Critical Traits for Building

AT ED
Trust
PD
U r Today’s
fo eality
New R
Inside Companies

David Grossman
ABC, APR, Fellow PRSA, CSP
 Trust may be the next
Distrust has been running rampant the past
few years and shows few signs of letting up.

People are leaving their jobs in droves and companies can’t hire fast enough.
According to the U.S. Department of Labor, over 47 million Americans left their

pandemic
jobs in 2021, and 10.9 million jobs remained vacant in the final month of the year.
As if that’s not grim enough, 73%1 of currently employed workers say they’re
actively thinking about quitting their jobs. Trust is needed more than ever as
companies move past the pandemic and establish their new reality. In today’s
business environment, without trust it’s next to impossible to:

to address... Have a Create a Retain Maintain or Grow your

hybrid or meaningful teams and build your business and
remote employee top talent brand get the results
workforce experience you want

Whoever said “trust takes years to build, seconds to break and forever to repair”
was correct. Working with leaders and teams at many different organizations across
industries over the last 20+ years, I’ve seen how trust opens doors to opportunities
and can help people and companies grow beyond their wildest expectations. I’ve
seen leaders and teams work through trust issues and get to the other side stronger
and better. I’ve also seen how business can slow or stop without trust. Those who
get it right champion authenticity, empathy and humanity to build strong, trusting
relationships, which improve employee engagement, retention and business results.
Mandates Let’s look at the environment of trust we’re living and working in these days,

Government and what leaders can do to build trust inside their companies...

Censorship
Media •2
¹Joblist 2021 Q3 U.S. Job Market Report
 Trust The increasing lack of trust in institutions is troubling,
as reported by numerous studies over the past several
years. The 2022 Edelman Trust Barometer underscores

is under the scope of the problem, revealing that trust is suffering

among the general population ... trust in government ...
trust in media ... and basically everywhere in between.

attack
People worry
about being misled on purpose
Business
is now more trusted
by misinformation (up 7 points than government in most
for business markets, but lost ground
GOVERNMENT MEDIA
TRUST FELL TRUST FELL leaders, 8 points in several countries,
for journalists including the U.S.
13 POINTS 6 POINTS and reporters,
and 9 points for
their country’s
government
From 2020 to 2022 leaders)

59% 52% The gap in trust

has hit a record high
between high-income and
distrust others believe capitalism low-income earners (was a
until they see (as it stands 6-point gap in 2012 and is
evidence they today) does more now a 15-point gap in 2022)
are trustworthy harm than good

•3
 When it
While trust is on the rise for businesses, it is not a panacea for workplace
issues, and considering the record-breaking turnover companies are
experiencing today, it is not a guarantee of employee loyalty.

comes of employees For the first year in more than a decade, employee engagement in the
Organizations are being
22%
have left a U.S. has fallen. In 2021, 34% of employees were engaged and 16% were

to trust, challenged to become more

company actively disengaged in their work and their workplace2. But, we know a lot
because of about what employees are looking for from their employers that can help
trust issues1 leaders be more effective at building trust and driving engagement... trustworthy. We often hear
about trust in the context

businesses choose a place believe information they’re getting

of rebuilding it after a crisis.
But to maintain long-

come out 60% 65%

to work based from their employer over other
on their beliefs sources of information, including
term, positive stakeholder
and values the government and media relationships, leaders must
make trust an intentional

on top Trust in “my CEO” and co-workers is strong (trust in CEOs is 66%—
up 3 points from 2021; trust in coworkers is 74%)
organizational imperative.

BARBARA KIMMEL
bu t CEO and Cofounder of

l Trust Across America

s t ilve
ha k
60 % expect
81
the CEO
% believe the CEO

woro . . .
to speak out should be visible when
about societal and discussing public policy
to d political issues they
care about when
or work the company
is doing to support
considering a job societal needs3

•4
The Complexity of Trust: PwC’s Trust in US Business Survey (August 2021)
1
Gallup 2021 US Employee Engagement Survey
2 3
Edelman Trust Barometer 2022
 Trustworthiness
has a
For instance, Trust Across America, a corporate
advocacy organization that helps other institutions
build trust through research on effective business
practices, reports that trustworthiness has a

Financial significant financial payoff. The organization has

studied corporate integrity in America’s largest
2,000 public companies since 2010, identifying

