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Published by: Harvard Business Publishing
Published in: "Harvard Management Update", 2000

Abstract

In earlier decades, it may have been enough simply to understand the link between trust and financial performance on a theoretical level. Today, however, the demands are greater: the connection must be made actionable and managers must be able to deploy trust in ways that yield tangible results. But before you can receive trust, you have to be willing to give it. Try too earnestly to foster it, and your efforts can backfire, instilling suspicion among employees. What follows is some concrete advice for dealing with trust, an admittedly squishy subject. Includes the sidebar, "How to Heal from Betrayal" and a list of additional resources.

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Abstract

In earlier decades, it may have been enough simply to understand the link between trust and financial performance on a theoretical level. Today, however, the demands are greater: the connection must be made actionable and managers must be able to deploy trust in ways that yield tangible results. But before you can receive trust, you have to be willing to give it. Try too earnestly to foster it, and your efforts can backfire, instilling suspicion among employees. What follows is some concrete advice for dealing with trust, an admittedly squishy subject. Includes the sidebar, "How to Heal from Betrayal" and a list of additional resources.

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