Effectiveness of leadership through high trust culture high trust culture – culture of trust came up 15 years ago by the American thinker and value guru Stephen R. Covey. Since then is the impact of reliance on business processes and business results is investigating. Confidence is not easily measurable success. Now, top managers and Gen Y established potential trust put the value ‘ increasingly about career opportunities, position power and remuneration. You certainly make career decisions against proven career recommendations and measure their future employers against veracity, authenticity, meaning and thus confidence. Traditional and young organisations are long thin and see the active design of culture of trust as economically essential: inwards in the optimization of their business processes and to the binding and activation of potential of human capital.
Outward in market design and its economic and strategic development. The honest diagnosis of the existing or missing confidence culture shows already workable solutions on! The impact experienced by trust and culture trust on each level of interaction can be analyze and measure. Instruments adapted to the corporate world give a clear picture of how and where trust is sick and affects. Targeted surveys show where action is required: sometimes, it is up to the individual in his direct work environment and personal behaviour. Often there are divisions or levels of management who know already versatile feedback and external reactions to design their high trust culture. You can describe it, but not always the same name. A good, honest diagnosis helps identify and understand. Also handy can indicate which options for action to contribute effectively to the recovery.
Clarity in the tool option helps good answers. Guided interpretation of results provides practical approaches to first work. Each manager may work on a working culture of trust she is supreme duty of management! At the same time represents the knowledge bottleneck and comfort: It starts often at the individual. It starts often at the top. What complicates the direct revelation and response, is however also an everyday opportunity: even the first step begins with the individual often at the top. With him, the appetite on the second and third step and finally economically tangible results with trust culture as a factor for success is growing. High trust culture is high end business development. It is as comprehensible as theme and basic philosophy, it remains simple and clear in everyday life. And exactly this never banal. The white paper trust culture as a contribution to the success of the company ‘ by Petra Schulte shows influencing factors and solutions.