Benefit
companies whose leadership goes well beyond
legal requirements to get at what’s truly right for
all stakeholders. It found that the most trustworthy
public companies outperform the S&P 500 over
time. During the five-year period from 2016 to
2021, cumulative returns for America’s most
trustworthy public companies were

166%
versus 117%
for the S&P1

•5
¹Trust Across America 2021
 To
A study done by Kurt T. Dirks1 looked at the Trust is directly tied to employee engagement—which impacts an
relationship between National Collegiate Athletic organization’s bottom line—and research shows employees who
Association basketball teams, trust in their coaches do not feel trusted are less productive2.
and performance. The conclusion: Teams that trusted

win
their coaches won 7% more games than those that

,
did not. Dirks said that the players who had trust in
their coaches “[suspend] their questions, doubts, and
personal motives and instead throw themselves into
68% 58% 55%
working toward team goals.” Those who had lower
there must levels of trust in their coach won less often, and the say the perception
of low trust hurts
say a lack of trust affects
their career choices
feel a lack of
trust impacts
coach was out of a job at the end of the season.
be trust their daily effort (including 24% who left
their company because
their mental
health
Translate this to business and you can see that when they did not feel trusted)
employees trust their leader, they don’t get distracted
with worry or doubt. Instead, they support their

1 IN 5
leader, focus and get results. As Harvard Business employees did not refer a friend or
School Professor Francis Frei puts it: “Trust is one of family member to an open role because
the most essential forms of capital a leader has.” they did not trust their company

•6
Trust in Leadership and Team Performance: Evidence from NCAA Basketball Kurt T. Dirks Published in: Journal of Applied Psychology, 85, 1004-1012 (2000)
1
Trust in the Modern Workplace report by The Workforce Institute at UKG and Workplace Intelligence
2
 How
After decades advising corporate Building trust doesn’t have to be a daunting task,
leaders, I’ve come to recognize here are seven important traits worth exploring:
some common traits of trustworthy
companies. All the traits lead to Trait 1: Purpose
greater performance, including

can companies better collaboration, communication,

innovation, stronger relationships and
Trait 2: Heart First Authenticity
a greater esprit de corps. I’ve seen this
and leaders in my own work with corporate clients— Trait 3: Transparency
companies focused on trust are winning
become more the war for talent and customers.
Trait 4: Effective employee communication
trustworthy? In pursuing genuine trust, leaders need
to strive for a consistency of words
and actions that stand the test of time,
Trait 5: BELIEF IN COMMUNITY
and lead to a real relationship. That
relationship needs to be motivated by Trait 6: Relationship-focused
meeting mutually beneficial needs, not
selfish needs that only benefit one party.
Trait 7: Chief Communications Officer

•7
Trait 1:

Purpose
Companies set clear direction,
values and culture. Employees know
how to practice those values and
bring the strategy to life, and there
are systems in place to support
what’s important and valued.

•8
 > Purpose

Creating a culture and a sense of purpose

in your organization is much more
important than many people may realize.
It’s one of the best ways to protect your company
Purpose
from becoming a victim of the Great Resignation. noun | pur · pose
In a tight job market where employees have much of
the leverage, companies are under even more intense
The reason for which something
pressure to retain their talent. Employees want to feel
emotionally connected to their employer and its purpose.
is done (or created), or for which
They want an employee experience that has purpose, something exists.
flexibility, and that represents who they are and what they
believe in. Having a strong and supportive company culture
and values are often a major reason why people come to
work every day—and stay. If you want a high-trust culture,
it starts with the CEO and C-suite.

•9
 > Purpose

A top responsibility of any CEO is to

shape the values and standards of the
organization. This is about determining
the organization’s core DNA—who it
is and what it stands for—especially
when times get tough or a crisis hits.
It’s also about living, celebrating and protecting that
DNA as if the trust in every employee, customer and
shareholder depends on it … because it does.

To effectively shape values and standards,

leadership must be aligned and exhibit the
critical behaviors and daily actions central
to the organization. Employees will listen
Take an inventory Listen Learn
of what you and your to your stakeholders and from others—especially
to what you say, but your actions organization are already understand what’s important employees—and help them
speak much louder than your words. doing—and what you need to them and what keeps them know that one of your top
Company processes, systems, infrastructure to do—to strengthen your connected to your company, priorities is to be connected
and policies must reinforce what’s important and help culture and purpose. including customers, employees, to them.
employees navigate with ease for a better experience. shareholders and investors.

