Most business leaders recognize that deep trust is essential for building high-performing company cultures. Perhaps less known — but no less important — is the differentiating positive effect of high expectations.

BDO’s approach to organizational culture, leadership development, and employee engagement is grounded in the science of human behavior and organizational performance. While high-performing cultures don’t all look the same — each has its own distinct personality — exemplary cultures share key characteristics. We’ve learned that deep trust works together with high expectations, sustainably unleashing organizational potential, agility, and business results in a way that is deeply fulfilling for people in the organization.

These Deep Trust and High Expectations® cultures create conditions that help enable their business and their people to thrive.

The Importance of Deep Trust

In deep-trust environments, people feel they can take risks, learning and growing from their mistakes. They can ask for help, seek feedback, or voice a differing opinion. They believe the workplace is fundamentally fair, and they treat one another with respect.

• Employees who feel trusted are 2X more productive than employees who don’t feel trusted. (Slack)
• 77% of people have left or would leave a job if they didn’t feel trusted. (Mmhmm)
• Desk workers who say their leadership is transparent about company developments are 1.6x more likely to feel trusted. (Slack)
• Trusted employees report 4.3X greater overall satisfaction with work. (Slack)
• 91% of knowledge workers feel that trust and psychological safety are essential for an effective culture. (BDO Research) 
  
  

The Importance of High Expectations

High-expectations environments provide stretch challenges, spur collaboration, stimulate meaningful contributions, and illustrate a consistent standard of excellence. They also balance a focus on outcomes with a complementary emphasis on learning, progress, and mastery — hallmarks of what psychologist Carol Dweck calls a “growth mindset.”

• Neuroscientists have identified 3 key habits for developing a growth mindset: Experimenting, valuing progress, and learning from others. (NeuroLeadership Institute)
• Employees in a “growth mindset” company are 34% more likely to feel a strong sense of ownership and commitment to the company. (Harvard Business Review)
• Employees in a “growth mindset” company are 47% more likely to say their colleagues are trustworthy. (Harvard Business Review)
• 91% of knowledge workers believe an environment that fosters learning and growth is an important part of an effective culture. (BDO Research)