There are many concepts and methods for increasing trust, especially in connection with training in team-building. Such exercises are mostly about opening up the group members for better cooperation and convincing them of the benefits of this for themselves and the organisation. At least in the short term, these types of training are often successful, but the ‘work trust’ built up through them often proves to be not very resilient.
What we have neglected so far is the question of the prerequisite for trust. For many people, it is absolutely clear that trust is not possible without sympathy. They can only trust someone they like. This is understandable, especially in the private sphere, but if we apply the same principle in the professional world, it is not good enough.
If in my team or in my company, I only trust those I like, groups automatically form: on the one hand those whom the manager likes, on the other hand, those whom he or she personally dislikes. An inner circle and an outer circle, so to speak, and often the inner circle even has special privileges or at least receives more attention and appreciation. Such a situation can arise, for example, when the supervisor takes over an existing team and therefore has not hired the members of that team. He or she will probably find some of them likeable, others not, and the foundation for the inner and outer circle is already laid.