How Trust Fuels Agility |
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I had eagerly begun my first job as an engineer in an industry with a company that was well known for its excellent management practices. Three weeks in, I got the first inkling that something was terribly wrong with that picture.
My boss asked for an estimate for the duration of the first phase of a project for which I was responsible, and I replied “six weeks”. He said that he would change that to three weeks because engineers always double their estimates to cover themselves. Although I protested that it was a legitimate duration, he would hear none of it. Without using the word, he had just called me a liar.
I am sorry to say that thereafter I lived up (or should I say down) to his rather low trust of his team. With that conversation--and subsequently several more like it--we engaged in a dysfunctional dance that substantially diminished my motivation for my project work.
When teams lack trust, projects fail or encounter severe trouble.
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