Do You Manage With a Low Trust- or High Trust- Management Style? A Blended Approach

Every manager practices a management style. It can be learned on the job, based on formal training, or perhaps performed in a hap-hazard undisciplined, poorly thought-out manner.

Are You Managing with a Low-Trust Style?

Ask yourself these questions. Are you:

• Prioritizing how you can maintain tight control and oversight… and stifling individual empowerment? 
• Maintaining control by relegating meaningful work and decisions to only a few direct reports, rather than developing your team?
• Constantly checking in on each staff member's activities? 
• Openly comparing one staff member's performance against that of others?
• Making judgments of employee performance without understanding the challenges they face, or criticizing them before openly trying to help? 
• Focusing on negative performance with little mention of a staff member's wins? 
• Is holding staff strictly accountable for missing targets or milestones? Offering some praise for goal achievement, with stiff criticism for missing a target?
• Waiting until an annual review to discuss performance shortcomings?
• Giving undeserved passing reviews, rather than stepping up and providing constructive feedback on areas where performance improvement is needed?

Are You Managing with a High-Trust Style?

As in the examples above, ask yourself these questions. Are you:

• Establishing two-way agreements with your staff on expectations, and relinquishing appropriate controls enabling them to supervise themselves?
• Delegating and empowering, to develop your team and bench strength? 
• Setting clear expectations for targeted performance and priorities?
• Trusting your staff will do their best, then working with them in a constructive way when they fail as a source of help when it is needed?
• Perceived as someone who removes obstacles to help your staff and department as a trainer, advisor, coach, and visible cheerleader?
• Creating a sense of a sense of passion for your vision and synergy between their individual objectives and those of the department?
• Providing constructive feedback that is objective, non-judgmental, and honest?
• Providing interim feedback close to an event you can use as a specific example, stating wins first and areas needing improvement secondly?

The Low-Trust to High Trust Management Model: a Blended Approach

Like anything else human, there are degrees of low trust and high trust. Think of the low trust to high trust as a process for evaluation and management. Consider a blended approach based on the most appropriate style for the situation and individual at hand.

When and How to use Low Trust: In the extreme, there may be employees who need time to acclimate to your company and to be trained to become fully effective in their role. Some seasoned staff members may be poor performers. As you make assignments, you are unsure if they will be accomplished correctly, or on time. These, and other examples you may think of, are in a “Low-Trust category. 

Assign Tasks with Frequent Checkpoints: When dealing with a low-trust staffer, avoid large projects. Assign specific tasks and time-based milestones. Check-in with the staffer frequently on their progress, and offer help to keep them on course. 

When and How to use High Trust: On the other end of the spectrum are staff members who know their job. They have a track record of successfully achieving what they are asked to do. They are motivated and willing to give you timely feedback when they need help. 

Assign Multi-Task Projects with Infrequent Checkpoints:

Hight trust staffers like a challenge. They are incentivized by greater delegation and decision power. They are proud when they take on a challenging assignment. Assignments are completed on time, often beyond your expectations. Assign these individuals multi-task projects or roles. Touch bases infrequently, and let them know they can come to you when your help is needed.

Conclusion:

People are different. Consider managing by blending “Low Trust” and “High Trust” techniques. The question is how best to develop and maintain a winning team using the most appropriate approach for each staff member. This can be empowering. You will reduce distractions from your real priorities, saving precious time. A blended approach can make the difference between a motivated, highly effective staff, or one that is divisive, or underperforming with the need for demotivating corrective actions, or unnecessary terminations. 

For more information on developing and maintaining a winning credit team, Check out our panel discussion on Managing Credit Department's Time: How to do Twice the Work in Half your Time by John La Rocca, Robert Shultz, and David Schmidt.