It stands to reason, because trust has been shown to link directly to the profitability and market value of an organization (see Trust Across America: Trust Around the World Trust Reports ).
Reason: when trust is high, people are working together with high productivity toward the vision of the organization. Low trust groups waste time and resources in unproductive bickering and dysfunctional blind alleys.
I see a conundrum where top leaders are often unable to see the connection between their own behaviors and the level of trust within their organization.
They feel somehow trapped by a system that demands herculean quarterly financial results while having to navigate through oppressive regulations, trying to motivate selfish employees, and keeping up with a daily avalanche of information. It seems impossible to achieve the expected results every quarter…
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