[nukkad] Gaining trust with "The Boss"

["HABIBKHAN PATHAN" <HKPSNL@ltecd.ltindia.com>]

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Gaining trust with "The Boss"


No matter how low or high up the organizational hierarchy we climb, most of us have a boss . Bosses come in different sizes, shapes, colors, styles and price ranges. Some people claim to own their boss, while others are just renting until they can find or afford a real one.

Shelves of research evidence suggest that a vital factor contributing to employee job satisfaction is the level of trust people experience with their boss.

The higher the level of trust in the relationship, the higher the level of job satisfaction. Building trust with the boss can be both challenging and fragile. It may take months to do, yet mere seconds to undo. But, by and large, most people find the rewards worth the effort. So what steps can we take to build that trust ? Let me suggest five principle-centered starting points. As you review ask them, "How would my boss rate me?"

RESPECT

A subordinate who does not respect the boss's opinion will most likely not be trusted by the boss. This does not mean the subordinate has to agree with the boss - the key is respect.
Too often employees get caught up in "I-know-a-better-way" campaigns against their boss. The longer the duration of such win / lose ego conflicts, the more downhill goes both the battle and the trust .Contrast such "my-way-or-no-way" approaches with the approach taken by one individual : "I'm no Yes-man," he proclaims. "I know the importance of saying what's on my mind. But I also know that other people may have a different or even better perspective. So I argue clearly, concisely, and even forcefully one time for my position.
If my boss then does not accept my recommendation, I try to make his decision an effective one through my creativity and commitment.
Notice that this is not a soft, keep-the mouth-shut, wimpy approach. It is strong, yet full of respect.

SUPPORT

While many people see their boss as life's sole creator of stress, they must realize that the boss is also the recipient of much pressure. they should be attentive and available physically, emotionally, and mentally when their Boss needs support.
A certain manager, for example, was under pressure to complete several projects with tight deadlines. One subordinate became upset because he was not receiving the help he wanted on his project which the manager felt was of less importance. He murmured and griped.
A co-worker took a different approach. she said to the manager, "I know you're under a lot of pressure trying to complete high-priority projects. The project I am working on is less important, so I'm willing to assist on your projects if you fill I can be of help." 
It is not difficult to guess which of the two individuals received the most favorable performance appraisal, or who was most trusted in the future.

DEPENDABILITY

Dependability means consistently handling circumstances with good judgment and thoroughness. If a subordinate demonstrates competence in handling sensitive relationships with customers, for example, trust results. 
But dependability goes beyond judging sensitivity. It requires getting the job done.
One executive described it this way, "I have people coming back to me all of the time saying they couldn't do what I asked because of such and such or so and so. They may call a guy and he's sick, on vocation, or some thing else."
"But they don't ask themselves, 'Is there some other way to get the information?' They just report back to me thinking I'll accept their effort as a substitute for what I need. I want someone who will figure out a way to get the job done, not excuses." In other words, he want someone he can trust.

LOYALTY

This includes both personal and organisational loyalty. A manager is not likely to trust a subordinate with responsibility if he or she fears it might lead to the subordinate furthering their own interests at the manager's or organisation's expense.
A women told me of an occasion when she became fed up with her boss. Her frustration was that her boss was not utilizing her skills.
After months of complaining to others in the department, she finally confronted the boss head on. Imagine her embarrassment when the boss explained , "I hired you because of your potential and I wanted to develop it. But no sooner had I given you assignments that would expand your visibility within the organisation when I started getting word from my friends that you were badmouthing me all over the department . I wanted to champion you, but now I don't dare for fear of what you might end up doing to me in the process."



Loyalty, not duplicity, breeds trust.



INTEGRITY
Integrity suggests that one's deeds follow one's words that what you say is what you do. One manager lamented : "while supervising a project with a major client, I assigned an individual to a specific task. He kept saying, "I will do it." Each time I checked he'd say, "I will get it done," but when the deadline arrived, it was not read .the client was very upset with the news. I don't take that man's word on important matters any more.
People who say one thing and do another strike fear, not trust in the eyes of managers.
So how did you do? In your mind's eye, how did your boss rate you? 
Obviously , these five principles represent just a few of many factors of the trust equation.
Furthermore, trust is clearly a two-way relationship and the boss must also do his or her part. But there's no need to wait for the boss to start the process. Start with that over which you have the most control - yourself .

- BE HAPPY




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