What trust really means.

A business leader once told me, "I never want to get too close to my employees. If they fear me, I know I have their respect." I can still hear the alarm that went off in my head. I couldn't disagree more. Not only does fear not build respect, it creates an atmosphere of suspicion and distrust. It was clear to me that an unhealthy culture was brewing in that organization, right there along with that fear. Any small infraction could result in public humiliation. Employees hesitated to talk to one another for fear that it might be interpreted as socializing on the job. Triumphs were minimized and mistakes scrutinized. And when things went wrong, there was always the time and need to assign blame.

What this business leader and others who share his opinion don't realize is that real respect requires trust, and that fear and trust are near polar opposites. For employees to be engaged and motivated, they need to feel that their work is worthwhile, that they are contributing to something important. Respect for a leader is directly related to that person's ability to offer employees what they need to perform well, follow through on commitments, communicate honestly, reward justly and compensate fairly. That's the kind of action that builds trust and leads to respect. It includes that leader's ability to explain the company's vision and what it is trying to accomplish, the plan for achieving its goals, and the roles employees will play in attaining that vision. The truly exceptional leader conveys meaning and instills inspiration, and is not only trusted and respected but admired as well.

Dick Wilmot is a pioneer in the area of trust, and we're pleased that he has offered his thoughts in this issue of Communication World (see page 34). It's a lifetime of work like his that has helped leaders everywhere gain a better understanding of the importance of trust. He couldn't have put it better when he said, "The underlying value for me is that all of it is based on what trust at work means to the real experts--employees." We offer you our thanks, Dick, for paving the way for a new generation of leaders--those who have the understanding and courage to truly lead.

Natasha Nicholson, Executive Editor