ffered the option of working twelve-hour days and getting Fridays off with no mandatory overtime. Guess what? Now they are working twelve hours plus Fridays. Their opinions didn’t really matter—or at least that is what they perceive. What’s the solution? First of all, don’t ask for opinions if they don’t really matter. Secondly, and this has to come from the top—do things on a trial basis with the explanation that you will be taking their feedback into consideration on a certain date. Admit your mistakes publicly; ask for ideas to solve the differences and do something special to make up for those times when you didn’t hold to the original agreement.

Trustbuster #5 Narrow Vision

You know how it’s easy to see everyone else’s mistakes but not your own? Welcome to the world of narrow vision. Here is a true case in point: Valerie was called into her supervisor’s office because of complaints from other employees. The supervisor made the mistake of telling Valerie that the other workers were complaining about her work and her attitude, saying that she was a troublemaker, and an instigator. Valerie’s self-esteem was crushed along with any sense of belonging she had in her department. Upon further investigation the supervisor realized that because Valerie had transferred from another department she had more seniority and expertise than the other workers. In essence they felt threatened as it meant at least two would be moved out of the department and it meant a

The dry cleaners lost your favorite pair of slacks, the computer tech never returned your call, your health club changed hours without a warning and the drive through gave you root beer instead of diet coke. Breech of trust happens every day to us as consumers yet we are often unaware of our own mistakes and the ripple effect it has on our daily operation at work. If you have ever wondered what is missing when morale is low and communication is weak, take a look at the trust levels. When trust levels are high, communication is effortless and when trust levels are low, even the best communicators will be unsuccessful.

Without trust there is no communication. Trust is based on information, previous experiences and past history. Here are five trustbusters that crack communication and the solutions to restore trust so that you can boost morale.

Trustbuster #1 Inconsistency

Inconsistency shows up in various ways including policies and procedures, some of which might be difficult to control, however it also shows up in the way we act during trying times. These actions and behaviors include mood swings, irritability and being unapproachable. One particular manager in a distribution plant had a habit of speaking in a rude tone then hanging up on employees who called in sick. This branded him as unapproachable with a lack of personal control. While no one should expect you to be a Pollyanna when you are disappointed in employees, as a leader it’s important to set the standard. William Penn said that no man is fit to command another that cannot command himself.

Two general types of challenges you face as a manager include the emergency that must be faced head on and the other issues involving employee complaints and disciplinary problems. Since emergencies and unexpected crisis’s catch us off guard it is important to create a strategy. Make a conscious, (as Phil McGraw would say,) life- decision as to how you will react or respond. The decision might include a statement that shows you are in charge such as, “hold on—let me think for a moment,” or “Let’s figure this out…” Take a deep breath, count to ten, then you can process the information without wasting energy on blaming or exploding.

For those non-emergency situations, the solution is simple: Set boundaries and a specific time to handle disputes or problems. That way, you are consciously aware of your commitment to appear consistent and in control. Sometimes the issue at hand is more important to you than it is to the employee and vice versa. If the issue is important to you, then you set the appointment in your calendar. If the issue at hand is more important to the employee but not necessarily to you, put the monkey on their back, by telling the discontented employee to come to you before the end of the shift to schedule the appointment. Beware of saying that you have an ‘open door policy’ then acting cranky or unavailable when you get disrupted. Be realistic. Instead of trying to make workers buy into the fantasy, create some guidelines for your ‘open door.’ This lets you take charge of what is important and helps you empower your employees to take charge of issues that are important to them.

Trustbuster #2 Broken Promises

Simple as it sounds don’t make promises you can’t or don’t intend to keep. Mistakes in this area happen subtly: “I’m on your side, “ or “I’ll support you all the way.” Miriam was finishing her graduate degree and wanted to move up in the company that held little opportunity. After talking to her business unit manager about her goals she was pleasantly surprised that he agreed to do anything to help her achieve her goals. The time came when Miriam asked for a leave of absence to finish her degree, (after all, he said anything.) So she went through the proper channels and the final decision rested with the business unit manager. When it came time to ask for the decision the business unit manager passed the buck, making employees wonder who’s in charge. The moral is don’t make promises you don’t have the power to keep, or promises that might put you in a compromising position with your associates. It will come back to bite you.

Trustbuster #3 Poor Follow-through

Poor follow-through is a diluted example of broken promises. Diluted, because it is subtler and almost universally accepted in our society. The precursor is statements such as: “I’ll get back with you,” or “I’ll let you know as soon as I find out.” Before long it doesn’t really seem that important to the promise maker while the other person is waiting patiently to hear information that has most likely been forgotten. Meetings are a classic example of promising to get back with someone, or to get information to a group as soon as it is available. How many times have you heard the response, “good question and while I don’t have the answer, I’ll be sure to get it to you before the next meeting.”

