Learn to Trust – 1

By Rakesh K Mittal IAS on 15-10-2011

The
management-employee relationship is very important for the progress of an
organisation. 'Man' is the most important resource of any organisation but
perhaps least attention is paid towards man-making. We always pay more
attention towards resources like building, equipments, furniture, etc. The
management may sometimes be unduly concerned about working hours also. It is
not that these areas are not important. They certainly are, but in my view
these are subservient to man, who is the core of the organisation. Unless there
is an inner urge to work, no amount of external facilities can motivate a man
to improve his productivity. They can at best help marginally.

Now
the question arises as to how an inner urge can be created in human beings. I
must hasten to add here that an inner urge is something which is always there.
It may be dormant in some persons. The meaning of creation is to revive this
urge. Human beings are basically divine and this fact is to be accepted before
making efforts in developing them. The approach should therefore be to trust
your men. Someone may say that trusting may at times be harmful. To this I will
only say that non-trusting is always harmful, while trusting is occasionally
so. By trusting, an organisation always stands to gain. Of course, trusting
does not at all mean 'not being careful'. That one has always to be. Even while
one walks on the road, one has to be careful. This does not mean that one
should not walk on the road.

Trusting
is a two-way process but the initiative has to come from those in superior
position. A precondition of trust is the realisation of a common objective. The
goal of an organisation should be well defined and known to everyone. An
individual should also know his role in the realisation of the goal and feel
proud of it. A feeling should prevail in the organisation that everyone is
important at his place and should be treated with dignity. The dignity of the
lowest paid employee is as important as that of the Chief Executive or perhaps
even more than him.

Having
created such an atmosphere in the organisation, one can safely trust his
colleagues. The general experience as well as my personal experience have shown
that more than 80 per cent of the employees do respond positively. Others
should be given the benefit of doubt. The management should think from their
point of view. May be their past experiences have not been good. May be their
personal life is not happy or maybe the management has not done justice in some
of their personal matters. And lastly, some margin for the circumstances around
may also be given. Once these factors have been taken care of, another ten per
cent follow the suit and fall in the mainstream of the organisation.

The
remaining ten per cent or less may not be fortunate enough to understand this
philosophy. We need not be unduly concerned about them. The only factor which
should be kept in mind while dealing with them is an open approach. The
management should be careful of not getting biased towards them but should deal
with them on merit. This includes firm action whenever necessary. My experience
is that such occasions arise rarely. The force of ninety per cent will be
strong enough to deal with these ten per cent.

This
process should be continued, otherwise there may be cracks in course of time.
Communication is something very important for this. In the absence of proper
communication, even good intention of management or employees is misunderstood
and leads to unhealthy situations. My personal view is that there should be
minimum secrecy in decision making. Once we accept the principle of
participative management, I do not see any reason why decisions should be
secret. It may be so in rare cases. It is my firm belief that secrecy is an
indication of weakness. The greater the secrecy of decision, for whatsoever
reasons, the greater are the chances of rifts between the management and
employees. Therefore, it is necessary to create forums where communication may
take place in a healthy atmosphere. This may be in the form of Joint Councils,
Quality Circles or periodical meetings.

About The Author

Rakesh K Mittal IAS

Sri Rakesh Kumar Mittal IAS (Retd.) had been an administrative officer in Uttar Pradesh state cadre for about 35 years. He is a spiritual man with high moral values and a selfless heart. He has founded 'Kabir Peace Mission'. He has also written several books on positive thinking.