I coach leaders to give them a strong background of understanding themselves and how their behaviours impact upon others. Trust is essential to this process.
At one stage I was coaching in an organisation where there was little trust amongst some of the staff and it was very noticeable when all of the coaching sessions became a guessing game as to who had said what in the feedback. The end result is that no-one gains from this. There is little personal reflection on behaviour and the whole process can become not just a waste of time but potentially dangerous in terms of collaboration amongst people.
The proof of the value of trust in business is compelling: “Organizations with high trust outperform organizations with low trust by nearly three times.” (Watson Wyatt 2002)’
In order for leaders to empower, to delegate, to enable creativity and innovation, then trust must be present in both parties – leaders and followers.
I particularly like what Charles Handy had to say about trust in his book ‘The Hungry Spirit’ 1997 and I am using this as my reference here:
Trust is not blind – it needs to grow over time. However it can be built up in large organisations where there is a network of smallish units in which trust can be developed, and Handy quotes the example of ABB here.