Remember that every time you say, “I’ll get back to you” you are making a promise to follow through. With that in mind, write it down and schedule it. Another solution is to give the action item to someone else to follow up on, but you still need to see that the information is distributed—which still means writing it down and attaching a follow up date to it. In a formal meeting, create an action item with a date attached. Chances are, you won’t say it as often when you know you have to be accountable.

Trustbuster #4 Unnecessary Unexplained Surprises

We trust that when the traffic light is green, it means we are clear to go—so we take action upon that trust and we proceed through traffic. What would happen if someone changed the colors of the lights to purple, blue and white, without warning and without explanation of the meaning? That’s what it felt like when employees of a remanufacturing plant were offered an option to vote on new work hours. The employees were offered the option of working twelve-hour days and getting Fridays off with no mandatory overtime. Guess what? Now they are working twelve hours plus Fridays. Their opinions didn’t really matter—or at least that is what they perceive. What’s the solution? First of all, don’t ask for opinions if they don’t really matter. Secondly, and this has to come from the top—do things on a trial basis with the explanation that you will be taking their feedback into consideration on a certain date. Admit your mistakes publicly; ask for ideas to solve the differences and do something special to make up for those times when you didn’t hold to the original agreement.

Trustbuster #5 Narrow Vision

You know how it’s easy to see everyone else’s mistakes but not your own? Welcome to the world of narrow vision. Here is a true case in point: Valerie was called into her supervisor’s office because of complaints from other employees. The supervisor made the mistake of telling Valerie that the other workers were complaining about her work and her attitude, saying that she was a troublemaker, and an instigator. Valerie’s self-esteem was crushed along with any sense of belonging she had in her department. Upon further investigation the supervisor realized that because Valerie had transferred from another department she had more seniority and expertise than the other workers. In essence they felt threatened as it meant at least two would be moved out of the department and it meant a p

o set the standard. William Penn said that no man is fit to command another that cannot command himself.

Two general types of challenges you face as a manager include the emergency that must be faced head on and the other issues involving employee complaints and disciplinary problems. Since emergencies and unexpected crisis’s catch us off guard it is important to create a strategy. Make a conscious, (as Phil McGraw would say,) life- decision as to how you will react or respond. The decision might include a statement that shows you are in charge such as, “hold on—let me think for a moment,” or “Let’s figure this out…” Take a deep breath, count to ten, then you can process the information without wasting energy on blaming or exploding.

For those non-emergency situations, the solution is simple: Set boundaries and a specific time to handle disputes or problems. That way, you are consciously aware of your commitment to appear consistent and in control. Sometimes the issue at hand is more important to you than it is to the employee and vice versa. If the issue is important to you, then you set the appointment in your calendar. If the issue at hand is more important to the employee but not necessarily to you, put the monkey on their back, by telling the discontented employee to come to you before the end of the shift to schedule the appointment. Beware of saying that you have an ‘open door policy’ then acting cranky or unavailable when you get disrupted. Be realistic. Instead of trying to make workers buy into the fantasy, create some guidelines for your ‘open door.’ This lets you take charge of what is important and helps you empower your employees to take charge of issues that are important to them.

Trustbuster #2 Broken Promises

Simple as it sounds don’t make promises you can’t or don’t intend to keep. Mistakes in this area happen subtly: “I’m on your side, “ or “I’ll support you all the way.” Miriam was finishing her graduate degree and wanted to move up in the company that held little opportunity. After talking to her business unit manager about her goals she was pleasantly surprised that he agreed to do anything to help her achieve her goals. The time came when Miriam asked for a leave of absence to finish her degree, (after all, he said anything.) So she went through the proper channels and the final decision rested with the business unit manager. When it came time to ask for the decision the business unit manager passed the buck, making employees wonder who’s in charge. The moral is don’t make promises you don’t have the power to keep, or promises that might put you in a compromising position with your associates. It will come back to bite you.

Trustbuster #3 Poor Follow-through

Poor follow-through is a diluted example of broken promises. Diluted, because it is subtler and almost universally accepted in our society. The precursor is statements such as: “I’ll get back with you,” or “I’ll let you know as soon as I find out.” Before long it doesn’t really seem that important to the promise maker while the other person is waiting patiently to hear information that has most likely been forgotten. Meetings are a classic example of promising to get back with someone, or to get information to a group as soon as it is available. How many times have you heard the response, “good question and while I don’t have the answer, I’ll be sure to get it to you before the next meeting.”

Remember that every time you say, “I’ll get back to you” you are making a promise to follow through. With that in mind, write it down and schedule it. Another solution is to give the action item to someone else to follow up on, but you still need to see that the information is distributed—which still means writing it down and attaching a follow up date to it. In a formal meeting, create an action item with a date attached. Chances are, you won’t say it as often when you know you have to be accountable.

