Thoughts from Denise Woolwich
When speaking recently to an old friend and colleague, Ingrid Moore, President of Corporate Resources for over 19 years, we inevitably landed on the topic of our dismal economy (yikes, every conversation seems to end up on this topic nowadays). We also chatted about recent events in the news related to negative business reports and corrupt CEOs. These reports have done much to taint the opinions of many employees toward their business leaders. Due to recent events in the press, there seems to be a trend in American business to get back to basics with regard to how we evaluate our leaders. A culture of trust built on candor seems to be in demand. How can you build this type of culture at your company? Ingrid shared the tips she offers her clients through her own corporate newsletter as follows: • Create transparency; be candid with employees about company happenings. By doing this, you empower your employees while at the same time prevent rumors and negative gossip. • Go beyond encouraging employees and customers to address issues they have with the company and products. Work to address issues in the most direct way possible. • Consider a reward system for innovative employees who develop workable solutions for issues within the company. • Admit mistakes ASAP, this climate of honesty is a key component of trust. • Diversify information sources. As a manager, seek opinions from a wide range of employees, customers and critics. It takes hard work to maintain an environment of openness, environmental mindedness and ethics. By creating that culture of trust, all in the organization will benefit. Ingrid shares “We cannot change the past, we cannot change the inevitable. We can only play on the string we have and that is our attitude. Life is 10% of what happens to us and 90% how we react to it.”
Thanks Denise for your article. This is such a good point and not only in light of the current recession. I’ve seen distrust of employers and managers that has been steadily on the rise for many years. In my 30+ working career, I’ve dealt with all kinds of managers and there are several who seem to be open (open door policy) but still, at the same time, hold “a few cards” to themselves. In other words, they don’t feel the need to be 100% open to their subordinates for whatever reason; too close of camaraderie, favoritism, fear of losing their own position, rebellion, or not being taken seriously, or the attitude that the lower orders didn’t have a need to know. Subordinates can be 100% open with them though, but managers don’t feel they have to reciprocate. I wonder if I need to know EVERYTHING that’s going on at the company at all times. I would stress out! Just tell me the important stuff and answer me truthfully when I ask something.
My son experienced a problem with his newly formed company a few weeks ago, whereby he, as CEO, was afraid to admit to his employees that he did not go on an important business trip which was going to serve the company well. For several weeks, he explained that he had too many meetings come up which kept delaying his trip much to his employees’ disappointment.
Finally, out of great pressure, inexperience and human frailty, he told his employees he was going when he really wasn’t. When he told me that, I said, “You know, son, I’m really afraid that’s gonna come back to bite you in the butt. You better tell them the truth or they will never trust you again.” It really bothered me for him because I knew what was going to happen. Sure enough, he was found out by his employees that he did not go, but worked from home. Very upset when found out, my son wrote them an explicit letter of apology to them. Now, I may sound biased because he is my son, but I was very proud of his writing ability to schmooze things over, admit to fault and maintain a modicum of dignity. Not only did his employees understand, but they turned out to be quite concerned that the pressure of such a trip in the middle of a family crisis and his own physical health problems (heart), and all the meetings, were just too much to bear. I hope my son will regain full trust in the future from them. You see, no matter how justified my son was in delaying the trip for all of the excuses (some private), lying could have cost him losing some talent getting up and walking out. I quoted, “Oh what a tangled web we weave, when first we practice to deceive!” (Shakespeare)
One of his employees was so concerned, that he offered to be his CTO. Still worried about repercussions, I told my son, that’s enough wearing a sack, cloth and ashes. It’s not Watergate. You were big enough to apologize and opened up to them which is far more than I have seen any employer or manager do in my working career. Some of those old bosses were drunk on their own power and would be too proud to admit to fault. I furthered, “Next time tell your employees things written in stone, not Jello.”
As I write this, he is in San Francisco preparing a major business deal with some big wigs in the Silicon Valley. All of his employees are rallying around him in support. I sent him your blog. I think it’s a lesson everyone can learn whether at work, marriage, or our families.