Maikel Batelaan, consultant and co-author of the book “Why Should I Trust You” (see below) talks about the ideal of every organization: smooth collaboration. In practice, it is more unruly. After all, there are always complex problems that need to be solved. Many leaders then react impulsively: they flee or they fight. Increasingly, we see leaders who choose the solution that lies exactly in between: they create trust. Organizations are much more equitable, much flatter than they used to be. If there is a need to create change or to overcome existing rivalries, the first thing that comes to mind is to restore trust among the key players, trust between leaders and co-workers. And that’s why he thinks that in most cases where organizations want to change, trust is something that should be seriously looked at. Distrust blocks basic team performance, and it also makes people very unhappy in their private life. If a situation like that exists, it’s important in the first place to identify the elephant in the room. He talks about the taboo to talk about this lack of trust and the remedies to restore trust.
The book, “Why should I Trust You”
Smooth collaboration is every organization’s ideal, but the practice is more unruly. After all, there are constantly complex problems to be solved. Many leaders then react impulsively: they flee or they fight. Increasingly, we see leaders choosing the solution that lies exactly in between: they create trust.
Drawing on personal experiences at the heart of many leading organizations, the authors of this book show what trust is really worth in a business context. What trust can add to innovative teams? How to have a conversation with another person to build trust. How talent comes to fruition.
Without trust, problems often remain unresolved. Trust leads to a better society, a more successful organization, and happier employees.
‘A good leadership team requires mutual trust as the basis for a healthy culture in the company. Trust in the team is the basis for acting with speed and empowerment, with visibility into the market; and also a prerequisite for enjoyment in daily work.’ – Frans van Houten, CEO of Royal Philips
‘For me, trust is being able to share your vulnerability without any restraint.’ – Erik-Jan Mares, CEO of Zeeman
‘For me, trust is the usual starting point, after which there is no need to look back to know that agreements made with each other will be kept.’ – Chris Worp, Managing Director of The Ocean Cleanup
‘Trust is letting go.’ – Mirjam de Blécourt, Member of the Upper House, partner Baker McKenzie
Translated with www.DeepL.com/Translator (free version)