Trust and performance

Alison Maitland's picture

Trust is in short supply at the moment, in politics as well as business. It was centre stage, though, in the panel discussion on culture and performance at the Echo Annual Summit in London last week, where I talked about transforming work for the digital age. Our research for the book (published the same day, 7th October) shows that organizations with innovative working practices are most likely to have a culture of trust and empowerment. Managers’ fears of losing control are one of the biggest barriers preventing companies from freeing people to work in ways that suit them best.

We write about trusting employees in the book, saying: “In the new world, managers who feel the need to control their minions’ every move will have difficulty. Those who see themselves as catalysts for people to perform at their best will adapt quickly.”

The idea of freeing people’s potential is beautifully captured in this Christopher Logue poem, which was read out by my fellow panellist Jackie Elliot, a communications consultant:

Come to the edge.

We might fall.

Come to the edge.

It’s too high!


And they came,

and we pushed,

And they flew.

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