During my first job I really wanted to be involved with everything. The more I saw managers meeting together, the more my curiosity made me restless. Why was I not allowed to be present at these meetings? What were the meetings about? As an ambitious know-it-all, I thought I had the answer to everything.
It is not an exaggeration to say that being patient was not my best characteristic early on in my career. I wanted to grow fast, regularly knocking on my managers door. The only response I got was how I should perform better in my current job and then the conversation would end quickly. Once he said something that made an impact on me. "I see where your talents lie and trust me that I shall give you my support and tell you when the time is ripe for your next career move." A good example of practice what you preach as he kept his promise.
A few years later I became a manager myself and always planned my team in to attend MT meeting debriefing sessions. This enabled me to ask for input for the next MT meeting at the same time. Most of the time this worked well. But I experienced more and more that I couldn't always be transparent. You cannot share information straight away if it is about a reorganization or change in car policy. You do not need every detail to share and besides, some information is company sensitive.
Are transparency and trust not linked? Trust in someone's ability to be transparent when necessary? That is the feeling that I would like to live in your organization. What is important is that the employees understand the 'why'. This has everything to do with how you communicate. Also if your not yourself, being trusted is difficult. Moniek van Rheenen-Schreurs