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Adam

· 5

The statement “A culture built on trust and support will achieve high performance” from my point of view means that trust and support have a critical role to play in a culture that is regarded to be of high performance. That workplace cultures can be transformed to achieve high performance if there is emphasis on building trust among the employees (Spath, 2018). Likewise, to build such a culture a lot is needed by the leaders of an organization. This includes the management creating a climate of openness and transparency, employees practicing humility by admitting their mistakes and correcting them, and leaders offering idealized influence through exhibiting high levels of integrity, morality and ethics. Other means through which this can be achieved include demonstrating emotional consistency, sharing the vision and delegating powers to team members.

Leadership and administrative staff help assure that well-meaning, front-line employees understand this culture through communicating the significant values and adhering to them. Leaders the leadership of the facility is responsible for creating and communicating the values clearly for these front-line employees to understand them. In as much they communicate them, they must also adhere to them as they need to lead by example (Reitz and Ruger, 2018).

To know if there is success in establishing this kind of culture within my organization, I will monitor of the intended results have been achieved, determine if the facility has cultivated strong communication habits and evaluate if trust and support are of the highest level. If all these are positive for my organization, then the culture of this kind has been achieved.

References

Reitz, M & Ruger, K. (2018). The Role of Trust in a High-Performance Culture. Retrieved from  https://www.atlasnetwork.org/news/article/the-role-of-trust-in-a-high-performance-culture

Spath, P. (2018). Introduction to Healthcare Quality Management (3rd edition). Health Administration Press HAP.

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Robert

· 5

A culture that is built on trust and support is one that is may up of individuals with a sense of responsibility and obligation to each other and whatever group that they may be a part of. I believe that people may be able to claim that they are both trustworthy and supportive and their personalities may align with those ideals, however in my experience, these things alone do not build a culture that embodies the same ideals. 

In order for this culture to develop, the individuals involved must be responsible. Trust is often equated to how good or honest a person may be, but this is a gross oversimplification of what it means to be trustworthy. Personally, I have dealt with many people in the workplace who I considered to be great people, and to tell the truth, however I could not place my trust in them to get the job done. In day-to-day life, we consider trust to be the same thing as honesty, but in a professional environment where the goal is to develop a culture that is built on trust and support, this is not enough. When people can be considered responsible and full of obligation to those responsibilities, suddenly that reliability creates the trust and support that people can count on. If a group of people meet goals, do the right things, and work hard, then the trust and support culture can develop in a way that allows for the achievement of high performance.

This is not usually an autonomous process though. While some individuals are naturally inclined to be responsible and fulfill their obligations, it is perhaps more common for leaders to have to hold their group accountable, and in many ways, force the development of the desired culture. By creating achievable goals and providing rewards for their achievement, as well as incentivizing collaboration and team-building, then a leader may begin to instill the values for a trust and support based culture. Eventually, there will be a normal effort to get results and collaboration will become natural, not forced. Further, everyone will eventually learn their strengths, weaknesses, and opporunities to grow, allowing for the team to operate according to those parameters, having now become able to rely on one another for their work. 

As an example, I was once a leadership member of a major student government organization at my previous university, where I was responsible for personnel and compliance issues for around 30 board members and even more students on top of that. It was important to have a culture based on trust and support, however there were issues that arose that made this difficult to achieve. This was one instance where a board member failed to meet their necessary requirements to remain in their position, and while people liked this individual and trusted them to be a good, honest person and a supportive friend, their consitent failure at meeting their requirements meant that they couldn't be trusted or considered supportive in their role on the board. It was my responsibility to rectify the situation and to compile the necessary documentation to remove them from the board, as required in our by-laws. This was incredibly controversial, as the other members involved definitely did not want to stir up conflict with a friend and peer, however in the end, it created a stronger, more professional work environment and strengthened the trust and support based culture because other board members knew they could rely on myself and other leaders to hold people accountable and promote professionalism. 

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