You can trust me!

Flaherty[1] recalls that Peter F. Drucker[2] noted that, in business, no matter how good the leadership or management, “unlike other skills, trust cannot be taught and cannot be learned”[3]. 

“The company is a meeting place for the will to be, to have, and to act together, for its management and staff. Nothing can be achieved in terms of optimum service to the market without close cooperation between management and staff. This presupposes strong bonds of trust between the two. And these cannot be occasional, or even uncertain. Trust is not a gift of self to others, to be renewed after it has been betrayed by those concerned. There must be a high degree of trust between the company and its staff, which management must ensure and maintain through decisions and actions consistent in results and business performance. In short, before committing the customer to a successful transaction, the company's capital of trust must first be exploited profitably in the course of activity and business to the advantage of the staff. It's the staff who will establish the market relationship with the customer. It is therefore they who will enhance or depreciate the company's own identity in the marketplace. The company will gain nothing by depriving its staff of the trust required by their resolute commitment to the task in hand. A shared trust, which must be sustained by the quality of the business management policies endorsed by the company's management.”[4]

Trust in each other within the company is a matter of organizational culture.

“Organizational culture is a repository of trust in others because it is defined solely by the group within the company. In short, it is the sieve through which the collective self expresses itself, filtering the values, commitments, and behaviors of each individual to the benefit of all, to give a consolidated image of the human space-time that is, in intention as in action, the gathering of people who drive the company. But trust isn't just a way of revealing how we are, what we have, and how we act, by matching each other's contributions to our comfort. It is first and foremost a stimulant of relationships that benefit people, and the company needs to be more productive. Understood in these terms, trust should be an invitation to management to set up the very first level of reciprocal relationships that it will assume between people in the company. This will lead the company to favor, and actively practice, governance based on absolute, universal and unconditional transparency of activity and business. To recognize each individual's contribution to the results of operations over the year, and hence to the company's performance over the entire life cycle. To practice, at all times and in all respects, irreproachable business ethics. To treat everyone fairly, staff and customers alike. To hold everyone equally accountable, regardless of position or rank. To share the fruits of activity and business with everyone concerned, through profit-sharing, shareholding, and work-related benefits programs. In short, to create a space-time for self-realization, through the context of work and the general conditions under which tasks are carried out, inviting everyone to share values, commitments, and behaviors of solidarity with others.”[5] 

Let's face it, trust is not commonplace in today's typical company. Everyone, starting with managers, tries to secure for themselves every possible advantage in their dealings with others, without giving anyone else the same. However, what you don't get first, you don't get last. The rapidly accelerating distrust of sharing in the typical company is a sign of the demise of the organizational culture based on a sense of others. And when it comes to sharing values, no company is the exclusive property of any particular individual[6]. It is the fruit of the meeting of interests of all those involved and is therefore based on trust. However, the more trust is absent from the relationship, the less the company will be able to fulfill its implicit mission of serving the market, which presupposes trust between the parties involved (the supplier, the customer, and the employees).

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[1] Flaherty, J.E., (1999), Shaping the Managerial Mind: How the World's Foremost Management Thinker Crafted the Essentials of Business Success, Jossey-Bass, p. 278.

[2] Drucker, P.F., (1954), The Practice of Management, Harper-Collins, p. 157, 158.

[3]  “Character is not something a man can acquire”, says Drucker. Which I translate as: “temperament (not literally character) is not something a man can acquire”. And, says Drucker, “Character is more important than abilities”. I translate it as follows: “Temperament is more important than abilities”.

[4] Tardif, M.JB., (2018), La confiance dans l'entreprise : Ou l'agir ensemble gagnant, Amazon.ca, p. 12 of 312. https://www.amazon.ca/-/fr/confiance-dans-lentreprise-ensemble-gagnant/dp/1790211255/ref=sr_1_3?crid=2IVB41FZOL435&dib=eyJ2IjoiMSJ9.1hpsT3qlDRsjhc8Qq_zuuqXjsPBJnYX7_gWypYzmAOpwdqMiLtUsLVWXMVYGv2xS.igSxmjKh6Il7v0mMKqcwHJk8wwX9kxi5wdldMaQZJ80&dib_tag=se&keywords=marcel+jb+tardif&qid=1721150325&sprefix=marcel+jb+%2Caps%2C156&sr=8-3

[5] Idem, p. 22.

[6] Even the self-employed have at least one customer.