High Performance and Trust
Building a high performance culture can be a challenging task. Often its very difficult to define a starting point let alone a vision on how a high performance team should look like. I was inspired a lot by "Building a culture of trust can be a powerful way to improve performance" by Paul J. Zak.
In today's competitive landscape, company culture becomes a key factor to drive growth and profitability. Particularly trust, is a powerful lever for boosting performance and driving profitability. A great model to think about building organizational trust is to look at measurable components. The following model called “OXYTOCIN” provides a great framwork:
Ovation: Recognizing and celebrating achievements, both big and small.
Expectation: Setting clear goals and expectations, providing employees with a sense of direction.
Yield: Granting autonomy and empowering employees to make decisions.
Transfer: Sharing information openly and transparently.
Openness: Encouraging feedback and creating a safe space for open communication.
Caring: Showing genuine concern for employees' well-being, both professionally and personally.
Invest: Investing in employee growth and development through training, mentorship, and opportunities for advancement.
Natural: Fostering authenticity and vulnerability, allowing employees to bring their whole selves to work.
These OXYTOCIN factors directly impact the release of oxytocin, a neurochemical associated with bonding and trust. Zak's research demonstrates a clear correlation between high-trust environments and numerous positive outcomes. Employees in high-trust companies report significantly higher levels of energy, engagement, and productivity, while experiencing less burnout. They are also more likely to stay with their employer and recommend it as a great place to work. Furthermore, a culture of trust extends beyond the workplace, positively influencing employees' overall life satisfaction.
The beauty of Zak's framework lies in its practicality. Organizations can measure their existing trust levels using a survey designed to assess the OXYTOCIN factors. By identifying their weakest areas, companies can strategically target interventions to drive improvement. For instance, a company scoring low in "Invest" might implement professional development programs or mentorship initiatives. Another company struggling with "Natural" could focus on creating a more open and authentic work environment. Zak provides concrete examples of how targeted interventions can lead to significant increases in trust and subsequent improvements in performance.
In conclusion, building a culture of trust is not just a "nice-to-have"—it's a strategic imperative. By focusing on the OXYTOCIN framework, organizations can create a workplace where employees feel valued, respected, and empowered, leading to significant gains in performance, profitability, and overall well-being. Trust is a powerful force that benefits employees, strengthens key performance indicators, and ultimately contributes to stronger communities.