• 10
 > Purpose

Leaders need to be able to look at Specifically, among employees that do not trust their employers,
trust has been found lacking in the following areas2:
themselves and say, “How am I doing
when it comes to giving others trust?” Equity: 32% do not trust equal standards
for pay and promotions
Do I approach teams and others with the idea that
I am going to give them trust? Trust is a two-way street. Diversity: 29% do not trust that their employer
In giving trust, the chances are that you will get trust in will create a diverse and inclusive workplace
return. It’s also smart to look at the organization and
see how it performs when it comes to building trust.
PwC research found several leading attributes that Scheduling: 27% do not trust they will
were important to employees (as well as customers) be scheduled fairly
for building trust with businesses. They included1:

Safety: 25% do not trust their employer

will create a safe workplace

50% 48% 40% Payroll: 24% do not trust they will

be paid accurately each pay period
Accountability Clear Admitting
to customers communication to mistakes Once you’ve honestly inventoried your own trust work, as well as
and employees the work of your organization, you’re ready to put the purpose to
paper. This ensures your entire organization understands what
your personal values are, as well as the values of the organization.

ER E’S
H !
HOW

• 11
¹The Complexity of Trust: PwC’s Trust in US Business Survey (August 2021 2
Trust in the Modern Workplace report by The Workforce Institute at UKG and Workplace Intelligence
 > Purpose

HOW TO
BRING YOUR between their perspective and
yours. In reality, employees come
to their jobs with their own context,
Put the strategy and values on
a simple, single piece of paper

STRATEGY
and it’s the leader’s job to help
them understand the collective Share the strategic framework
context, including how you see the and ensure your leaders are aligned:
give them context so they understand
marketplace today, and how that

TO LIFE led to your strategy.

According to our research,

how you got there

Use the strategic framework consistently

a majority of employees globally in your communications with employees so it
You might have the most compelling
don’t understand their company’s becomes familiar to them and they see what’s
vision and values for your organization,
strategy and, consequently, how happening and how it ties to the strategy
but if you can’t get it out of your head
they fit in. Consider the possibility
and get others to see and believe in
if even 10% or 20% more employees
it, it might as well not even exist. Plus, Create a line of sight guide that leaders
understood their jobs better. What
you need to ensure that the systems and employees can use to have productive
might the impact be on productivity,
in your organization reinforce what’s conversations about how the employee fits
innovation or revenue?
important. In some cases, you may in, their overall job and, more importantly,
find they reinforce the opposite of how they contribute
It’s up to you to engage others so
what you or your leadership seeks.
they have the same clear picture
as you regarding your strategy and As your thinking evolves (quarterly,
Remember that just because the
where the business is going. Lift the annually, etc.), update your framework
strategy and values make sense to
perspective out of your head and get and communicate regularly so employees
you, doesn’t mean it will take only an are in the loop
it into others’ heads so they can
instant for others to see it like you do.
own it and help you achieve it.
We often think that others see the
world as we do, but it’s more likely Celebrate “wins,” always connecting back
that there’s a lot of ground to cover to and reinforcing the core elements of the
strategy and those who are living the values

• 12
Trait 2:

Heart First
Authenticity
Leaders act in authentic ways that
are consistent with the purpose
and values of the company.

• 13
 > Heart First Authenticity

It makes sense that

employees work best
for leaders who are
purposefully building
and managing trust. simple example might be to provide an employee with a stretch
assignment or work that they’ve never done before. As you hand over
the assignment, you share that you have trust in their abilities and that
you’re there to support them if they need any help. The message employees
receive is that they are valued and trusted to do great work. In return, they’ll want
The first step for leaders is giving employees their own trust. Once to give their best effort to retain that trust.
that’s established, employees return the favor by beginning to trust
their leaders as well. This comes down to the simple concept of: Authentic leaders, who take a Heart First approach, also know that leadership is
about focusing on others, being humble, operating with grace under pressure,
and having quiet courage to bring more humanity to the workplace. These types
of leaders care deeply about respect but also honesty—getting to the heart of

Reciprocity
the matter, yet in kind ways. These leaders also look at every interaction as an
opportunity to connect with others.

noun | rec · i · proc · i · ty Heart First authenticity has never been more important. One of the biggest
changes we see today is that the pandemic has caused many people to re-
examine their life priorities, including their relationship with work. In addition to
When there is a mutual benefit. high turnover rates, employers today are also confronting a significant shift in the
balance of power from senior leaders to employees, and that means leaders need
to focus more than ever on truly listening to what their employees want and need.

