Sales leaders are particularly at risk. With shorter product cycles, opportunities fly by at breakneck speed. Solomon says that when managers are faced with complexity, ambiguity and changes in the market, it makes vp technical email lists them feel like there isn’t enough time to truly connect with their staff or customers.
“So we push, we drive harder, and we go faster,” he says, “sending heat to people who push premature releases before establishing a human connection.” The result: damage to productivity, employee engagement, and a leader’s reputation — not to mention the erosion of trust if leaders don’t recognize and slow down, he notes.
The ROI of building trust
Although trust may seem like an abstract concept, it can be easily quantified, according to the Great Place To Work Institute. Companies whose employees report high levels of trust in their workplace are high performers and experience low turnover—up to 65% less. That saves on back-end costs of hiring, training new staff, and work to implement new sales training techniques.
“Without trust,” Solomon warns, “people assume defensive, self-protective postures that inhibit learning and performance.” Not to mention, they are more likely to steal and lie.
Tips you can trust
Fortunately, Solomon says there are techniques that both managers and salespeople can use to foster a greater sense of trust with colleagues and customers.
It starts with authentic communication, she says:
“Leaders have to remember that people are not ‘formulas.’ People want real stories and real expression. When you bring stories and passion, it invites authentic connection, and in doing so, trust develops. Don’t take yourself too seriously. When you have inner confidence as a leader, you learn to let your guard down a bit and engage with people more. Don’t just talk about the heavy tactical business goals, but illuminate them with real stories.”
