3. Trust attracts and motivates talent; control repels it
People are changing the way they work, and how they want to work in the future. This has challenged many old assumptions about how much control an organization needs to exert over its talent. More managers have come around to the idea that people can become more productive, engaged and valuable when they work in a climate of trust.
There’s more to this than trusting people to work away from the office. A talent model designed around the principle of control leads to a rigid workforce where people are salaried or contracted to deliver fixed outcomes. This limits any sense of personal responsibility and narrows the scope for creativity.
Huge areas of untapped potential lie dormant. Companies struggle to put people at the center of their business or to get the best from them. They can’t pivot their operations to meet or shape new market needs because their legacy workforces and cultures make them slow to move.
Trust creates flexibility and speed. People are empowered to make the decisions they need to, when they need to. They are encouraged to use all their talents to achieve the right outcome, and not be limited to the box created by a job title. They are not recruited for their ability to execute yesterday’s tasks, but for their ability to help the company become what it needs to become, in a rapidly evolving environment.
This is a profound change. It takes a different mindset and skillset to manage people in an environment built on trust, rather than control. It requires an ability to adapt to uncertainty. And it challenges deep assumptions about who is ‘talented’ and what value they can add.