• 14
 > Heart First Authenticity

What Heart First

Authenticity Means For me:
First, Know Yourself | Second, Be Your Best Self | Finally, Have Quiet Courage as you relate to others

Early in my career, I was the best strategies from each

fortunate to work with some of them. After all, imitation is
incredibly inspiring leaders the greatest form of flattery.
who brought out the best
in me. I gravitated toward Still, I made my share of
them because of how they mistakes as a new leader, and
made me feel. I trusted them then I realized an important
because they were genuine, lesson: Leading authentically
authentic, and because they and with heart isn’t about being
demonstrated much more like someone else. Instead, it’s
confidence in me than I had about knowing yourself and
in myself. They stood for my being who you are. Sure, you
potential, which was incredibly can “try on” strategies that
motivating for me as a work for others. Yet, in the end,
20-something professional, leading authentically is about
and only spurred me on to finding what works best for you.
be even better. When it was And when you are genuine, you
my chance to lead, I was have “full power,” which is what
determined to lead in a similarly the Greek root of authentic—
authentic way. I tried to take authentico—truly means.

• 15
 > Heart First Authenticity

Component 1
Know Yourself
Key factors employees cite
How do you do that? Here are a couple of ideas to consider; you choose what’s best for you:
for earning their trust:1

52% Be dependable

Pay attention to what Make an inventory. Make a list of Get a better sense of Have a “truth teller”
you already know about Think about a half people you admire your leadership style. or two around you. Each
yourself. Maybe we don’t
always know ourselves totally,
dozen instances where
you were told or you felt
who lead with their
heart. Write down
There are a myriad of
ways to get feedback.
of us has a best friend outside
of work who tells us what
34% Be honest

but we can stop and examine you weren’t authentic what they do that Do a 360. Myers-Briggs. we need to hear, even when
an experience we’re having and or weren’t leading leaves you with such Read StrengthsFinder it’s tough love. We need the
know whether it feels good or with heart. Try and get a positive feeling. 2.0 or many of the other same at work. All of us have
bad—and trust our gut feeling
on it. As you have experiences,
an understanding of
what got in the way.
Try one of those
behaviors for a week
fine books that include
leadership diagnostics.
blind spots, and it’s a truism
that the higher you go in an
28% Actively listen

think, “Is this me or not me?” Then ask yourself, if and ask yourself, Use the results as an organization, the more the
Listen to your inner voice that you could have a do- “Is this me?” opportunity to hold a tendency is that people tell
says, “This isn’t me.” Get to
know yourself as well as you
over, what would you
do differently? What
mirror up to see what
you can learn further
you what they think you want
to hear, instead of what you 25% Give helpful feedback

can today…in this moment, learnings can you take about yourself and need to hear. Truth tellers
and know that, as time goes forward to help you be how you lead. can help us know what
on, you will change and grow. more of who you are? we can’t see ourselves.
24% Lead by example

I don’t know who said this, but it’s spot on: You can do an okay job of brushing your hair by staring out
the window, but you’re going to get better results if you use a mirror. Any strategy that allows you to hold a
mirror up to yourself can be helpful here. In the end, the more you know yourself, the more effective you’ll be.
22% Care about their wellbeing

• 16
¹Trust in the Modern Workplace report by The Workforce Institute at UKG and Workplace Intelligence
 > Heart First Authenticity

