Reading the comments, I think what I was bugging is the notion that would give a task not trusting it would be done.
People point at micro-management as an effect, because it basically means providing more limited tasks with limited risks.
But I think in the long term the direction we tend to take for people we don’t trust is to set penalties (bad evaluations, demoting, firing included).
In that sense, in average there should only be people you trust at the appropriate levels of an org, so I am not sure it is important to focus on gaining trust as it builds up just by doing ones job.
That’s where I like your idea of management trusting a plan, more than focusing on the team.
Reading the comments, I think what I was bugging is the notion that would give a task not trusting it would be done.
People point at micro-management as an effect, because it basically means providing more limited tasks with limited risks.
But I think in the long term the direction we tend to take for people we don’t trust is to set penalties (bad evaluations, demoting, firing included).
In that sense, in average there should only be people you trust at the appropriate levels of an org, so I am not sure it is important to focus on gaining trust as it builds up just by doing ones job.
That’s where I like your idea of management trusting a plan, more than focusing on the team.