Ten Hallmarks of High Trust Organizations

Ten Hallmarks of a High Trust Organization
By Robert T. Whipple
Leadergrow Inc.
The advantages of working in a high trust environment are evident

to everyone from the CEO to the shop floor, from suppliers to
customers, and even the competition. Building and maintaining
trust within any organization pays off with many benefits.
Unfortunately, very few organizations have been able to create an
environment of high trust. The few that have enjoy an incredible
sustainable advantage. To understand why, we can contrast high
trust environments with lower trust areas along many dimensions.
Solving Problems
In organizations of high trust, problems are dealt with easily and
efficiently. In low trust organizations, problems become huge
obstacles as leaders work to unscramble the mess to find out who
said what or who caused the problem to spiral out of control. Often
feelings are hurt or long term damage in relationships occurs.
While problems exist in any environment, they take many times
longer to resolve if there is low trust. That is wasted time.
Focused Energy
People in organizations with high trust do not need to be defensive.
They focus energy on accomplishing the Vision and Mission of the
organization. Their energy is directed toward the customer and
against the competition. In low trust organizations, people waste
energy due to infighting and politics. Their focus is on internal
squabbles and destructive turf battles. Bad blood between people
creates a litany of issues that distract supervision from the pursuit
of excellence. Instead, they play referee all day.
© Leadergrow Inc. 2009

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Efficient Communication
When trust is high, the communication process is efficient as
leaders freely share valuable insights about business conditions and
strategy. In low trust organizations, rumors and gossip zap around
the organization like laser beams in a hall of mirrors. Before long,
leaders are blinded with problems coming from every direction.
Trying to control the zapping information takes energy away from
the mission and strategy.
High trust organizations rely on solid, believable communication,
while the atmosphere in low trust groups is usually one of damage
control and minimizing employee unrest. Since people’s reality is
what they believe rather than what is objectively happening, the
need for damage control in low trust groups is often a huge burden.
Retaining Customers
Workers in high trust organizations have a passion for their work
that is obvious to customers. When trust is lacking, workers often
display apathy toward the company that is transparent to
customers. This undermines top line growth as customers turn to
more upbeat groups for their services. All it takes is the roll of eyes
or some shoddy body language to send valuable customers looking
for alternatives.
A “Real” Environment
People who work in high trust environments describe the
atmosphere as being “real.” They are not playing games with one
another in a futile attempt to outdo or embarrass the other person.
Rather, they are aligned under a common goal that permeates all
activities. When something is real, people know it and respond
positively. When trust is high, people might not always like each
other, but they have great respect for each other. That means, they
work to support and reinforce the good deeds done by fellow
workers rather than try to find sarcastic or belittling remarks to

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make about them. The reduction of infighting creates hours of
extra time spent achieving business goals.
Saving Time and Reducing Costs

High trust organizations get things done more quickly because
there are fewer distractions. There is no need to double check
everything because people generally do things right. In areas of
low trust there is a constant need to spin things to be acceptable
and then to explain what the spin means. This takes time, which
drives costs up.
Perfection not Required

A culture of high trust relieves leaders from the need to be perfect.
Where trust is high, people will understand the intent of a
communication even if the words were phrased poorly. In low trust
groups, the leader must be perfect because people are poised to
spring on every misstep to prove the leader is not trustworthy.
Without trust, speaking to groups of people is like walking on egg
shells.
More Development and Growth

In low trust organizations, people stagnate because there is little
emphasis placed on growth. All of the energy is spent jousting
between individuals and groups. High trust groups emphasize
development, so there is a constant focus on personal and
organizational growth.
Better Reinforcement
When trust is high, positive reinforcement works because it is
sincere and well executed. In low trust organizations,
reinforcement is often considered phony, manipulative, or
duplicitous which lowers morale. Without trust, attempts to
improve motivation through reinforcement programs often
backfire.
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A Positive Atmosphere
The atmosphere in high trust organizations is refreshing and light.
People enjoy coming to work because they have fun and enjoy
their coworkers. They are also more than twice as productive as
their counterparts in lower trust areas. In groups with low trust, the
atmosphere is oppressive. People describe their work as a hopeless
string of sapping activities foisted upon them by the clueless
morons who run the place.
These are just ten contrasts describing the difference between high
trust and low trust organizations. There are many more
distinctions, some of them very subtle. No list of contrasts could be
complete. If you have an organization where trust is low, you are
operating under such a huge disadvantage to your counterpart with
high trust you cannot hope to survive.
Most top leaders understand all of the above. The conundrum is,
they sincerely want to build an environment of high trust, but they
consistently do things that take them in the wrong direction. Many
leaders end up hiring expensive consultants to help create a better
environment within their organization. This rarely works because
the leader does not realize the problem cannot be fixed by an
outsider. To fix the problem of low trust the leader needs to say,
“The atmosphere around here stinks, and it must be my fault
because I am the one in charge. How can I change my own
behavior in order to turn the tide toward an environment of higher
trust”?
With that attitude, there is a real possibility an outside coach or

consultant can help the organization. Unfortunately most leaders
have a blind spot on their own contribution to low trust, so in those
groups there is little hope of a lasting change.

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The preceding information was adapted from the book Leading with Trust is like Sailing
Downwind, by Robert Whipple. It is available on www.leadergrow.com.
Robert Whipple is also the author of The TRUST Factor: Advanced Leadership for
Professionals and, Understanding E-Body Language: Building Trust Online. Bob
consults and speaks on these and other leadership topics. He is CEO of Leadergrow Inc.
a company dedicated to growing leaders. Contact Bob at [email protected] or
585-392-7763.

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Ten Hallmarks of a High Trust Organization

The advantages of working in a high trust environment are evident

© Leadergrow Inc. 2009

© Leadergrow Inc. 2009

Saving Time and Reducing Costs

Perfection not Required

More Development and Growth

With that attitude, there is a real possibility an outside coach or

© Leadergrow Inc. 2009

© Leadergrow Inc. 2009

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