At the end of the lockdown linked to the health crisis, companies are faced with the need to profoundly transform their managerial patterns.

In the coming weeks, you and your management committee will have to make engaging, fair and relevant decisions, to build or rebuild trust with middle managers and employees.

The success of the change you want to promote depends on your involvement and your sincerity.

Building trust through fair decisions

Research shows that trust is proportional to the feeling, for stakeholders, that the decision was made in a “fair” manner.

This point is particularly important for stakeholders, when the decision leads to a change that impacts them personally, or requires significant and prolonged effort on their part.

Indeed, it is established that an actor will engage in the execution of a decision, even if this decision affects him personally, if he is convinced that the process followed by the leader to make this decision is “fair”.

The converse is even more pronounced: a decision, even a favorable one, will very often be rejected if the people concerned feel that it has been brought about in an “unfair” way.

How to conduct a decision-making process in a “fair” way that allows you to build trust and therefore commitment with the actors of the future execution?

Here are some golden rules and practical tips

1. Before starting to make your decision

- First, determine what is the situation, the problem to be solved (the why). And be prepared to explain it very clearly, it may be useful to write it down;

- Identify all the stakeholders: people concerned, people impacted, future actors in the execution, possible experts on the subject...

2. While building your decision

- Get feedback from all stakeholders on possible solutions and opportunities to reduce associated risks. By asking questions and remaining attentive, without judgment;

- Be clear with everyone, from the start, about the criteria on which you will make the decision (the rules of the game);

- Beware of the apparent, superficial “consensus”. Encourage alternative views by drawing on the diversity of opinions and skills;

- Prepare the communication of the decision to the stakeholders. If possible, write it down. It is a crucial moment, “the moment of decision.” Make sure you take it according to the criteria. If not, be prepared to explain why;

- Define a sequence for communicating the decision to all stakeholders. Some people may require one-on-one communication. Others in groups.

3. When communicating your decision

Remember that:

- It is the person who decides who communicates the decision.

- Until the decision is communicated, it is not taken!

- Clearly recall the initial “why”, the “way” in which the decision was taken (persons consulted, options considered,...), the criteria used and the choices you had to make in relation to each other's options;

- It is at this stage that the “fair” aspect of the decision comes into play. On the transparent and authentic explanation of the choices you have made, in recognition of the impact that this may have for some. It is at this stage that you will forge the shared belief between you and the actors, which will carry future meaning, throughout the execution.

- Be clear about the objectives, responsibilities of the actors involved in the execution and the resources allocated.

4. After the decision

- Demonstrate total adherence to the execution medium;

- Analyze the execution differences according to the differences in context and take responsibility for any adjustments to be made;

- Learn from each decision by giving feedback on how it was made.

- Through the repeated application of this “fair” approach, you permanently inspire the trust of employees. You ensure the fairness of your decisions and therefore build collective commitment in the organization.

One last piece of advice

Program yourself mentally, keeping in mind this quote that weighs heavily as you announce your decision.

“People will forget what you said, people will forget what you did. But people will never forget how you made them feel.” Maya Angelou.