When Trust Becomes the Fuel for Productivity

Background

Most organizational discussions of performance trends center on strategy, technology, or finances. However, an unseen force—trust—often determines whether those efforts succeed. Without trust, even strong strategies stall. This case details a mid-sized company, representative of many modern workplaces, that learned trust is not just a “soft skill,” but the hidden fuel behind productivity.

This organization seemed successful: steady revenue, strong talent, and a growing client base. Leaders were highly engaged, viewing hands-on involvement as commitment. Yet cracks appeared: deadlines slipped, meetings grew, and turnover increased. Beneath the surface, a lack of trust between leaders and employees slowed progress.

The Challenge: A “Push the Car” Mentality

The central issue was the leadership’s reluctance to fully rely on their teams. Managers believed they could “do the job better themselves,” a mindset that manifested in micromanagement. Instead of delegating, they frequently rechecked employees’ work, inserted themselves into decisions, and demanded multiple rounds of approval before projects moved forward.

To employees, this created an environment of second-guessing. They felt that their skills and expertise were undervalued and that their contributions didn’t truly matter. Several began to disengage, describing their jobs as “going through the motions” rather than meaningful work.

This culture has measurable consequences:

• Slow Decision-Making: Tasks that should have taken a few days stretched into weeks because of endless review cycles.
• Employee Burnout: Managers felt exhausted from constantly monitoring projects, while employees grew frustrated at the lack of autonomy.
• Rising Turnover: Some of the most talented staff left for organizations where they believed their contributions would be trusted.

The result mirrored Covey’s (2006) analogy: the leaders were trying to push the car forward themselves rather than turning on the engine. Yes, the car moved, but only at a fraction of its potential, and at the cost of everyone’s energy.

The Turning Point

The shift began when the organization invited an external facilitator to lead a leadership workshop. During one session, the facilitator introduced Stephen M.R. Covey’s The Speed of Trust (2006), a book that reframes trust as an economic driver rather than a soft virtue. Covey’s principle that “when trust goes down, speed goes down and cost goes up” hit home (Covey, 2006).

Leaders were asked to reflect: Was their lack of trust in employees saving them from mistakes, or was it actually costing them productivity? The answer became clear when they examined their own data:

• Employee turnover had increased 20% in the past year.
• Employee engagement scores had dropped, with surveys revealing that staff felt “micromanaged” and “unheard.”
• Projects consistently exceeded deadlines, often requiring managers to step in at the last minute.
• For the first time, leaders recognized that their management style, intended to maintain control, was actually eroding the very performance they sought to protect.

For the first time, leaders recognized that their management style, intended to maintain control, was actually eroding the very performance they sought to protect. Gallup’s (2025) research supports this pattern, finding that teams with low trust experience higher and lower engagement.

The Solution: Fueling the Engine with Trust

The organization committed to a trust-building initiative grounded in Covey’s 13 behaviors of high-trust leaders. Four core practices became the focus:

1. Clear Communication (Talk Straight)
   • Employees had often received mixed messages, directives were changed mid-project, and feedback was vague. Leaders began setting clear expectations at the outset of tasks, outlining the desired outcome and the boundaries for decision-making. By “talking straight,” they reduced confusion and gave employees confidence in their roles (Covery, 2006).
2. Delegation with Accountability (Extend Trust Wisely)
   • Rather than hovering over projects, leaders began assigning responsibility with the expectation of ownership. Teams were empowered to make decisions, but accountability was built in through defined check-in points. This balanced freedom with responsibility, ensuring employees had both trust and support.
3. Transparency in Decision-Making (Create Transparency)
   • One frustration employees had expressed was not knowing why certain decisions were made. Leaders opened up the decision-making process by explaining the rationale behind strategies and priorities during monthly town halls. Transparency helped employees see the bigger picture and align their efforts with organizational goals. As Edelman’s (2022) Trust Barometer shows, employees want their organizations to be reliable, transparent sources of information.
4. Respect and Recognition (Demonstrate Respect)
   • Leaders began intentionally recognizing both small and large contributions. Peer-to-peer recognition programs were introduced, allowing employees to highlight the efforts of colleagues. Recognition shifted the tone of the workplace, reinforcing the idea that every “part of the engine” mattered to the whole (Zak, 2017).

These practices did not transform the culture overnight, but they created a gradual, consistent shift. Employees began to feel seen, trusted, and valued. Leaders, meanwhile, noticed that their own workloads became more manageable, freeing them to focus on strategy rather than micromanagement.

Results: Productivity on the Fast Track

Within a year of implementing these practices, the organization saw measurable improvements across multiple areas:

• Faster Project Completion
  • Decision-making cycles have been shortened significantly. Where approvals once required multiple meetings, streamlined processes allowed projects to move forward more efficiently. Delivery times improved by 30%.
• Higher Employee Engagement
  • Internal surveys revealed a 40% increase in employees who reported feeling “empowered to make decisions.” Stress levels decreased, and employees described greater enthusiasm for their roles. This aligns with Harvard Business Review findings that high-trust workplaces report 50% higher productivity and 76% more engagement (Zak, 2017).
• Reduced Turnover
  • Turnover dropped by 15%. Employees who had considered leaving stayed, citing improved trust and autonomy as key reasons. The organization saved hundreds of thousands of dollars in rehiring and training costs, echoing Gallup’s (2025) findings that trust reduces attrition.
• Increased Innovation
  • With more freedom, employees proposed new solutions that leadership had never considered. Two employee-driven initiatives were adopted as new service offerings, directly contributing to revenue growth.

These results confirmed Covey’s (2006) assertion: trust was not a feel-good concept; it was an economic driver. By fueling the engine rather than trying to push the car, the organization unlocked its potential for speed and efficiency.

Lessons Learned

This case reveals several key lessons that apply broadly across industries:

1. Micromanagement is control; it’s a tax. Leaders who believe they are maintaining quality by redoing employees’ work are, in fact, slowing down the organization and burning out their teams (Covery, 2006).
2. Trust must be intentional. It does not happen passively. Leaders must actively communicate, delegate, and recognize in ways that build confidence and transparency (Edelman, 2022).
3. Trust saves resources. Reduced turnover, faster decisions, and higher engagement directly translate into financial savings and increased innovation (Gallup, 2025).
4. Employees Want to be Trusted. Beyond paychecks, employees seek meaningful contributions and autonomy. Trust gives them both, leading to greater loyalty and performance (Zak, 2017).

Conclusion

Trust in the workplace is not simply about reducing conflict or creating a pleasant environment. It is the hidden fuel that powers productivity. This organization’s experience demonstrates how shifting from a “push the car” mentality to a “fuel the engine” approach unlocked measurable improvements in speed, innovation, and morale.

As Covey (2006) reminds us, “When trust goes up, speed goes up and cost goes down.” The inverse is equally true. Without trust, even the most talented teams and well-funded organizations will struggle.

For leaders everywhere, the lesson is clear: you cannot push the car forever. The only way to accelerate toward long-term success is to turn the key and fuel your team with trust.

References

Covery, S. M. R. (2006). The speed of trust: The one thing that changes everything. Free Press.

Edelman. (2022). 2022 Edelman Trust Barometer. Edelman.

Gallup. (2025). State of the Workplace Report. Gallup. State of the Global Workplace Report – Gallup

Zak, P. J. (2017). The neuroscience of trust. Harvard Business Review. The Neuroscience of Trust