Trust is often talked about as the bedrock of a company’s suc­cess. Most people think about the issue in terms of cus­tomers: They have to believe in you and your prod­ucts and ser­vices. But trust within the orga­ni­za­tion is just as impor­tant: Your employees must believe in each other. When they don’t, com­mu­ni­ca­tion, team­work and per­for­mance inevitably suffer. After New York Times pub­lisher Arthur Sulzberger fired the newspaper’s editor, Jill Abramson, in May, he explained that he’d repeat­edly warned her that she was losing the trust of the news­room. But how do you build trust in the workplace?

Trust is an “evolving thing that ebbs and flows,” says David DeSteno, a pro­fessor of psy­chology at North­eastern Uni­ver­sity and the author of The Truth About Trust. And yet it’s essen­tial to boosting employee engage­ment, moti­va­tion, and candor. Employees are more likely to follow through on goals set by a man­ager they trust and to be more forth­coming about the chal­lenges they see on their level.

Read the article at Harvard Business Review →