Component 2
Be Your Best Self
The second component is to be your best self and act Talking out loud can help you know whether what you’re
in ways that are consistent with who you are. This is thinking about is in sync with your values. Just being
your own self-awareness as you relate to others. This able to listen to ourselves day-to-day allows you to self-
means behaving in ways that are in sync with your values correct—because there’s a difference between self-talk
instead of simply trying to please others. in our heads and actually saying something out loud and
hearing yourself, along with then seeing the impact we
Early in my career, I often acted as a chameleon and have on others.
would change my thoughts or feelings based on how I
thought others would react to me. Today, I strive to be You need to be able to say, “Wait a minute. I just heard
my authentic self regularly. What it looks like and how I what I said, and I’m changing my mind on that…Or, that
act really doesn’t change very much. What does change doesn’t feel like me.” Remember, “Is this me or not me?”
is how I feel on the inside. When I acted as a chameleon,
I did so out of a desire for people to like me. I wanted You can listen to yourself on your own, or for more
people to like me. When I relate to others from an challenging topics or situations, enlist someone else to
authentic place today, I do so with a sense that people listen to you—not to make suggestions, but to listen to
will like me. I don’t worry that they won’t. They might not, you express your thoughts and feelings, which is one
and that’s their choice—that’s okay. I’m not consumed of the many roles a great executive coach or therapist
with the need for people to like me. can play. This also can be a best friend, a colleague,
partner…the key is that you need to listen to yourself.
There’s no agenda. I’ll let you be you, and I’ll be me. If This isn’t about someone else listening to give you
you like me, you like me, and if you don’t, that’s okay! advice. They’re listening so you can hear yourself and
determine what’s best for you.
How do you know if you’re being your best self?

• 17
 > Heart First Authenticity

Component 3
Have Quiet Courage as You Relate to Others
And finally, the third component—have quiet courage as you respond in a more grounded way. When you do, you can trust
relate to others. Heart First authenticity is about this constant yourself more and be more confident when you know you’ve
process of being truthful—first with yourself and then with others. thought things through.
To say the things that need to be said. And to do it in a kind and
respectful way. Being authentic isn’t about saying whatever you From a communication standpoint, authentic leaders understand
think or feel. That’s going to be damaging to either you personally the audience and context, and then flex their style to meet the
or to the company. Being authentic doesn’t give you license to needs of their audience. While being audience-focused might
be an S.O.B. Do you know someone who has a “This is me—like sound like Communications 101, it’s not common practice. One
it or not” or “I’m mad and am entitled to yell at people” attitude? of the most common mistakes leaders make is to communicate
Heart First authenticity isn’t about doing whatever you want and from their perspective. We’re all clear in our heads what we think.
not caring about the people around you. Moving someone to action isn’t about what we think; it’s about
helping someone else think differently so they then act.
Here’s a secret that authentic leaders know that other leaders
don’t: Heart First authenticity is about everyone but themselves. If you’re wondering about how you relate to others, one of best
Authentic leaders are sensitive to others’ needs. They’re looking ways to know is to ask.
at the best interests of others. What they’re not doing is focusing
solely on themselves, and they are careful not to take authenticity Authentic leaders want to hear feedback and how they’re
too far. impacting other people. It comes from a place of really wanting
to know so they can shift what they’re doing to better meet an
As they share their truths with quiet courage, they flex their employee’s needs or to better motivate that employee. It’s a
leadership style. They consider what the audience can different way to hold a mirror up in terms of understanding how
understand, process and make use of. Giving someone you impact others by being interested and taking their feedback
information that they have little way to process or to understand to heart. I hope you can see why quiet courage, as I call it, isn’t
can create confusion and anxiety. All this requires reflection on Rambo courage, but rather an internal kind of courage that
your part before you speak or act. In other words, you have to comes from deep inside.
be planful and purposeful (don’t wing it), and that allows you to

• 18
 Trait 3:

TRANSPARENCY
The company establishes a culture of transparency and
places a strong value on telling the truth, even when it hurts.

• 19
 > Transparency

“Be an
Open
Book” Transparency is a key behavior that elevates trust.
Transparency opens the door for honest change, and share with employees what they
conversations, collaboration and respect. It can know, when they know it. Leaders should
help take some of the mystery and skepticism also be transparent about what’s working and
out of the workplace that leads to feelings of what’s not with their teams. In this way, they
mistrust. Consistent and regular communication create a feedback-rich environment focused on
about the “state of the organization” should be getting even better. Failures and learnings are
a priority for trustworthy organizations, and the celebrated, as are the big wins. Transparency
communication is best when it’s timely, relevant also requires some courage. How powerful
and focused on what employees need to know would it be to tap some of the courage that
and why so they feel in the know and have lies within all of us to communicate more openly
context. Leaders need to be fully transparent and honestly about where the organization is,
in what they say, especially during times of the successes as well as the challenges ahead?

