It is widely believed that trade unions depend on a bond of trust. That trust begins with workers’ expectation that their organisation’s leadership will act on their behalf: telling the truth and delivering results.
In trade unions, the bond of trust is the mutual reliance between unions, their members and management. It is the essential working relationship that enables successful collective bargaining, conflict resolution and the long-term stability of both the workforce and the business.
This bond rests on the observance of several basic tenets, beginning with acting in good faith. There should never be even the appearance of conduct that is not in the best interests of members and the organisation. It must be clear that decisions are not driven by self-interest. Collaboration, rather than hostility, is fundamental to maintaining trust.
One of the quickest ways to destroy trust in an organisation is to undermine relationships, causing a loss of confidence and raising questions about growing inconsistencies. The irony is that members’ interests and wellbeing then risk becoming less of a priority.
Alongside collaboration, authenticity and transparency are essential if trust is not to be compromised. Trade union leaders must be included in problem-solving and decision-making. They should not feel they are merely being asked to approve, or rubber-stamp, a decision that has already been made.
Building and maintaining trust with trade unions requires transparent communication, consistent application of workplace policies and a commitment to shared goals. This is especially important in external relationships with employers, including government. Treating union representatives as partners rather than adversaries is often the best way to prevent disputes from emerging.
Research identifies six ways to improve trust within an organisation: consistency, competence, communication, empathy, transparency and accountability. Mastering these behaviours can help relationships and teams work smoothly, communicate openly and overcome challenges collaboratively.
These principles also align with the five Cs of trust, a widely used leadership and relationship framework for defining the qualities of a trustworthy person: competence, or delivering results; consistency, or acting predictably; care, or showing empathy; candour, or being truthful; and character, or maintaining integrity.
Dennis De Peiza is a labour and employment relations consultant at Regional Management Services Inc.
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