Most Americans do not trust their managers, and only a slim majority believes they're making good decisions. According to a 2007 poll of over 12,000 workers by consultancy Watson Wyatt Worldwide, just 49 percent of U.S. workers said they trust or have confidence in their senior managers.

Meanwhile, only 55 percent said they thought their senior management behaved consistently with their company's core values, and just 43 percent said managers took an 'active, visible role in communicating to employees.'

Why is this poll important? Because there's a significant portion of the workforce who does not have faith in their manager, in their ability to lead the company nor in their ability to effectively communicate with the employees.

Not surprisingly, having a good manager is key to employees' motivation and contribution to the company. Those who reported feeling highly engaged with their job were also those who were likely to report communicating with senior managers at least once a month.

'Employees' attitudes about their senior leaders are a key factor in building engagement," said Ilene Gochman, national practice director for organization effectiveness at Watson Wyatt in a Management-Issues article. "People want to work for companies where they have confidence in the organization and trust what senior management is doing.'

How to Become a Better Manager

If you are a manager, fostering trust, respect and a mutual motivation is important to employees, and to their performance in the company (which is a direct reflection on you).

What can you do to build this positive relationship? First and foremost, open the doors of communication. By making yourself accessible, your employees will have the opportunity to voice their concerns and their ideas. The key to this working is in your dedication to listening to them.

Meanwhile, determine if your actions are contributing to a poor relationship. Here are some common issues that managers may face:
  • Trying to be liked too much. It's good to be liked by your employees, but don't let an approval addiction compromise your decisions for the company.
  • Micromanaging. If you are constantly checking up on your employees, or not delegating tasks, it may be that you have trouble trusting others. The Sedona Method is an incredibly effective tool to help you let go of and get past your trust issues.
  • Managing by fear. Do your employees do what you say automatically or fear losing their job? This is not an effective way to manage because you haven't earned any respect. Meanwhile, your employees will not bother to voice their valuable opinions, either out of fear or because your negative management has made them not want to help the company.

Top Emotions to Let Go of to Become a Better Manager

When we talk about 'letting go,' we're referring to releasing negative thoughts, feelings and emotions that may be getting in the way of your good management skills. To let go of this negativity, you simply must tap into your natural ability to do so, and this is something that The Sedona Method can easily awaken in you.

Hale Dwoskin, CEO and director of training of Sedona Training Associates, has identified the top emotions and feelings that a manager should focus on letting go in order to become a better manager, leader and mentor. If you have not realized any major hurdles on your own (such as approval addiction or managing by fear), then releasing the following emotions is an excellent way to begin improving your managerial skills.

As Dwoskin pointed out, you must let go of the following emotions to be an effective leader:

1. Apathy about being able to get the team to do what you would like

2. Grief over past mistakes

3. Fear of failure

4. Lust for success ('Lust is a feeling of lack. If you do not want to let go of your lust, you can ask yourself, Would I rather want to succeed or would I rather be a success?' Dwoskin says.)

5. Anger at the way others perform and anger at yourself for your shortcomings

6. Pride of your past accomplishments and the accomplishments of your team ('When we hold onto pride for what was done before, we forget to focus on the next accomplishment that is available now,' says Dwoskin.)