Growth Through Greater Trust and Control

For decades, management scholars and consultants have debated whether building trust in an organization runs counter to exercising greater control over employees.  Certainly, using formal tools such as monitoring employees’ behavior and communications makes it harder to earn their trust, but that doesn’t necessarily mean that all forms of control are inherently trust-inhibiting or trust-violating.

My colleagues Gavin Schwarz and Karen and I have just published a peer-reviewed book chapter on how an organization has grown to over $200 million per year in annual revenues by building greater trust and control at the same time.  If you’d like to read it, here it is.