Implication of trust among frontline workers 

Trust is the foundational element of any workplace, but its significance is magnified in frontline industries. These sectors heavily rely on competence, reliability, and their frontline workers.  

Therefore, nurturing trust is important to boost employee morale, productivity, and job satisfaction. 

Trust: The anchor in sea 

Long voyages and family separation take a toll on seafarers mentally and physically. In such environments, trust is crucial to not just keeping them going but also for safety and operations on board. Therefore, shore management must demonstrate trust through regular, transparent communication and well-being sessions, as these will help generate trust. 

Bridging the gap 

Trust bridges the gap between frontline workers and management. When seafarers trust their management, job-related stress is reduced. To ensure that happens, shore management must show commitment by regularly visiting vessels and engaging with crew members, ensuring their well-being and generating trust. 

Leadership steers it 

It’s an open secret that strong leadership builds trust. Leaders who are transparent and empathetic and show integrity set the tone for a trustworthy environment. As Peter F. Drucker said, “Leadership is an achievement of trust.” Leaders must lead by example, model trustworthy behaviours, and publicly acknowledge positive actions to cultivate trust within the team. 

Collaborate and deliver 

Trust holds a team together like glue. When team members trust each other, they support and communicate openly, improving problem-solving and efficiency. Trust helps the crew work cohesively to handle sea challenges. Additionally, creating a work environment where team members share ideas and solutions and promoting cross-training to foster mutual respect is crucial to building trust. 

Don’t let mistrust win! 

Mistrust in any workplace can lead to negative consequences. In the maritime industry, mistrust among crew members can result in miscommunication and decreased morale. Seafarers who don’t trust their management may feel isolated, undervalued, and less motivated, impacting overall performance. Lack of trust in leadership can lead to a lack of confidence and cohesion within the team, hindering collaboration and problem-solving. 

To worry or not to worry? 

Research by MIT Sloan shows that trust results in employees being 260% more motivated to work, a 41% lower absenteeism rate, and a 50% lower chance of looking for a new job! However, 1 in 4 workers don’t trust their employer, and most employers overestimate their workforce’s trust level by 40%. 

Conclusion 

Trust is critical, not just in the middle of the sea but in all terrains. Building trust must start from the top and must be a priority. Does your organisation promote trust among the crew? Does the leadership team lead the way to cultivating trust? Is there a way to measure the trust level within teams and towards management?