WPA in the News

Keep All Your Promises – The Ethical Manager

June 11, 2009
Investor's Business Daily - Investors.com
By Steve Watkins

Stick to your promises, and people will want to work for you and do business with you. Here's how to build that culture of trust in your firm:

• Lay the groundwork.

Much trust is tied to expectations, says Vanessa Hall, author of "The Truth About Trust in Business."

The problem is employees or shareholders might base their expectations on their experiences elsewhere.

Set them straight about what you will deliver, and you'll win trust. "You have to realize those expectations might not have anything to do with your organization," Hall said. "They might not be met, and that's where disappointment comes in."

• Do what you say.

It's vital that your firm comes through, says Hall, who runs Entente, a Sydney-based firm focused on helping firms build trust. Keep promises, and people will want to deal with you.

• Know what you said.

Some leaders don't realize what they've promoted. That can lead to marketing plans that make promises a firm can't keep — and trust evaporation.

"Leaders are often quite shocked when they really look at the promises that have been made," Hall said. "There's often a large discrepancy between what's promised and what you do or what you're capable of."

• Be a model.

Show the group how you want things done. Go out of your way to show you'll reward their trust in you.

"If management shows that this is how we do things, then it becomes part of the corporate culture," said Lynn Lieber, founder and chief executive of San Francisco-based Workplace Answers, an ethics and legal compliance consulting firm.

• Believe in others.

Leaders must foster trust within a firm. Otherwise, it's hard to expect people not to stray. "If you don't trust them, why wouldn't they do something wrong?" Lieber said.

• Embrace change.

In tough times, companies might have to drop some employee perks. Workers who trusted the firm to pay for parking or provide a 401(k) match might find the rug yanked out. Leaders can maintain trust by getting input from employees.

Let them choose between cutting the 401(k) match and reducing hours. "They'll realize they're being respected," Hall said. "The more involved people are, the more trusting they are."

• Use clarity.

When you trust others, results follow. "The more clear leaders can be, the more they'll get the performance they expect," Hall said.

• Start with the interview.

When you first talk to potential employees, make trust and ethics measuring sticks, Lieber says. She uses a set of questions to gauge those traits.

•Stay predictable.

Employees will pick up on how things are done. Then they know the company will stand behind them. "Our employees will say, 'We wouldn't do that,'" Lieber said. "The CEO can't be in every interaction, so it's important for everyone to operate on the same page."

• Make your reputation count.

When others outside the company trust you, that carries some weight. They know your track record, so if you slip up they'll cut you some slack, Lieber says. "It helps your profits in the long run," she said.

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