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Cultivating Trust and True Partnership in the Workplace

Black woman finger over mouth

Have you ever walked into a meeting brimming with ideas, only to leave feeling unheard? Or perhaps you've witnessed a colleague's suggestions dismissed without consideration. These moments aren't just fleeting frustrations; they contribute to a culture where voices are silenced and innovation is stifled.

Let's have an open conversation about what silencing looks like, how we might unknowingly contribute to it, and what we can do to foster a workplace where every voice is valued.

What Does Silencing Look Like?
Even now, with nearly two decades of professional experience, I find myself in units where I am expected to act on "Trust" but trust is not given in return. Emails I send seeking collaboration or input occasionally go unanswered, and my insights and experience during discussions are overlooked. This article isn't just about me; it indicates a broader issue where certain voices are marginalized.

Silencing can be overt or subtle. It might manifest as consistently interrupting someone, making decisions without their input, or creating an environment where dissenting opinions are unwelcome.1

The Impact of Silencing
Silencing doesn't just affect the individual—it impacts the entire organization. When voices are suppressed, we miss diverse perspectives that drive innovation.2

Building Trust Through Explicit Communications
One crucial lesson I've learned is the importance of clear, explicit communication—especially regarding workplace policies and expectations. Acting in this manner often leads to new team members feeling out of place and anxious about unintentional missteps.

Assuming that employees inherently understand implicit policies can lead to confusion and feelings of exclusion. New employees may struggle to "fit in" if they are unaware of unwritten rules or expectations. Leadership needs to recognize that onboarding is not just about job training but also about integrating individuals into the organizational culture.3

Fostering True Partnership
A true partnership in the workplace is characterized by mutual respect, shared goals, and collaborative efforts. It goes beyond mere teamwork; it involves a deep commitment to collective success, direct actions that demonstrate this commitment, and a recognition of each member's contributions.4

Call to Action
Let's challenge ourselves to move beyond assumptions and build an environment where education and openness are the norms. Remember, it's not solely on individuals to adapt; it's on all of us, especially those in leadership, to cultivate a culture of inclusivity.

So, I ask you: Will you take steps to build trust and foster true partnerships in our workplace? Together, we can create a culture where every voice matters and collective success is our shared reality.

Thank you for being part of this important conversation. Let's keep it going.

REFLECTING ON OUR ACTIONS

For Managers and Leaders:

  • Do you make decisions after hearing only one side of the story?
  • Are you quick to place blame without understanding the full context?
  • Have you clearly communicated workplace policies, or do you assume they're understood implicitly?
  • Do you actively work to create an environment that educates newcomers and is genuinely welcoming

For Faculty, Staff, and Students

  • Do you feel comfortable voicing your ideas and concerns?
  • Have you ever held back your thoughts for fear of negative repercussions?
  • Do you support others when they speak up, especially those who may feel marginalized?

Recognizing these behaviors in ourselves is the first step toward change.

Navigating Toxic Work Environments
  1. Advocate for Explicit Policies
  2. Create Safe Spaces for Dialogue
  3. Build Trust Through Transparency
  4. Seek Support Networks
  5. Utilize University Resources
    1. Office of Institutional Equity and Compliance OIEC CU Boulder
    2. Faculty & Staff Assistance Program FSAP CU Boulder
    3. CU Boulder Ombuds OfficeOmbuds Office
    4. Counseling and Psychiatric Services (CAPS)CAPS CU Boulder

  1. Morrison, E. W., & Milliken, F. J. (2000). Organizational Silence: A Barrier to Change and Development in a Pluralistic World. Academy of Management Review, 25(4), 706-725.

  2. Detert, J. R., & Edmondson, A. C. (2011). Implicit Voice Theories: Taken-for-granted Rules of Self-Censorship at Work. Academy of Management Journal, 54(3), 461-488.

  3. Nadler, D. A., & Tushman, M. L. (1999). The organization of the future: Strategic imperatives and core competencies for the 21st century. Organizational Dynamics, 28(1), 45-60.

  4. Kanter, R. M. (1994). Collaborative Advantage: The Art of Alliances. Harvard Business Review, 72(4), 96-108.