Trustworthiness Is A Professional Competency….Agree?

Trustworthiness Is A Professional Competency….Agree?

The first job of a leader at work or at home is to inspire trust. It is to bring out the best in people by entrusting them with meaningful stewardships and to create an environment in which high-trust interaction inspires creativity and possibility.”

That quote is from Stephen Covey who was an American educator, businessman, keynote speaker and author of the famous book “The 7 Habits of Highly Effective People“. It means that Trust is equal to Engagement which results in increased performance.

Trustworthiness at a workplace is being honest, dependable and being reliable to get things done right. Without trust, allies can become enemies. However, trustworthiness is not just about employees feeling good about the company, but also having the confidence that a leader instills trust in the organization which contributes to the employee’s engagement and retention.

The article “Building Trust at Workplace– How Important Is It?” listed down the six consequences of lack of trust in the workplace which includes:

  1. Lower productivity
  2. No delegation of authority
  3. A load of work increases
  4. New ideas will not be welcomed
  5. Increased cost
  6. Competitors may win

A leader should also be trustworthy. There’s an interesting article in the Harvard Business Review by Professor David DeSteno of  Northeastern University entitled “Who Can You Trust?” which shows the results performed on research about trustworthiness. It answered the questions “Are we trustworthy?” and “How does trustworthiness look like to those we interact with?” It also includes 4 points to keep in mind when deciding whether or not to do business with a new partner.

  • Integrity can vary

A reputation earned doing business with one customer with one set of costs and benefits cannot be relied on to hold up when trade-offs or accountability change. It merely means that trustworthiness depends on circumstances.

  • Power does corrupt

Research by Paul Piff, a social psychologist at Berkeley, suggests that indicators of socioeconomic status can predict trustworthiness. As explained, a person’s honesty depends on his relative feelings of power, and not on how much money he has in the bank. So when deciding whom to trust, consider new and temporary power differences.

  • Confidence Often Masks Incompetence

We often associate confidence with competence. There will be no harm done if someone can back up his confidence with consistent performance, but if you fall for deluded posturing, then that is when the problem comes in. So do not forget to do your research, although reputation cannot be an indicator of integrity, it is a reliable predictor of competence.

  • It is OK to Trust Your Gut

Some findings demonstrate that our minds come with built-in trust detectors, but we sometimes suppress our intuitive machinery by taking into consideration what we believe to be more rational predictors and mistakenly looking for the wrong nonverbal cues. Trust your gut and allow your mind to arrive at a judgment undisturbed by predictors and wrong nonverbal cues.

 

Horizon Technology Partners believes that TRUST is one of the key factors in creating a long-term relationship with employees and clients. Here’s an interview with a client named Brian, a Software Development Manager, who expressed trust and confidence with HTPartner’s dedication and commitment to providing elite staff.

Brian: “He supplies people who are so passionate at their jobs, and he made them qualified team members, good team-oriented personnel, and they spoke well. I can’t think of anyone that I did not like that he brought forward, and in some cases they were fantastic.”

 

Are you also looking for a trustworthy provider of IT Talents, as well as elite staff that you can trust?

For a “No-Pressure” conversation with John Sule, schedule a call

If you would like to learn more about finding the right candidate for your open positions give us a call at 847-202-3242 or email us at connect2htp@htpartners.com.

 

“Building talented teams where talent matters.”

–Horizon Technology Partners

Are You Mistreating your Talent?

Are You Mistreating your Talent?

Mistreatment is the #1 reason people leave tech jobs according to the Tech Leavers Study a one-of-a-kind national study that looked into why people in the tech industry voluntarily left their jobs.

What the study found was that workplace culture drove turnover which had a significant impact on the retention of underrepresented groups. This turnover costs the tech industry more than $16 billion each year.

Here are just some of the key findings of the study:

  • Nearly 40% of respondents cited mistreatment or unfairness.
  • Underrepresented men were most likely to leave due to unfairness.
  • 1 in 10 women experienced unwanted sexual attention
  • LGBT employees were most likely to be bullied and/or experience public humiliation.
  • Underrepresented men and women of color experienced stereotyping at twice the rate of White and Asian men and women
  • 30% of underrepresented women of color were passed over for promotion.

We know that tech has a problem with diversity. There aren’t enough women or people of color entering the tech industry. While there may be some debate about why that is, especially in light of Google Memo posted a couple of weeks ago, we do know that the culture can be an echo chamber of old and outdated beliefs and attitudes.

The good news is, there’s a lot of room for improvement. You may not be able to hire a chief diversity officer, but you can implement these strategies to retain the diverse culture you may already have and to attract more women, people of color and lgbt people to your company.

Fix the Culture – Nearly two –thirds of tech leavers said they would have stayed if they culture had been fixed. Ask around and find out of your talent feels mistreated or feels as though they are being treated poorly or unfairly. The change in culture needs to start from the top down and it needs to be comprehensive.  According to the study diversity and inclusion should be treated as a business strategy.

Core Values – Companies need to identify a core set of values and develop a code of conduct that strives to eliminate mistreatment and unfairness. It’s not enough to identify the problems, they must also be addressed and altered. Companies must be prepared to identify and discipline people who violate the core values.

Fairness – Companies also need to willingly audit performance management and compensation practices for bias.

Tech can save billions of dollars in retention and reputation costs if they focus on building an inclusive and fair culture.

Diversity encourages growth and development of out-of-the-box thinking, you want to attract a more diverse culture if you want to succeed in business these days.

What are you doing to ensure your company is attracting women, people of color, misrepresented men and lgbt people?

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