Securing exchange on a free and fair basis

Developing a spirit of reciprocity and fairness is a very misunderstood area of trust development. Just because an employer hires someone, does not mean they will openly discuss their ideas and freely give their full attention and commitment. People need to feel that the exchange is fair and free. In other words, they must feel that what eventuates will not bleed them dry and leave them feeling vulnerable or unwanted. Deciding not to share is often an indicator that a person does not feel quite right in the existing arrangement, resulting in them not sharing “ a much safer option. In many cases, reassurance, education and coaching needs to be backed up with a guarantee of fair treatment so that efforts will be recognized and protected. The benefit of sharing must be greater than the costs.

In business, free and fair treatment is equally important for all forms of employment whether full time, part time or contract. It is also just as important for that one-off request, or pleas for help. Let us say a manager is seeking answers or help from someone who they have never met, or will most likely never meet again. Here again the manager must guarantee that what is learnt will be used fairly and the source will be recognized. That means securing agreement on how the knowledge will be used and how each party will benefit. This is recommended even when the issue of fairness or freedom to act is not raised. It is better to be safe than sorry, and this means not taking things for granted.

This is particularly the case when it comes to more sensitive matters such as protecting intellectual property and trade secrets. Even if other people do not ask for such guarantees , you need to ensure the appropriate level of respect, appreciation and support is observed . In practice, this means creating trust-forming relationships where both parties feel, hear and see the benefit in the exchange, thereby ensuring that what is shared or given will be somehow acknowledged in full. Then, if permission is given, the original contributor is acknowledged. This practice, where original idea creators are credited for their thinking, not only builds public standing of excellence, but also provides a powerful message that their wisdom and insight is fully appreciated and valued.

Securing a fair process means creating procedures that reward the sharing of knowledge. Tangibly this would mean rewarding people who sponsor free exchange of knowledge, such as coaches, innovators and mentors. This may mean some monetary remuneration but more often than not it has nothing to do with salary. People want to see that ideas are used with integrity and credit.

Other strategies regularly used in business include rewarding the best sharers and coaches by making them part of privileged gatherings such as think tanks at residential venues , or study groups or by including them in future succession plans. Needless to say, people who intentionally steal other people s ideas are scorned. What is encouraged is building a network of people who praise and celebrate inventiveness, creativity and application.