In a previous blog I introduced the concept of the 4 Cs: Communication, Coordination, Control & Command. These are management and organizational tools to achieve short- and long-term objectives. They also have their own individual costs, benefits and effectiveness. In this thought exercise I want to focus on the impact the above have on organizational trust.

Trust this Definition

Trust is one of those ephemeral concepts that everyone knows, typically more by its absence than its existence. Merriam-Webster defines trust as:

trust noun \ ˈtrəst \
1a : assured reliance on the character, ability, strength, or truth of someone or something
b : one in which confidence is placed
2a : dependence on something future or contingent : HOPE

adapted from: https://www.merriam-webster.com/dictionary/trust

Son of a Trust Bank

Stephen Covey introduced the concept of a Trust Bank in his book, 7 Habits of Highly Effective People. The idea is that we all get a free deposit in social situations and from there we add or withdrawal from the account.

Covey’s son, Stephen M.R. Covey, followed up and expanded on this concept in his book ‘The Speed of Trust‘. At a personal level, trust is confidence in a person’s character and competence. These are just as applicable to families, organizations or a society but ultimately the core elements remain: confidence in character and competence. Jack Welch said of trust: “You know it when you feel it.” Perhaps more to the point, you probably know a lack of trust.

4C’ing the Trust Bank

Trust is constantly being created or consumed. If you have a high trust bank account drawing down a bit is not a big deal. For those in over-draft, a very minor thing can bankrupt a relationship. The 4C’s directly impact organizational trust. Communication and Coordination generate trust, Control is trust neutral – it neither generates nor consumes trust – while Command consumes trust.

Generating Trust: Communication and Coordination

Good Communication and Coordination generates trust. Note the operative word here is good. If it is glib or false, it will consume trust faster than a swift Command in the rear-end. Why is this the case?

Communication is a bi-directional affair. When people are heard they are engaged in the action to be undertaken. Even better, when they are consulted through Coordination, they are a part owner of the action in question. Insert here a whole whack of research, anecdotal evidence and leadership books that make this point.

The one thing to note though is that these 2C’s are highly perishable and are subject to rot and infection. Communication and Coordination must be constant, consistent, real, accurate, timely, and sincere. Remove these and the environment will become infected with suspicion, rumor or indifference.

Trust Neutral: Control

Control tends to get a bad rap, no one likes being controlled, many people enjoy controlling and everyone demands control in its absence. Going back to my 4C’s blog, the definition is:

• Control (management): A management function aimed at achieving defined goals within an established timetable, and usually understood to have three components: (1) setting standards, (2) measuring actual performance, and (3) taking corrective action. A typical process for management control includes the following steps: (1) actual performance is compared with planned performance, (2) the difference between the two is measured, (3) causes contributing to the difference are identified, and (4) corrective action is taken to eliminate or minimize the difference.

In the above context, Control is neutral to trust. How it is subsequently used will certainly impact trust generation but control itself is agnostic. In that respect, think of a good Control environment as the piggy bank itself. It is purpose-built for a function: protecting trust. It does not contribute to trust’s generation or nor its consumption. To make the metaphor scream a bit more, Control is by nature static. While the Trust is safe inside, the contents are not being re-invested nor is the container evolving to outside environment changes.

Trust Consumption: Command

Command is a fairly precise term, go forth and do stuff (or don’t do stuff as in 8 out of the 10 Commandments). Command requires enormous trust and is dependent upon the other three C’s for its existence. The military is filled with failed Command scenarios resulting from poor Communications, Coordination or Control over troops or the terrain.

Beyond bad decisions, each Command draws down trust and likely at an accelerating rate for each subsequent command.

Paying for and Pay Back from Trust

Command is a cheap way to achieve an objective. Yell fire in a crowded theatre and it will empty in no time. Try yelling fire to the same group of movie goers for the tenth time and it will likely fall on deaf ears (or be pelted with popcorn or arrested).

The first 3C’s of Communication, Coordination and Control cannot be faked, they require integrity, discipline and results. Returning to Stephen M. R. Covey’s book, the first three C’s generate a Trust-Dividend (deposit) while the last one is a Trust-Tax on your bank account. Make sure your deposits are outstripping your trust withdrawals at home, office and in your community.