Why we don’t trust our managers – and how you can fix it

Only a third of middle managers trust their senior leaders a new report has found. Middle managers interviewed for the report, conducted by Chartered Management Institute and events specialist Top Banana, want greater transparency from the top.

The report found that middle managers want senior leaders to reveal their thinking on important issues, but also to admit their mistakes and encourage people to raise issues with them. In fact, less than one in ten are given the chance to feedback on information they’re required to share with their teams as a matter of course.

However, 72% of leaders think that they’re highly trusted as a manager. Yet only 36% of middle managers say that they trust their business leader to a great extent. The ‘trust gap’ means only 31% of managers are ‘very confident’ in communicating company guidance and strategy to their teams.

The trust gap is particularly worrying in the wake of the Brexit vote, according to CMI chief executive Ann Francke. She said: “These findings are a warning that a communication breakdown between leaders, middle managers and employees more widely is undermining growth.

“Leaders have to recognise the pivotal role played by middle managers at the heart of their organisations and support them to succeed in the months and years ahead.”

Nick Terry, co-founder and managing director of Top Banana, said: “The UK’s business landscape has changed unrecognisably with an informed, empowered generation of people entering the workforce.

“They’ve grown up with information at their fingertips and nothing less than the truth will wash. There’s never been a more important time to build the bridge between leadership and middle management.”

The report sets out five essential elements for organisations to bridge the trust gap, recognising middle managers as the key connectors across organisations and creating engagement across the workforce.

1. Communication
Committing to an open and honest relationship with middle managers.

2. Integrity
Challenging everyone, regardless of seniority, to act according to stated values.

3. Visibility
Ensuring those at the top are seen to be accountable for their actions and open to challenge.

4. Interaction
Creating meaningful opportunities for colleagues to meet and feedback to senior management.

5. Connections
Investing in training and development at all levels to equip them with the professional skills to communicate and manage their teams.

 

 

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