• 20
 > Transparency

Benefits T We are honest, ethical and put truth ahead

Foundational ruth of personal/professional gain

of more transparent organizations: blocks a ccountability

We hold one another accountable and take
responsibility regardless of level or role

Of
TrusT p urpose We engage our stakeholders to build shared purpose and
avoid short-term “wins” that undermine future success
Senior leaders hear the truth,
even when the news is bad, and
help their employees process what
Trust Across America has
the news means, and understand
established twelve principles
whether it requires employees to do
their job differently for better results.
(TAP INTO TRUST1) designed I ntegrity Our actions are consistent with our values and
build mutual trust and employee engagement
to raise awareness, start a
dialogue and provide more
Employees are brought in as true solutions for elevating trust: n otice We actively seek out and listen to our stakeholders’
perspectives as every voice matters
partners in the business. When your
employees know what’s truly going on
in the business, they can help you plan
and solve problems. Chances are the
t alent We understand the importance of diversity,
competence and moral character

people closest to a problem already

have ideas on how to resolve the issue. 0 penness We are open and ready to learn—we can also
be vulnerable and not have all the answers

Leaders focus on the

fundamentals. Leaders who always
speak the truth, and with candor, can
get to the basic questions employees T ransparency We reject hidden agendas and are transparent
wherever and whenever possible

have. Constantly communicating

what’s going on and why gives
employees what they need, such as r espect We respect the dignity of every person and encourage
constructive questioning and honest dialogue
answers to “Why should I care?”,
“How does a change impact my
job?” and “What’s in it for me?” u nderstanding We celebrate our corporate success and acknowledge
and examine our failures, learning from both

s afety We call out unethical behavior and corrupt practices—

we make it safe to be honest with no fear of reprisal

T racking We measure our performance according to our collective

purpose and values, sound governance practices and metrics

¹Tap Into Trust, Trust Across America)

• 21
Trait 4:

EFFECTIVE The organization makes

EMPLOYEE
communicating with their
own employees a priority,
and tries to ensure that
leaders communicate
first with their employees,
before any other stakeholders.

COMMUNICATION
• 22
 > EFFECTIVE EMPLOYEE COMMUNICATION

In trustworthy organizations, there’s a

strong focus on internal communications and
helping to ensure every employee is connected
to their job and the organization’s strategy.
They know what’s in it for them version is of getting the word
and how they fit in. Additionally, out. In fact, top-notch internal
employees feel motivated and communication should be
inspired to contribute their best. planned, consistent, and always
Great internal communication is take into account the employee
far more than talking, emailing, needs and concerns. Taking into
sending out the occasional account what employees need
memo, or whatever your can be as easy as following the

Eight
Key
Questions
• 23
 > EFFECTIVE EMPLOYEE COMMUNICATION

How
Whether employees ask them or not, there are feel taken care of, they become more aware of
several key questions that are on employees’ changes or initiatives happening outside their
minds—I call them The Eight Key Questions. department or function and ask the question,
These questions are a lot like Maslow’s Hierarchy “What’s going on?” This is a transitional
of Needs, which states that only after a person question that takes employees from “me”
to Know has fulfilled certain levels of needs can he or she
begin to move to more complex levels of thought,
to “we.” The “we-focused” questions that
follow are really about the larger organization.

What Employees such as self-awareness and understanding

of others. In other words, employees’ basic
needs—the “me-focused” needs—have to be
The ultimate payoff is when employees ask
“How can I help?” This is an expression
of engagement—a willingness to do

Want From You addressed first before employees can begin

to think beyond themselves. Once employees
more—which also demonstrates a strong
emotional connection to the organization.

Remember:
These are questions employees think about,
and perhaps ask, every day—whether they
are new to the organization or veterans. we
When change happens, employees
immediately go back to the me-focused
questions. Our job as leaders is to get
them back to question number eight as
quickly as possible (“How can I help?”).
If we don’t, that’s when business often
gets stopped, slowed or interrupted,
transition
as employees work through—or are
challenged by—change.

