Does Your Job Know When You Haven't Typed?

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A recent New York Times article provided a simulation of monitoring software that has become increasingly popular to monitor those who work remotely. As you scrolled through the article, warnings popped up if you seemed idle or were reading too slowly. The simulation even tracked keystrokes, clicks, and reading speed. While the article focused on the perils of using such software to track productivity, what was equally apparent is that such software communicated a lack of trust to employees.

While it is understandable that companies are still adjusting to the rapid rise in work-from-home arrangements, it’s easy to see how those monitored felt uneasy or insulted when asked to explain even a ten-minute lapse in keystrokes. (As one interviewee put it, “I still have to take bathroom breaks.”)

The relationship between an employer and employee has always relied on a certain amount of trust. After all, most employees must trust they will be paid, as compensation isn’t provided until after the work is done, whether it be at the end of a shift or the end of a two-week pay period. Employees also trust the companies they work for to provide safe working conditions, to hire competent and (ideally) pleasant colleagues, and to operate a business that is legal and ethical.

Similarly, organizations trust employees: depending on the work and the size of the company, most of us have some control over our daily work decisions. Amazon trusts thousands of people to deliver packages as expected. Restaurants trust bartenders to write up tabs accurately. Notwithstanding the new monitoring software, the entire enterprise of work is largely built on trust.

Trust in the workplace contributes to more than just feeling good about colleagues or a manager. A Harvard Business Review article found that people at high-trust companies experience 74 percent less stress and 106 percent more energy at work. The article also stated that the impact of trust is chemical: a study of people’s oxytocin levels showed that levels rose after deciding to trust people, and that people who received synthetic oxytocin then demonstrated more trusting behavior.

How do you build and maintain trusting relationships at work?

1. Keep promises. A simple, but essential piece of building trust is being reliable. Do what you say you’re going to do. Whether that is showing up on time, finishing projects as required, resolving issues with customers or suppliers—people want to know that they can trust you to do what you said you would.
2. Be open. Communication is one of the most critical elements of a productive workplace. And like other types of relationships, being transparent about your needs is key. Find ways to appropriately but clearly state what your goals are, and your expectations of others. If you disagree with a colleague, explain your view with compassion and respect. Part of trust is predictability. And the more people can predict your viewpoint, the more they trust you.
3. Higher up means lower trust. It may be difficult to accept, but the higher you are in a hierarchy, the less people will naturally trust you. If you are a senior leader, be aware that those around you will be more wary of your intentions. Colleagues tend to trust each other more than they trust those who manage them. If you are leading a team, trust is critical, but you’ll have to work harder to earn it.
4. Find common ground. Not surprisingly, people are more likely to trust those with whom they share values or goals. In a professional environment, you have an obvious place to start—you share a mutual employer. Ideally, this means you both believe in the company’s mission, products or services, and culture. If you can, go a step further and see if you share work styles or communication preferences. Building trust around small things—even where to grab lunch—can build a connection.
5. Empathize. There’s no end to the literature about why empathy is so important. When it comes to building trust in the workplace, people feel closer to those who try to understand their needs. Learn about others’ priorities and goals and be empathetic whenever possible. People are more willing to believe you if you believe in them.

Trust is particularly important right now because it helps build stability. And our lives have been upended so much over the last few years that we are all looking for more certainty. We tend to crave more control over our environments and being able to trust our colleagues and managers is a critical element. Such trust also leads to great productivity. In fact, the Harvard Business Review article cited above also stated that high-trust workplaces have 50 percent higher productivity. Maybe those companies relying on monitoring software to measure productivity should take note.