Trust, Innovation, and Managing People

I've frequently heard people charged with leading teams - managerial and executive - express the need to establish "trust" with their employees before giving them full control over the responsibilities that go with the job they hired them to do. In some situations this makes sense - task and detailed oriented jobs or jobs driven by check lists and schedules. Hiring an individual into a help desk position, for example, might require several weeks of detailed supervision to insure the new hire understands the ticket system, proper phone etiquette, and the products they'll be required to support. Beyond this, when I hear the "trust" criteria come from senior managers or C-level executives, it's usually a reliable red flag for control issues likely to limit growth opportunities for the new hire or perhaps even the organization.

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