Trust has become an issue in light of banking crises, NSA practices and political promises. Needless to say, if our lives were to become a trust-free zone, all our social and economic relations would quickly fall apart. We would no longer do things with each other or for each other, since our actions and decisions would need to be based on such values as truth, accuracy, integrity and competence. For this reason, it is certainly a good idea to open the door to trust, even though there is still some uncertainty. By definition, one cannot exist without the other.
What is worthy of our trust? That’s a difficult question. However, knowledge can certainly be a catalyst for trust, and there is no harm in drawing on experience and know-how when deciding what to trust. Yet the answers to the questions regarding trust will be completely different – always highly personal and not purely rational. A shortlist is attached from the Bene Office.Info editing team. It may also give you something to think about in terms of "building trust"...
A trustworthy approach right from the start: fairness can pay dividends – also in the business world! When dealing with employees, business partners, suppliers, customers, competitors, society and the environment, it is advisable to face up to our responsibilities from a human and business point of view and act accordingly. Trust in smart strategic positioning, e.g. by using self-regulatory guidelines, can be a route to success here. Whether we call this Corporate Social Responsibility or a commitment to sustainability – it benefits both the company as well as the direct environment over the long term. We trust this is the way it will be next year.
We would also like to be able to trust management styles and working relations that encourage autonomous, creative, efficient and respectful work environments. The crux of the matter: this requires trust on both sides.
Employees have to be able to trust the fact that their work is appreciated and evaluated fairly, while management has to be able to trust the fact that the employees provide their best possible performance for optimum results overall. In addition, teams characterised by a sense of trust work more productively together, with no need for team members to be continuously plotting as part of their interaction, or to be afraid of being booted out, bullied or overruled.
A study by Harvard University in the early 2000s of 6,500 employees in 76 American and Canadian Holiday Inn hotels showed that no other behavioural factor from management correlated with greater profits more than trust. On a five-point trust scale an improvement of 0.125 points signified a 2.5 percent increase in hotel profitability, which equates to approx. $250,000 per year!
This brings us to the next approach: humans are social beings. We are able to inspire, support and strengthen each other. We can achieve more together than we can alone. In this respect, we trust the fact that team work bears fruit, with everyone working and able to work constructively in line with their abilities, and everyone having the opportunity to act with autonomy in their area of expertise. However, we also all understand that our knowledge is just a part of a greater whole, where objectives must be clearly defined and open discussion is possible, and the focus is on working together, leading to good results. Of course, this is also because we want to trust the innovative strength of teams. After all, creativity is one of the most valuable drivers of corporate and societal change.
Ultimately we also trust in the fact that the even larger group of our networked society has enormous problem-solving potential. Whether through crowdfunding , sourcing, computing, investing, open-source concepts – the strength of the "dispersed" crowd has already provided sufficient evidence of its economic, social and political power. At the same time, the fact that the individuality of each participant remains the decisive component seems an important one. What is obvious in a small team, also holds true in a "large team": the collective quality is the result of the skills and individuality of the unique personalities. Networking at a high level, as it were.
Last but not least, based on our own experience and skills we trust that the office of the future will more than ever satisfy the principles of transparency, openness and networking, where the cooperation between different players and the interplay of different requirements are designed intelligently. We also trust that conceptualised rooms and workplace environments will inspire, motivate and support work processes. In this regard, the benefits of working together, building teams and combining our innovative strength can once again be focussed on one physical point, in which we will certainly continue to place all of our trust in future.