A. Trust is the foundation of your most critical activities as a manager. One obvious example is when you delegate
responsibility you can succeed only if you trust the employees to fulfill their tasks and resist second-guessing or
micromanaging them to distraction. Otherwise, you’ll create a whirlwind of problems. For example, you may be spending too
much time thinking about your employees tasks instead of focusing on your own.
Paul Condon, a program director at the Eastern Management Development Center and former Organizational Development
consultant, puts it this way: There’s a pat phrase that says a manager should do only those things that they’re good at
and delegate the rest. That way, you maintain the focus where it should be.
In addition, Condon points out that untrusting managers cheat their employees out of a valuable career opportunity.
People who work for you must grow and develop as decision makers, too. By delegating to them, even in complex or
unusually difficult projects, you’re giving them an opportunity to extend themselves professionally and grow.
The payoff for everyone organization, employee and manager who now has a stronger more well-rounded employee is enormous.
Perhaps one of the most deeply hidden drawbacks, though, is this: untrusting managers damage employee morale. In
essence, they say that employees aren’t good enough to do the job themselves. And this soon becomes a self-fulfilling
prophecy. But, if you delegate and trsut they’ll do a good job, they’ll rise to the occasion and even surpass it.