Source: Fast Company, Apr 2017
people who tend to trust others at work score higher on a range of measure than those who don’t, from job performance to commitment to the team. And since we know that it’s our relationships—particularly with our bosses and colleagues—that determine how happy and successful we are as our careers progress, it may be worth asking some new questions.
Instead of, “How can I improve?” the better question might be, “How can I start seeing more of the good in people, more often?”
One of the biggest opportunities for growth at work comes from the way you solicit feedback and what you do with it afterward. Research demonstrates that while employees who speak up tend to improve how well teams function, many tend to be afraid to do so, worrying that their input won’t be well-received. Simply assuming the best in others can lay the foundation for managers and their team members alike to learn and improve without wounding egos.
when we think others are capable of changing their attitudes, we’re more likely to advance our own views. But when we think others’ beliefs are fixed, we don’t try too hard to persuade them—what would be the point?