Trust is a vital component of an effective and high-performing lab. Having trust between the lab manager and staff enables people to speak up and share their thoughts and observations. Important aspects of psychological and emotional safety are dependent on trusting relationships in the lab. This safety relies on trusting relationships that prioritize staff and their ability to share. These feelings of safety and trust allow staff to report safety and quality issues, promote data integrity and ethical behavior, and produce higher levels of collaboration and cooperation. Insufficient trust leads to negative conflict, ineffective workarounds, a lack of organizational learning, increased errors, slower problem-solving, and eroding employee engagement and motivation. Here are three things that lab managers can do to help build trust around the lab:
#1 – Consistency
Developing and reinforcing trusting relationships requires coherence and alignment between our words, decisions, and actions. Staff need to see that our words and actions are well-aligned with the lab’s strategy, culture, and mission. In addition, they need to see our follow-through on responsibilities, action items, and promises. When they raise issues, we need to close the loop and do our part to find and implement solutions and corrections. Staff need to trust that we’ll do what we say we’ll do.
#2 – Transparency
Trust increases when we are clear about the decisions we make. The more they can appreciate the “why” behind priorities, constraints, and changes, the more comfortable they’ll feel about the decisions. They might not like the decisions, but they can understand how they were made. Transparency helps people see that the decisions are intended to be fair and equitable, thereby avoiding perceptions of favoritism. Staff need to trust that we make fair and reasonable decisions.
#3 – Reliability
To build trust with staff, you need to be available to help when they need assistance. These are times to show your technical expertise and share your knowledge and experience. Just because you’re now the lab manager doesn’t mean that you’ve forgotten all your lab experience. You can also demonstrate vulnerability by knowing the limits of your knowledge and when to admit uncertainty or look elsewhere for greater expertise. Staff need to feel that we have their back and will take the time to help them, as needed.
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Building trust in the lab is a long-term project that requires dedication and effort. People may grant you trust from the beginning, but breaking that trust can be painful and difficult to regain. Demonstrate through words and actions that their trust is justified, and think through important actions and interactions about how you are building trust. Spend some time investigating your actions and look for behaviors that are inconsistent with building trust, and work to eliminate them.
