Are you converting trust and influence into value adding time?

From being young and growing up, to working, relationships and parenting, the basic foundations of what happens are based upon trust and how we use it. Are you using the influence that you have to its full potential?


Influence ball bearings

From being young and growing up, to working, relationships and parenting, the basic foundations of what happens are based upon trust and how we use it.  In personal and professional lives this manifests into what we’re allowed to do and what we allow ourselves to do, which in turn influences what others are able, capable or inclined to do.

Everyone’s role within the workplace has an inherent level of trust attached to it.  At different levels within the organisation this transitions between task completion, management, governance, decision making and guidance.

Every role also has an associated level of influence within the organisation.  This covers internal and external relationships, how effectively things are done and how flexible and efficient we are at responding to and satisfying the needs of everyone.

Trust and influence combined provide the foundations for an efficient and effective working culture, which in turn impacts an organisation’s P&L through the effective use of its available assets – people, equipment, buildings and facilities, as well as the organisation’s turnover. 

How well do you trust the people and information available to you?  If you do not trust either or, even worse, both, you will waste a lot of time checking, compensating and rectifying to ensure things run smoothly.  If this is the case, how can you improve this? 

  • Address the root cause
  • Work out what it is that you don’t trust and why
  • Engage the relevant people to improve this by setting guidelines, expectations and working collaboratively

Are you using the influence that you have to its full potential? 

If you put trust in how someone performs their role, you’ll let them get on with their job and may even delegate authority and invest time helping them to develop further, therefore demonstrating that you value and respect them (key elements of the lean philosophy).  For those who don’t have your trust, you may feel frustration and the need to get involved, advise or take control. 

Gain time for yourself to invest in value adding activities by addressing the root cause as previously outlined.  Use the influence associated with your role and invest time to collaborate and help them to understand and ultimately perform better.

An organisation with a rich and mature combination of trust and influence ensures that the correct standards are in place and embedded.  This enables continuous improvement to be effective and the appropriate time at the appropriate levels to be invested in innovation.

Is the combination of trust and influence having a positive impact upon your organisation, as well as you? 

If it isn’t, how can it be improved? 

If it is, congratulations and hope you’re working on how it can be increased. 

 

Castlefirth work with a wide variety of organisations to develop and embed new ways of leading, managing and delivering effective continuous improvement systems that function across all levels of their business.  We collaborate with individuals and businesses to help them to develop their levels of trust and confidence in each other.  Through the use of data, facts and evidence we enable individuals, teams and departments to improve daily by engaging effectively and making timely and accurate decisions at the correct level.

For further information on exploring this subject further in your organisation, please do not hesitate to us.