Trust first

I often hear employees joking (half seriously) about the need to keep their computer mouse moving. The fear is that if the cursor sits still for too long, a manager will conclude they are not working. It is a telling symbol of a workplace culture that equates presence with productivity. In such environments, people feel monitored rather than motivated, counted rather than trusted.

The impulse to surveil is understandable. In an era of remote work and flexible schedules, leaders worry that performance may slip through the cracks. Technology offers easy ways to check activity, so dashboards and trackers become the default solution. But the unintended outcome is a workforce focused on “looking busy” rather than achieving results. The mouse that wiggles but produces nothing of value illustrates the paradox perfectly.

Cultures built on surveillance may achieve compliance, but rarely inspire commitment. They breed anxiety, erode creativity, and push employees into defensive routines designed to avoid blame rather than deliver excellence. Worse, they send a signal of mistrust that lingers far longer than any performance report. Once employees sense they are being treated as potential slackers, their discretionary energy - the extra effort that distinguishes good from great - quickly evaporates.

There is another way. Leaders who choose to move beyond surveillance invest in building trust. This means setting out a clear direction of travel, explaining the “why” behind priorities, and then allowing people the autonomy to deliver. Trust is not about neglecting accountability; it is about shifting the focus from activity to outcomes. A trusted team member is more likely to take ownership, to innovate, and to collaborate in pursuit of shared goals.

Trust-based cultures also build resilience. In times of uncertainty, it is not constant monitoring that keeps organisations afloat, but the commitment of people who believe they are valued partners. When employees are treated as responsible adults, they respond with the same level of responsibility. When they are treated as children to be watched, they act accordingly.

The practical shift starts with leaders themselves. When those at the top model trust - resisting the temptation to track every moment and instead focusing on conversations, clarity, and encouragement - managers follow their example. Step by step, behaviours cascade through the organisation, and trust replaces surveillance as the cultural norm.

Trust first, and the rest will follow. Productivity does not live in a blinking screen or a moving cursor. It lives in people who know they are trusted and who repay that trust with their best work.