Open Navigation

How moments of truth impact trust and the employee experience is what both employers and employees deserve to understand. Every relationship comes with a Contract and every Contract gets blitzed by Moments of Truth (MOT).

Pay Attention to Your Contracts

 

The Contract is a perceived set of promises that establishes the terms of that relationship. Some Contracts are explicit, such as a written statement of work–you do this, I give you that; or the Contract you sign when your daughter breaks her third mobile phone. Others aren’t openly expressed or agreed on but can have have the greatest potential influence on the Employee Experience. These Contracts are implicit and come from expectations that both parties bring to the relationship. If one’s expectations aren’t met, the implicit Contract is broken and conflict begins to fester.

 

Read the Book: The Employee Experience

 

Moments of Truth and Pinball

 

In a moment of truth, the Contract that both employer and employee have established is put to the test. Think of MOTs as the bumpers in a pinball machine. Depending on the position of MOTs, expectations can ricochet off them in virtually any direction. When MOTs contradict the express promises made in the Contract there’s turbulence. When something happens that tests the validity of the promises that make up the Contract, that’s a moment of truth. Until a MOT occurs, any Contract between employee and employer is theoretical and untested. Employee Experience - Moments of Truth - Pinball

But once a MOT arrives, the Contract gets very real. Employees quickly learn whether their employers or supervisors will keep their promises. They also find out in stark terms how the organization’s leaders view them, which can be a pleasant surprise or a rude awakening.

From the employee’s perspective, it doesn’t really matter as much whether the outcome of the MOT is positive or negative, as long as the outcome is consistent with expectations.

That means every moment of truth is also a potential turbulence point in the Expectation Gap, that space between what employees expect and what they experience. Mismanagement of these moments of truth creates a situation where no one trusts anyone else.

The result of a collision between expectations and MOTs is like what happens when physicists at the Large Hadron Collider bring elementary particles together at near-light velocities: unpredictable energies and particles hurtling off on random vectors. Those energies and particles can be harnessed for greater productivity, or they can rampage out of control and destroy the entire system.

How Moments of Truth Impact the Employee Experience

 

What’s essential for leaders at all levels to understand is that MOTs are never neutral. They always have an impact. In fact, a MOT always has one of three effects:

  1. Reinforcement of the Contract leads to feelings of safety and validation. Employees feel more secure and believe more strongly that they can trust in and invest themselves in the organization. They also feel good about themselves for having believed in the organization. A relationship of trust is the result.
  2. Violation of the Contract produces anger and cynicism. Employees feel varying degrees of anger at the organization, ranging from annoyance to rage, for not keeping its promises. Because they also feel manipulated and even betrayed, they can develop the cynical belief that the organization’s leaders can’t be relied on to do anything they say they will. It’s not hard to see how this attitude can lead to total disengagement. A relationship of distrust is the result. Incidentally, revising the Contract, even when changes are minor, is often seen as a violation. The thinking goes, if the organization can change its mind at the drop of a hat, what will change next? Even if the change in the Contract is positive, the fact that it can change suddenly, and without the employee’s consent, can create a net negative outcome. Revision can lead to uncertainty and worry.
  3. Creation of a new Contract may lead not only to confusion but also curiosity. These aren’t necessarily negative emotions, but confusion can lead to more problematic feelings if employees remain unsure about the new rules, their new roles, or what’s expected of them. That’s one of the reasons why change is hard. But communication is key. Curiosity can be a force for good and presents an opportunity to engage employees at a deeper level. Depending on the way the new Contract is handled, a relationship of trust or distrust could be the result.

Moments of Truth and Employee Engagement

 

These emotions are where the rubber meets the road with the Contract. They’re what you have to acknowledge and manage. Your subordinates aren’t going to say “You violated our Contract last week when you announced that pay freeze.” But they will reveal their anger, cynicism, and feelings of betrayal in subtle ways…and some that aren’t subtle.

Being mindful of those emotions isn’t a touchy-feely New Age management trope; it’s a leadership survival skill. A change to the Contract, whether company-wide or between a team lead and a line employee, often evokes powerful emotions that can dramatically affect your Employee Experience and engagement.  

Stepping up in moments of truth makes trust lasting and resilient, and helps your organization be sustainable. Trust is the oxygen of the EX. With it, you have life. Without it, trust dies. Trust isn’t static. It can’t be expected to run on autopilot. The level of trust your employees have in you today won’t be the same tomorrow. Trust is a continuum, not a state. It is always being increased or decreased.

 

Learn more about how to manage your organization’s trust with its employees by picking up The Employee Experience: How to Attract Talent, Retain Top Performers, and Drive Results.

 

Excerpted with permission of the publisher, Wiley, from The Employee Experience by Tracy Maylett and Matthew Wride. Copyright (c) 2017 by DecisionWise, LLC. All rights reserved.

Call to Action - Employee Experience Book Bestseller

 

Tracy Maylett
Tracy Maylett

Tracy is the Chief Executive Officer and President of DecisionWise, and is responsible for guiding the overall strategy of DecisionWise, as well as leading large-scale change efforts for clients throughout the globe. View Bio


Read More by Tracy Maylett

No comments yet

Add a comment

[ Share ]