Canadian Government Executive - Volume 27 - Issue 02

BY CHRIS HEDLEY INSPIRING TRUST IN THE FACE OF UNCERTAINTY 22 / Canadian Government Executive // March/April 2021 MILLENNIAL OUTLOOK T he COVID-19 crisis has highlight- ed communication successes and failings across the board. Best in- tentions have led many leaders to immediately prioritize regular communica- tions with their staff. However, a 2020 Kotter study showed that executives are perceived as less transparent by front-line workers than senior staff, seriously harming the impact of this messaging on the majority of their em- ployees. While communication professionals can provide valuable input on improving internal communications, bridging a 21-point divide in perceptions takes more than great writers and knowledgeable practitioners. In business, as in all aspects of life, effective communica- tion relies on one basic element—trust. How important is trust? According to the 2020 Edelman Trust Ba- rometer, employees who trust their em- ployers are more likely to advocate on their behalf (78%), stay loyal (74%), be engaged and live the organization’s values (71%), and be strongly committed to their jobs (83%). These figures highlight the benefits of es- tablishing a trusting work environment and conversely the negative impacts of a distrust- ing workforce. How trustworthy are you? To increase trust, it is important to establish a true understanding of the current situation. Too often, leaders rely on ineffective mea- sures of employee sentiment and review pro- cesses. Given the significance of trust, annual surveys just do not cut it. Reporting discontent or dissatisfaction is never easy for an employee. In 2017, a study found that a quarter of harassment cases went unreported for fear of retaliation, even though two-thirds of employers had work- place harassment policies. When one in four employees is not comfortable enough to bring forward serious cases of abuse, a sim- ple survey cannot be relied on as an accurate measure of trust. If your last satisfaction results seemed too good to be true, try something new to con- firm. Positive results can indicate an optimal environment, but they can just as easily re- flect a culture of fear, with employees unwill- ing or unable to speak out. It is important to know the difference. A suggestion box may be “old-school”, but if it provides the ano- thing. COVID-19 has staff seeking answers and well-intentioned leaders looking to pro- vide them... but be cautious. Information on public health guidelines changes by the minute—just look at masking advice. Beyond organizational specifics, be mindful of what information you are sharing and how. If you establish precedent for host- ing updates on your intranet, make sure you have the capacity and processes in place to keep these areas updated. Providing outdated information can be as harmful as providing no information at all. Consider linking to external websites rather than reinventing the wheel. Not only does this reduce resource requirements, but it also ensures consistency and protects your reputation should there be any mistakes or inaccuracies. Right now, the impact of COVID-19 on public confidence in government has 92% of employees looking to their organization to step up and lead on ethical issues. Capitalize on your communication resources, be bold, be brave, and take advantage of this captive audience that is crying out for inspirational leadership. Chris Hedley is a public relations consultant and candidate for the Master of Public Policy, Adminis- tration and Law at York University. (chedley@yorku.ca ) nymity required to get honest input, why not give it a try? The hard truth about building trust Many leaders have highlighted the challenges of developing and maintaining trust in an organization. We know that trusting relation- ships are hard to build and easy to destroy. We also know that trust in organizations has been impacted by COVID-19, particularly trust in the public sector, which has seen a 19% de- cline in those who cite government as honest. So, what can leaders do right now to re-estab- lish trust and build back relationships? Give trust to gain trust Leaders have intense schedules, meaning that front-line workers often do not get much face time with those at the top. This might explain the 24-point gap between management and other staff’s opinions on executives’ truth-telling. All front-line staff know about their leaders is what they see and read, so take full advantage of your com- munication staff. Trust your communication team and delegate tasks like all-staff emails, newsletters, and news releases to maximize your schedule. Spend your valuable time meeting with your team, explaining your stance, and approving key messages. But let them spread the word effectively, trusting that they will safeguard your reputation and the organization’s image. Trust the experts Executives are educated, talented, and expe- rienced, but no one is an expert on every- ACTIONS SPEAK LOUDER THAN WORDS