Me

© 2000 The Grossman Group

Adapted, with permission, from the original copyrighted work of Roger D’Aprix; all rights reserved
• 24
 BELIEF IN
Trait 5:

COMMUNITY
Trustworthy organizations focus on building
a sense of belonging for everyone in the
organization, which goes well beyond simply
valuing diversity, equity, inclusion and belonging.

• 25
 > Belief in Community

Savvy organizations Belonging

noun | be · long · ing

know that seeking 1) Close or intimate relationship.

diverse perspectives 2) Without belonging, one cannot identify

themselves as clearly, thus they can have
leads to important difficulties communicating with and
relating to their surroundings.
outcomes.

s such, diverse perspectives and people are valued and alternative points oy Baumeister and Mark Leary argue that belongingness is such
of view are welcomed. In this type of strong culture, employees begin to a fundamental human motivation that we feel severe consequences
feel a sense of belonging, which increases productivity and engagement. of not belonging. “If it wasn’t so fundamental, then lack of belonging
On the opposite spectrum, employees who don’t feel like they belong often feel wouldn’t have such dire consequences on us. This desire is so universal that
disengaged, detached and not invested in the company’s success. the need to belong is found across all cultures and different types of people.”

• 26
 > Belief in Community

DOWNLOAD
The Importance Holy SHift #@$!!* FREE EBOOK

of a Sense of With The Great Resignation, employees are rethinking

how work fits into their lives. They also expect more from
their employers when it comes to sharing and representing

Belonging the values of their employees, including commitments to DE&I.

As a leadership and communication consultant, I work

with scores of organizations that want to greatly improve
how they communicate and engage a very diverse
set of employees, often across functions, regions and In a recent study1, Deloitte explores how an organization’s commitment
continents. That work has shown me that tapping into to advancing DEI efforts in the workplace impacts trust within the workforce.
employees’ full potential is more important than ever.
The Engagement
And “employees” means ALL employees. As many
research studies have shown, companies can’t
innovate—a key business imperative—without the benefit
good
news:
80% 84% increases 20%
when employees trust
of diverse perspectives. You simply can’t build new and the commitments their
powerful solutions if everyone thinks the same. Belonging employer makes, and
of workers are confident of workers say that their
is a basic human need. Everyone wants to belong, the chances they will
their organization will leaders who make public
and be part of something larger than themselves. leave their organization
achieve its targeted statements on DEI back
goes down by 87%
DEI outcomes their words with action
You can be included and still not feel like you belong.
This is why far-sighted organizations have moved beyond
focusing solely on diversity, or DE&I, to a new, even
better goal: diversity, equity, inclusion—and belonging.
When you address belonging, you help ensure the best However:

40% 56%
ideas are getting leveraged. The major bonus is that Losing worker trust in DEI
everyone brings their best selves to work and feels commitments could have serious
engaged to help the organization achieve its goals. consequences. If employees
couldn’t trust their organization(s) would consider leaving would not feel comfortable recommending
to fulfill their DEI commitments: their organization it as a place to work to their friends or family

¹Deloitte DEI and Trust Study 2021

• 27
 Trait 6:

Relationship-
Focused
There’s an emphasis
on relationships versus
transactions, both
internally and externally.

• 28
 > Relationship-focused

We need to recognize that trust is ultimately

about building strong relationships, ones
with intimacy and vulnerability.
Employees in these organizations people grow and develop
receive a fair, relevant and and want to see their employees
motivating employee value make a positive contribution to the
proposition, or “deal” outlining company. Externally, customers
what they can expect from the can trust employees to deliver on
company. That deal reflects both their brand promise, which reflects
what the employees want and the reality of the brand and is
what the company expects in delivered consistently. There’s no
return. At the same time, leaders empty aspirational brand promise
are focused on helping the best that’s not

realistic
or
achievable.

