Trust is the Oxygen of the Employee Experience and it comes to the fore in moments of truth, enabling organizations to be sustainable and resilient.
When any situation arises that tests the validity of the promises that make up the agreement, it is a moment of truth (MOT).Moments of Destiny (MOT)
In Moments of Destiny, the Agreement made by both the employer and the employee is put to the test. Until a Moment of Destiny occurs, any agreement is theoretical and not yet tested. This agreement is made up of 3 parts; implicit promises (your brand's promises) plus explicit promises (personal rights, benefits, etc.) and finally psychological promises, i.e. unspoken mixed expectations and beliefs.
When a Moment of Destiny occurs, Agreements become very real. Employees find out at that moment whether their employers or managers will fulfill their promises. They also discover very clearly how the organization sees them, which can be a pleasant surprise or a disappointment.
From the employee's point of view, it is not so important whether the outcome is positive or negative in relation to the Moment of Destiny, as long as the outcome is consistent with the expectations that were previously promised. So consistency is very important.
Every moment of destiny is a potential point of turbulence when the Expectation Gap occurs, that is, when there is a gap between what employees expect and what they experience. Mismanagement of these fateful moments creates a situation where no one trusts anyone.
3 Impacts of the Moment ofDestiny
What leaders at all levels need to understand is that moments of Destiny are never neutral. Moments of destiny always have one of these three effects:
Complying with the Agreement
Keeping agreements and promises leads to feelings of security and validation. Employees feel safe and have a stronger belief that they can trust and invest in the organization. They also feel good because they believe in the organization. This results in a relationship of trust.
Breach ofAgreement
Breach of agreement generates resentment and suspicion. Employees feel various levels of anger, ranging from annoyance to resentment for not keeping their promises. They may also acquire a skeptical belief that they cannot trust the organization's leaders to do anything they say they will do because they feel manipulated or even betrayed. It is not hard to see how this attitude can lead to complete disengagement. The result is a relationship of distrust.
Meanwhile, making revisions to the Agreement on the road is often seen as a violation, even if the changes are very small. The thinking is: if this organization can change its mind at the drop of a hat, what else is going to change? Even if the revision to the Agreement is positive, it can create a net negative outcome because it is changed suddenly and without the consent of the employee. Revision can lead to uncertainty and anxiety.
Creating aNew TreatyNew Agreements can lead not only to confusion but also to curiosity. These are not necessarily negative emotions, but when employees are not sure about the new rules, their new role or what is expected of them, confusion can lead to more problematic feelings. This is one of the reasons why change is difficult. But the key is communication. Curiosity can be a force for good and offers an opportunity to engage employees on a deeper level. Depending on how the New Deal is handled, a relationship of trust or distrust may emerge.
These emotions are the most challenging part of the Agreement process. They are something you have to accept and manage. Your subordinates will not say, "You violated our Agreement last week when you announced the salary freeze." But they will reveal feelings of anger, skepticism and betrayal in subtle ways. . . and some will do so in not-so-subtle ways. Caring about these emotions is not a romantic management tool; it's a leadership skill for survival and the survival of your company. Whether company-wide or between a team leader and an employee , every change to the Agreement evokes strong emotions that can significantly impact your Employee Experience (EX) and employee engagement.
Trust is the Oxygenof the Employee Experience (EX)
Taking the right step in fateful moments makes trust enduring, resilient and helps your organization become sustainable. Trust is the oxygen of the Employee Experience. When it is there, it is your life. When it is not, trust dies. Trust is not fixed. It cannot be expected to run on autopilot. The level of trust your employees have in you today will not be the same tomorrow. Trust is a state of continuity, not a state of being. It is always either increased or decreased.
This article is excerpted from The Employee Experience: How to Attract Talent, Retain Top Performers, and Drive Results. Read it now and learn more about how to create an effective employee experience and manage trust for your organization's employees.