Trustbuster #4 Unnecessary Unexplained Surprises

We trust that when the traffic light is green, it means we are clear to go—so we take action upon that trust and we proceed through traffic. What would happen if someone changed the colors of the lights to purple, blue and white, without warning and without explanation of the meaning? That’s what it felt like when employees of a remanufacturing plant were offered an option to vote on new work hours. The employees were offered the option of working twelve-hour days and getting Fridays off with no mandatory overtime. Guess what? Now they are working twelve hours plus Fridays. Their opinions didn’t really matter—or at least that is what they perceive. What’s the solution? First of all, don’t ask for opinions if they don’t really matter. Secondly, and this has to come from the top—do things on a trial basis with the explanation that you will be taking their feedback into consideration on a certain date. Admit your mistakes publicly; ask for ideas to solve the differences and do something special to make up for those times when you didn’t hold to the original agreement.

Trustbuster #5 Narrow Vision

You know how it’s easy to see everyone else’s mistakes but not your own? Welcome to the world of narrow vision. Here is a true case in point: Valerie was called into her supervisor’s office because of complaints from other employees. The supervisor made the mistake of telling Valerie that the other workers were complaining about her work and her attitude, saying that she was a troublemaker, and an instigator. Valerie’s self-esteem was crushed along with any sense of belonging she had in her department. Upon further investigation the supervisor realized that because Valerie had transferred from another department she had more seniority and expertise than the other workers. In essence they felt threatened as it meant at least two would be moved out of the department and it meant a

alistic. Instead of trying to make workers buy into the fantasy, create some guidelines for your ‘open door.’ This lets you take charge of what is important and helps you empower your employees to take charge of issues that are important to them.

Trustbuster #2 Broken Promises

Simple as it sounds don’t make promises you can’t or don’t intend to keep. Mistakes in this area happen subtly: “I’m on your side, “ or “I’ll support you all the way.” Miriam was finishing her graduate degree and wanted to move up in the company that held little opportunity. After talking to her business unit manager about her goals she was pleasantly surprised that he agreed to do anything to help her achieve her goals. The time came when Miriam asked for a leave of absence to finish her degree, (after all, he said anything.) So she went through the proper channels and the final decision rested with the business unit manager. When it came time to ask for the decision the business unit manager passed the buck, making employees wonder who’s in charge. The moral is don’t make promises you don’t have the power to keep, or promises that might put you in a compromising position with your associates. It will come back to bite you.

Trustbuster #3 Poor Follow-through

Poor follow-through is a diluted example of broken promises. Diluted, because it is subtler and almost universally accepted in our society. The precursor is statements such as: “I’ll get back with you,” or “I’ll let you know as soon as I find out.” Before long it doesn’t really seem that important to the promise maker while the other person is waiting patiently to hear information that has most likely been forgotten. Meetings are a classic example of promising to get back with someone, or to get information to a group as soon as it is available. How many times have you heard the response, “good question and while I don’t have the answer, I’ll be sure to get it to you before the next meeting.”

Remember that every time you say, “I’ll get back to you” you are making a promise to follow through. With that in mind, write it down and schedule it. Another solution is to give the action item to someone else to follow up on, but you still need to see that the information is distributed—which still means writing it down and attaching a follow up date to it. In a formal meeting, create an action item with a date attached. Chances are, you won’t say it as often when you know you have to be accountable.

Trustbuster #4 Unnecessary Unexplained Surprises

We trust that when the traffic light is green, it means we are clear to go—so we take action upon that trust and we proceed through traffic. What would happen if someone changed the colors of the lights to purple, blue and white, without warning and without explanation of the meaning? That’s what it felt like when employees of a remanufacturing plant were offered an option to vote on new work hours. The employees were offered the option of working twelve-hour days and getting Fridays off with no mandatory overtime. Guess what? Now they are working twelve hours plus Fridays. Their opinions didn’t really matter—or at least that is what they perceive. What’s the solution? First of all, don’t ask for opinions if they don’t really matter. Secondly, and this has to come from the top—do things on a trial basis with the explanation that you will be taking their feedback into consideration on a certain date. Admit your mistakes publicly; ask for ideas to solve the differences and do something special to make up for those times when you didn’t hold to the original agreement.