• 29
 > Relationship-focused

Building Relationships By
Knowing Your Audience: Employees
For employees to truly feel trusted and valued, it’s important to know what they care
about most. From our experience, here’s the shortlist, which goes well beyond benefits:

Be willing to Understand More listening Take action on Show employees Show empathy Recognize /
be vulnerable expectations The best leaders
suggestions you care (in a Leaders who pause
appreciate
Share your own story People rise to the don’t talk as much. The action may be as
genuine way) and imagine how employees
They ask for input and employees truly feel
and life experiences, expectations set for simple as looping back
feedback. It’s best to Great leaders build build a lot of trust. Saying “thank you”
your challenges and them. Many problems with the employee to
stop the monologues trust by finding out Show them you hear for a job well done
the things that matter in business—and share appreciation for
and “talking at” your what’s important to them and validate their goes a long way.
most to you. Doing so the lack of trust their thoughts. Help
employees; they employees and making feelings. The payoff Reinforce very
will make your team felt in business— them understand that
want real, two-way sure they acknowledge is an employee who specifically the
members more likely stems from a lack you are taking action
conversations. critical milestones. The knows you care; at the behaviors you want
to share their stories of understanding of or explain why you’re loss of a close family same time, you gather to continue seeing,
and journeys. It will also expectations or flat- not implementing their member, an upcoming information that’s and you’re on your
open the door for them out misunderstandings approach. wedding, the birth of a useful to motivating way to a solid
to be more comfortable of what’s needed and new baby, an illness— that employee. relationship built
sharing work-related expected. recognizing critical on mutual respect
feedback that you milestones such as and trust.
can act upon, while these when you’re
also making you more aware of them truly
relatable. matters.

• 30
 Chief
Trait 7: CEO
Communications
Officer CEOs in trustworthy companies translate their vision
and strategy in meaningful ways so employees know
it, get it, believe it and act on it. These CEOs are not
distant leaders; they want to communicate regularly
with employees and genuinely connect with them.

• 31
 > Chief Communications Officer

More
CEOs in these companies
are also focused on helping than
all leaders know that their
own communication matters.
80%

#1
Effective communication with their teams
is clearly worthwhile and ultimately drives
Trust and
company performance. commitment do
not just happen;
of Americans believe they are forged
employee communication and maintained
is crucial for developing through effective
trust with employers.1 communication.2

¹Insidedge

2
International Journal of Business and Management, “Communication, Commitment, and Trust: Exploring the Triad” • 32
 > Parting Thought

talkis
cheap
Especially when it comes to leaders and
their ability to maintain and build trust.
For employees, it’s the nearly impossible to get
actions and results that back. Yet, employees
matter most. Today, who truly trust their leaders
employees are putting will move mountains for
company leaders at all them and are far more
levels on notice that when likely to be engaged in
it comes to earning trust, the business. In short,
they better work harder. your work in building trust
Trust is elusive. It takes a can be one of the most
lot of hard work to earn important things you do as
and very little effort to lose. a leader—and well worth
Once lost, trust can be the effort.

• 33
Let’s
Connect
Visit us online
www.YourThoughtPartner.com

Reach us directly
[email protected]

Connect on

We can help you build trust

Tr u s t
LinkedIn

u s on e . . . Follow on Twitter
t h is o n @ThoughtPartner

Subscribe for regular updates

www.YourThoughtPartner.com/eThought-Starters
 H E ART
L E ADER SHIP
C O M MUNICA T ION
David helps leaders drive productivity winning Chicago-based strategic
and get the results they want through leadership development and internal
authentic and courageous leadership communications consultancy. The

TR UST
and communication. He’s a sought-after Grossman Group’s clients include DHL,
speaker and advisor to Fortune 500 Emergent BioSolutions, General Mills,
leaders. A four-time author, his latest Kaiser Permanente, Lockheed Martin,
award-winning book, “Heart First: Lasting Molex, Stanley Black & Decker, and more.

ENG AG EMENT
Leader Lessons from a Year that Changed David is a member of the Arthur W. Page
Everything,” features interviews with 30+ Society, the Forbes Communication Council,
leaders inside a variety of organizations, and a Trustee to the Board of the Institute

David
each of whom share extraordinarily candid for Public Relations. In addition, he is
insights and unique leadership lessons. His a Certified Speaking Professional (CSP),
leadercommunicator™ blog is ranked the an MBTI® Certified Practitioner, a Prosci
#1 blog on communication by Feedspot Certified Change Practitioner and taught
seven years in a row. David is Founder & graduate-level internal communications
CEO of The Grossman Group, an award- at Columbia University in NYC.

Grossman David has been featured in:

VISION
The Grossman Group is proud to be a Certified Diverse Supplier

EMPA TH Y
through the National LGBT Chamber of Commerce since 2008.

Heart F1rst LEADERSHIP

© 2023 The Grossman Group. All rights reserved. Not for reproduction.