Trust in Performance
Performance at work is about making big promises and keeping them. It's about the performance, not monitoring the preparation leading up to the performance.
If a promise is kept and a project is delivered on time and under budget, does the way in which the project was prepared and delivered matter? Assuming the methods sit within the company’s modus operandi, the method of preparation should not matter.
If they don’t deliver what was promised, that's the problem. Being monitored whilst preparing for the performance is a trust issue. Learning to trust is difficult because it means giving up some level of control and a higher tolerance for risk.
As hybrid/remote working becomes a more permanent reality for many knowledge workers, more emphasis on trust is required from leaders. Organisations can try to ramp up the surveillance by recording clicks, screen time and email. But is this a long-term solution?
Employees want to be treated like humans and trusted to do good work regardless of where they are working from. Excessive surveillance and measurement strips away the human element of work and degrades trust.
There will always be a few people who take advantage of the trust they are given, which emphasises the necessity to create an environment that attracts people who want and choose to be there.
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