Trustbuster #5 Narrow Vision

You know how it’s easy to see everyone else’s mistakes but not your own? Welcome to the world of narrow vision. Here is a true case in point: Valerie was called into her supervisor’s office because of complaints from other employees. The supervisor made the mistake of telling Valerie that the other workers were complaining about her work and her attitude, saying that she was a troublemaker, and an instigator. Valerie’s self-esteem was crushed along with any sense of belonging she had in her department. Upon further investigation the supervisor realized that because Valerie had transferred from another department she had more seniority and expertise than the other workers. In essence they felt threatened as it meant at least two would be moved out of the department and it meant a

l let you know as soon as I find out.” Before long it doesn’t really seem that important to the promise maker while the other person is waiting patiently to hear information that has most likely been forgotten. Meetings are a classic example of promising to get back with someone, or to get information to a group as soon as it is available. How many times have you heard the response, “good question and while I don’t have the answer, I’ll be sure to get it to you before the next meeting.”

Remember that every time you say, “I’ll get back to you” you are making a promise to follow through. With that in mind, write it down and schedule it. Another solution is to give the action item to someone else to follow up on, but you still need to see that the information is distributed—which still means writing it down and attaching a follow up date to it. In a formal meeting, create an action item with a date attached. Chances are, you won’t say it as often when you know you have to be accountable.

Trustbuster #4 Unnecessary Unexplained Surprises

We trust that when the traffic light is green, it means we are clear to go—so we take action upon that trust and we proceed through traffic. What would happen if someone changed the colors of the lights to purple, blue and white, without warning and without explanation of the meaning? That’s what it felt like when employees of a remanufacturing plant were offered an option to vote on new work hours. The employees were offered the option of working twelve-hour days and getting Fridays off with no mandatory overtime. Guess what? Now they are working twelve hours plus Fridays. Their opinions didn’t really matter—or at least that is what they perceive. What’s the solution? First of all, don’t ask for opinions if they don’t really matter. Secondly, and this has to come from the top—do things on a trial basis with the explanation that you will be taking their feedback into consideration on a certain date. Admit your mistakes publicly; ask for ideas to solve the differences and do something special to make up for those times when you didn’t hold to the original agreement.

Trustbuster #5 Narrow Vision

You know how it’s easy to see everyone else’s mistakes but not your own? Welcome to the world of narrow vision. Here is a true case in point: Valerie was called into her supervisor’s office because of complaints from other employees. The supervisor made the mistake of telling Valerie that the other workers were complaining about her work and her attitude, saying that she was a troublemaker, and an instigator. Valerie’s self-esteem was crushed along with any sense of belonging she had in her department. Upon further investigation the supervisor realized that because Valerie had transferred from another department she had more seniority and expertise than the other workers. In essence they felt threatened as it meant at least two would be moved out of the department and it meant a

ffered the option of working twelve-hour days and getting Fridays off with no mandatory overtime. Guess what? Now they are working twelve hours plus Fridays. Their opinions didn’t really matter—or at least that is what they perceive. What’s the solution? First of all, don’t ask for opinions if they don’t really matter. Secondly, and this has to come from the top—do things on a trial basis with the explanation that you will be taking their feedback into consideration on a certain date. Admit your mistakes publicly; ask for ideas to solve the differences and do something special to make up for those times when you didn’t hold to the original agreement.

Trustbuster #5 Narrow Vision

You know how it’s easy to see everyone else’s mistakes but not your own? Welcome to the world of narrow vision. Here is a true case in point: Valerie was called into her supervisor’s office because of complaints from other employees. The supervisor made the mistake of telling Valerie that the other workers were complaining about her work and her attitude, saying that she was a troublemaker, and an instigator. Valerie’s self-esteem was crushed along with any sense of belonging she had in her department. Upon further investigation the supervisor realized that because Valerie had transferred from another department she had more seniority and expertise than the other workers. In essence they felt threatened as it meant at least two would be moved out of the department and it meant a possible promotion for Valerie. The solution? Investigate and observe before jumping to conclusions. Look at all the dynamics involved and ask yourself what has changed and what are the various possible perceptions. When you do have to resort to discipline, it’s better if it comes from your observation rather than what other employees have said to you. Telling one employee that others are complaining about their performance pits the employees against each other and creates a drama triangle with you in the middle.

What’s the solution when an employee comes to you complaining about a coworker? Listen but keep your emotions and judgments out of it. Rather than taking what they say at face value, investigate by asking questions. Ask them what measures they have taken to control the situation without outside help. Ask them what action they want you to take, that way you will know if they just want to tattle or if they really want intervention. When possible, help them create their own boundaries to control the situation. Another way to get to the truth is to have a meeting with ‘secret ballots’ where associates can voice their opinions anonymously, then hold a meeting, report the information and let them know you are aware and are observing. Remember it’s easier than you think for some employees to master the art of game playing so don’t let it happen in your court. Discourage tattle tailing and encourage open responsible communication.

It’s human nature to move away from pain and toward pleasure. It is painful to be in relationships and environments where there is no trust, whether it’s in our professional or in our personal lives. Creating a high level of trust is one way to improve communication and boost morale.