For many leaders, their team’s performance doesn’t say much. Gallup surveys show nearly 70% of the workforce is “not engaged” or “actively disengaged.” These employees have quit and stayed—they show up for work but do the bare minimum to get by, don’t put in any extra effort to care for customers, and are a drain on organizational resources and productivity. According to Tolero Solutions, 45% of employees say lack of trust in leadership is the biggest issue impacting work performance.
Two new research reports just published by The Ken Blanchard Companies point to strategies that learning and development leaders can use to improve the level of trust in their organizations.
Drawing on an 1,800-person survey, the study looked at the connections between coaching and trust behaviors and employee intentions to:
- Remain with an organization;
- Apply discretionary effort;
- Be a good organizational citizen;
- Perform work at high levels; and
- Endorse the organization as a good place to work.
Results of the survey show that trust in one’s leader has a large degree of correlation to the five intentions as a distinct unit.
The research also looked at the impact coaching behaviors had on trust. There was a strong relationship between trust and the coaching behaviors of facilitating, inspiring, and guiding—and it was found that individuals are more likely to trust their leader when they perceive the leader exhibiting these coaching behaviors.
Building trust with other people doesn’t just happen. It’s a skill that leaders need to develop just like any other leadership competency. If you want to have a team of high-performing employees who are engaged, loyal, and vocal supporters of your organization, focus on building trust. The results will speak for themselves.