“You are dipping your toes in this subject area called trust,” I nodded. “If the manager is to trust the team member, it starts with selection. I get that. But, how does accountability, laid at the feet of the manager, engender a sense of trust?”
“If the manager understands their accountability for output of the team member, blame goes away,” Pablo replied. “We often think blame is a personality disorder, or a breakdown in communication. Blame gets resolved, not through a communication seminar, but by defining, understanding the working relationship between the manager and the team member. When the manager understands, assumes accountability for output, there is no one to blame. The manager has to look inward, to determine what change the manager can make to impact the output.
“You see,” Pablo continued. “Let’s say we get a shipment of defective parts on an assembly line, a little plastic burr that has to be ground off before it can be assembled, and the grinding takes an extra 30 seconds. If our production output was intended to be 100 units per hour, but those 100 units now cause 50 minutes an hour of deburring, we can get behind quickly. And, that’s no matter how hard the team member works, it still takes 30 seconds extra per unit.”
“What does this have to do with trust and mistrust?” I wanted to know.
Pablo obliged. “If the team member is held to account for the output, they have nothing to say except to point out the deburring work. The team member cannot authorize someone from another team to come to help, or to pull two other deburring grinders from another work cell. They have no context for the output of the other work cells. And, if they are already doing their best, they can work no harder, they can work no faster, the deburring still takes an extra 30 seconds. If they are berated by their manager for the shortfall in output, there begins a mistrust of their manager. The team has little control over the conditions of their raw materials, it is only their manager that can accommodate the anomaly in production. This small bit of mistrust can begin to grow and ultimately erode the relationship. And, it is not personalities or miscommunication that is causing the mistrust, it is the definition of the working relationship between the manager and the team member AND where we place accountability for output.”