Trust and control in management: Criteria for determining the balance

What it’s all about

Trust between managers and employees forms the foundation for successful cooperation and increases motivation and productivity. At the same time, control is essential to ensure that set goals are achieved and quality standards are met. The challenge for managers is to find the right balance between trust and control. But where exactly is the boundary? What criteria can be used to determine how far trust can go and when control is absolutely necessary?

Competence

A key criterion is the competence of employees. Trust is based on the assumption that employees have the necessary skills and knowledge to fulfil their tasks successfully. A manager must therefore know exactly what qualifications and experience their employees have. The higher the level of competence, the more trust can be granted. However, if there are uncertainties regarding skills or if the employees are new, more intensive monitoring is necessary to avoid mistakes and ensure quality.

Reliability

Another criterion is reliability. Employees who have always performed their tasks reliably and on time in the past deserve more trust. Past performance is a strong indicator of future behaviour. However, managers need to exercise closer control over new or less experienced employees until reliable behaviour is established.

Tasks

Task complexity also plays an important role. For highly complex and critical tasks that have a major impact on a manager’s area of responsibility or for an organisation, a higher level of control is justified. Supervisors need to be closely involved to ensure that all steps are carried out correctly and to be able to intervene in good time if problems arise. In contrast, routine or less critical tasks can be delegated with less control and more trust.

Communication skills

The communication skills of employees are also important. Managers should pay attention to how openly and transparently employees report on their progress and challenges. If this is done regularly and clearly, it creates a basis for trust, as the team leader is always informed about the current status and can react accordingly. A lack of or inadequate communication, on the other hand, requires increased monitoring in order to avoid information deficits and the resulting problems.

Working and action framework

The working environment and the corporate culture are further influencing factors in determining the balance between trust and control. Trust can be more pronounced in a culture that emphasises openness, honesty and personal responsibility. However, managers should also consider the dynamics of the team. In a framework where mistrust or competition prevails, increased control is always necessary to ensure a stable working environment.

Motivation and integrity

Highly motivated employees with integrity who identify strongly with the company’s goals clearly tend to fulfil their tasks responsibly and in the best interests of the company. Trust can go a long way here. However, if there are doubts about motivation or integrity, control is essential to prevent abuse or negligent behaviour.

Excursus: Determining integrity

This is a key criterion. How employees react to situations in which ethical principles are at stake says a lot about their integrity. Do they act consistently in accordance with the company values in such moments, or do they deviate from these principles when faced with pressure and temptation? The ability to stand firm in difficult situations and make morally correct decisions is a strong indicator of integrity.

Another important aspect is transparency in behaviour. Employees who are open and honest about their mistakes and challenges show that they are not afraid to take responsibility. This transparency reflects their willingness to self-reflect and learn from mistakes. Managers should pay attention to whether employees are withholding information or using manipulative tactics to put themselves in a better light.

Consistency in actions and speech is also crucial. Employees with high integrity act consistently in line with their words and the values of the organisation. If they say they will complete a task by a certain date, they will do it. This consistency between words and actions builds trust and shows that employees are reliable and honest.

The treatment of other people in the work environment can also say a lot about a person’s integrity. Employees who treat their colleagues with respect, fairness and kindness demonstrate basic ethical principles through their behaviour. Managers should observe how employees interact with team members, customers and suppliers to assess their social values and ethical standards.

Another criterion is the handling of confidential information. Employees who handle sensitive data carefully and responsibly demonstrate that they understand the importance of trust and confidentiality. Indiscretion or leaking internal information, on the other hand, indicates a lack of integrity and can jeopardise trust within the team and the company.

Long-term monitoring of behaviour also provides valuable insights. Integrity is often a question of consistent behaviour over a longer period of time. Managers should not only pay attention to individual incidents, but also observe the overall behaviour of their employees over the course of their collaboration. An employee who acts ethically in different situations and over a longer period of time demonstrates a deeper-rooted integrity.

Finally, feedback from colleagues and other managers is also an important indicator. Colleagues who regularly work with employees can provide valuable insight into their day-to-day behaviour and ethical principles. Gathering feedback from a variety of sources can paint a more comprehensive picture of an employee’s integrity.

Manager’s willingness to take risks

Some leaders are naturally more risk-taking and willing to place more trust, while others are more cautious and favour increased controls. This often depends on the leader’s personality and previous experience.

Conclusion

To summarise, managers need to consider a variety of criteria in order to find the right level of trust and control. Expertise, reliability, complexity of tasks, communication skills, working environment, motivation and integrity as well as personal willingness to take risks all play a central role. By carefully weighing up these factors, a manager can optimally promote the trust of their employees without neglecting the necessary control and thus ensure the long-term success of the company.