we don't have all the answers,
not with the complex issues we're facing now.
During the chaos and crisis of the pandemic,
we have seen more of each other's homes, lives,
and struggles, recognizing that we are all human.
And when you show vulnerability to your team,
asking them for help and ideas,
Zak found that this also generates oxytocin
in the team members,
stimulating a positive trust-building experience.
Trust is essential for feeling safe with each other,
nurturing a sense of belonging,
and working together effectively.
Integrate these practices
and your culture and worker engagement will benefit.