Rebuilding Trust and Morale
Once trust has been broken, it takes extra effort to repair it. Audiences that were once receptive to apologies and new ideas take on a wait-and-see attitude. Optimism turns into skepticism. To coin a phrase from Jerry Maguire, they are waiting for you to “show them the money.”
In order to turn low morale into a positive outlook and a willingness to move forward, management needs to prove that they are serious about implementing changes. Only consistent, observable evidence will be persuasive. Hearing promises that “things are changing” or “this time is different” will most likely fall on deaf ears. Depending on the degree of damage, the change effort may need to be sustained for a prolonged period (to alleviate concerns that it’s not a fluke).
Management’s willingness to sustain and support the change will determine the extent to which the employee trust and morale will be repaired. In order to be successful, the effort must be:
- Significant – While small changes may help, you need to show a substantial and valued change in order to win them over.
- Shared – Involve the audience in the solution so they can enjoy being part of the eventual level of success.
- Specific – Be clear on the purpose and objective of the change. Acknowledge the current state of affairs, consider apologizing for past mistakes.
- Supported – Demonstrate your commitment to making the change by overcoming obstacles and allocating appropriate resources (rather than making excuses when the going gets tough).
- Sustained – Don’t expect immediate results. It takes time to heal.
Once your audience sees a sincere effort toward change, they can shift their attention away from complaining and back to business objectives.
If you’re interested in improving morale and (re-)building trust in your organization, please contact Kammy Haynes.
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