10 Pitfalls That Destroy Organizational Trust
hbr.org/2023/10/10-pitfalls-that-destroy-organizational-trust?utm_medium=email&utm_source=newsletter_monthly&utm_campaign=leadership_activesubs&utm_content=signinnudge&deliveryName=DM301303
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Shiny object syndrome The human brain is wired to focus on the new, new thing, even when the old, old thing matters more. A lack of intention (also known, less cheerily, as lack of discipline) in the pursuit of new opportunities puts your business model at risk. Excellent adventures in new products and markets are often justified by hazy ROI equations that inflate the upside and downplay the risk, including the cost of distraction from more urgent priorities. May be accompanied by other types of magical thinking. Trust wobble: logic.
Managers in what we call the “murky middle” of an organization are often the only people who know the true distance between a company’s reality and its ambition. They know how much effort it’s going to take to win, understand the true hazards of the journey, and typically have the most to lose (and least to gain) along the way. And yet, instead of being unleashed in moments of big change, middle managers are often overlooked by a leadership team that’s focused on inspiring the front lines and gaining buy-in at the top. Trust wobble: empathy.
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