TrustAccording to the 2016 Edelman Trust Barometer, trust and credibility are key in the world of human resources in business. This study analyses the status of global opinion on the trust placed in companies from the point of view of consumers and employees.

The conclusion from the results is that employees are more credible than CEOs, senior executives and consumer activists; and not regarding “minor quibbles” but rather in terms of employee and customer service, corporate conduct and the handling of crises, finances and operations. CEOs fall below 50% on the trust index and fail to make the grade, while steering committees achieve a measly 30%.

In light of this panorama, business management is no longer a matter of qualifications, conferences and curricula experience gained at various companies but is rather becoming akin to creating a couple- and/or friendship-building strategy.

Aristotle once said: A probable impossibility is preferable to an improbable possibility. 

In the business world, CEO opacity is the greatest reason for a lack of trust. We use the term ‘opacity’ to refer to the fortunate position of being able to act like a non-communicative director; engrossed in an action bubble.

In contrast, transparency and naked organization management will help bring executives closer to all the stakeholders with an influence on the company. As mentioned in a previous post... A Project Manager who always acts honestly and entirely transparently has great potential to be highly appreciated even when a project fails.

That said, knowing how to generate trust also requires identification of the organization’s culture and action protocols. Every organization has a culture but not all of them plan a culture. The culturally aware must let transparency flow naturally in conversations; without barriers or prejudices.

Furthermore, and bearing in mind the constant mobility that exists in global human resources and the multicultural nature of companies, it is also important to note that the management of different cultures and habits is now a priority for good leadership as a chief officer. Ties to the community or ethnic background and customs that characterize each employee must coexist with diplomacy and business protocol, both within and outside of the organization.

Hence, the first step should be to identify the cultural idiosyncrasies and attitudes shown within the project team and then manage people and their culture.

This is why you need to express your culture! It will not suffice to merely have a vision of each one but rather that vision must be implemented. And if the existing culture is insufficient, it will need to be changed. Remaining clear and coherent to that culture is a priority because the way of thinking adopted in the organization’s strategies will be conveyed externally on a day-to-day basis.

Planning how to create synergy between the culture and responsibility inherent to each employee is the most difficult task for managers.

Cultural management at this stage is where a good flow of information, confidence and participation is needed. Confidence from supervisors and employees in expressing their fears and having the power to participate in decision-making processes. For example: ASKING!

There should be open channels of communication with company management and correct feedback on the values and information provided in order to know whether the message and value have been understood and assimilated.

Combining the task of identifying the winning culture with the key measures that will achieve the desired results in the team will help create bonds between cultural, religious and linguistic diversity. And it will serve as a medium for promoting project cohesion and inclusion with those involved. When this is successfully conveyed, it will be possible to generate trust, emotional engagement and personal aspirations, which are related to their country of origin and, consequently, their local project team.

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