Without people, technology is nothing and most importantly to have a faith in people, whether they’re good or smart, and if you give them tools, they’ll do magic.
“faith in people.”
By flipping the technology question around and placing the focus on the human factor that make the technology, “faith in people” became the building block of trust that gave company employees the freedom to transform, create and innovate. When leaders consciously choose to believe in people and trust in their abilities to do great work with a level of “faith” that they’re “good and smart” people are empowered and engaged to high performance. Remove the factor that if you express esteem, employees will expect a raise. Human impact is key to innovation.
- They feel safe enough to be creative.
When leaders operate from trust and belief in others, something magical will happen; discretionary effort is released across the organization as teams feel psychologically safe in the presence of management, which increases productivity output. They work as colleagues and inspire each other, integrate their thinking and put ideas into context of productization
- Ownership of their work.
Manager’s faith and trust in the ability of his developers to produce at their best began before they set foot inside the organization. Managers should promote trust-culture of autonomy and empowerment upfront during hiring practice. Because as Steve Jobs said: “It doesn’t make sense to hire smart people and tell them what to do; we hire smart people so they can tell us what to do.”
- Motivated by a common vision.
In today working offices, one of the worst things that cause disengaged and dispirited employees is a manager’s inability to attach objective and purpose to employees’ work. Once employees know what to do, they’ll go figure out how to do it. What employees need is a common and shared vision. And most importantly the manager ability to articulate that vision so employees can understand it and getting a consensus on a common vision.
- Make good choices.
When Managers have “faith in employees” to create things and perform exceptional work, they trust that their people also operate from a position of honesty and integrity and that their employee’s role to go about their day doing the right thing and doing things right.
- Manage problems on their own.
When leaders give away trust and autonomy to their employees early on, it has a major impact on them. They’re more open to safely deal with customer-facing problems quickly and head-on, instead of procrastinating or waiting for direction that travels one-way–from the top down. In turn, this raises both the employee and customer experience to new levels.
On our experience, one of the key success factors, is the freedom and the open doors policy. And also to be followed by continuous constancy and practicing such culture in entire organization
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