Based on a recent interview with Aron Ain, author of WorkInspired, How to Build an Organization Where Everyone Loves to Work, and CEO of Kronos, a leading global provider of workforce management cloud solutions, our previous two posts have demonstrated that creating a high-trust culture is worth the investment — just as Covey predicted in The Speed of Trust.
Kronos’ success nicely exemplifies what a culture of trust can yield. But building this culture isn’t easy.
“We’ve worked incredibly hard to instill trust throughout the organization, one manager at a time, starting with me,” Ain said. “First, we give employees atypical degrees of latitude and freedom. Until proven otherwise, we assume their competence, judgement, and good intentions.”
Kronos also deploys tools that support the creation of a high-trust organization, such as Predictive Index, to help people get to know one another, and a performance feedback and rating system that gives substantial weight to an employees’ effectiveness at building trust. They also establish HR policies that demonstrate trust as an organizational philosophy, such as work-at-home options, and unlimited time off.
In addition, the management at Kronos works very hard on three specific management behaviors that support effective deployment of trust:
- Communication is key, as trusting your people to just do what they think is best for the organization doesn’t work out nearly as well if internal communication is weak. In fact, communication is so important that Ain devotes the second chapter of his book to overcommunication.
“Don’t just communicate,” he says, “overcommunicate. You really can’t do it enough!” He goes on to note that inquiry and listening are just as important forms of communication as updating and explaining.
- The courage to lead is a high-profile concept at Kronos. Patrick Lencioni in The Five Disfunctions of a Team identifies the lack of trust among a management team as the root cause of most poor performance. At Kronos, the concept of courage has an even higher profile, as managers are required to lead with genuine courage. They have developed a Courage to Lead program, which has three major sections: Be Bold & Humble — Challenge & Support — Disrupt & Connect. And the first principle under Be Bold & Humble is: ‘Trust others, both within and outside your functional area.’
- Studying results is the third component of the Kronos formula for building a culture of trust. Trust doesn’t mean assuming everything will all work out as planned. Far from it! In fact, Kronos’ approach aligns nicely with Deming’s Plan-Do-Study-Act cycle: they plan carefully, try out an innovation or improvement, then study the results, and act on what they learn.
“We measure everything,” Ain says. This is their commitment to “exposing reality” — seeing how the plans and decisions are actually working without succumbing to wishful thinking.
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