What Gas Station Sushi Teaches Us About Trust

The lede:

The less we know about people, the harder it is to trust them.
Taking the time to learn more about people outside of work allows us to work better together.

Last week I went into the gas station to fill my car (EV coming soon); it was there that I saw the coveted gas station sushi staring at me from the cooler as I was paying at the counter. It sat there staring at me under the guise of persuasive white rice and convincing imitation crab. On the surface, it looked a lot like the sushi I had at a restaurant a couple of weeks ago. But I wasn’t fooled. I didn’t buy it and saved myself the stomach ache and days of recovery.

Or did I? Maybe it was fresh, made in the back by a professional, and was placed there just 30 seconds before I walked into the gas station.

But I’ll never know. And that’s the point. Because I didn’t know anything about the sushi, I made the decision to stay away.

While this may seem dramatic, it’s worth considering why gas station sushi has such a reputation. Why is it that my internal alarm bells went off at a gas station sushi- yet, I wouldn’t think twice about ordering from a sushi restaurant?

What’s the difference?

Trust.

Sushi from a restaurant and a gas station both contain the same ingredients. And if you were to plate gas station sushi and restaurant sushi, these two products may look pretty much the same. Yet I know that I can rest assured that at a restaurant, the sushi was created by professionals, contains quality ingredients, and is made with fresh fish. Whereas at the gas station, there is no knowing how long the sushi I almost bought had been sitting out.

The same is true for our workplaces, isn’t it? On the surface (the logo), everything looks great. The ingredients (people, tools, norms) are the same, and many say it’s a wonderful company- Fortune 500 even.

But do we really know anything about it?

Companies often look like we should trust them. They are plated nicely. They have great websites and convincing marketing tactics. They look the part, yet, how do we know if we can really trust them?

With the Great Resignation in full force, and 45M+ people having left their jobs in America in the past six months, the ability to attract top talent – and keep them – comes down to building a deeper sense of trust before taking the job. Yes, being a Great Place to Work® will help, yes having the awards and accolades helps, but really understanding the inner workings (ie. people, habits, behaviors, actions) is what is going to set your team and company apart. Consider these four suggestions as we look to thrive in the future of work and build incredible teams.

Reverse Reference Check

Instead of asking only our potential employees for references, consider offering references for the candidate of people that are still working at the company and would be willing to share their experiences. Not only will they talk about what skills they need, but they’ll also share more about the norms of the company and what it is actually like to work there. They’ll also share what life they’re able to live outside of work as well. This, oftentimes, can be the differentiator that people are looking for.

2. Day in the Life

How often is the team in meetings? How many emails do they write in a day? How many calls are they on? In today’s world of work, we should be open and transparent about what they expect of their employees. Anywhere from hours we actually work, to meeting frequency and lunch breaks. Authenticity about the little things establishes trust.

3. Open Houses

Welcoming people into your home builds trust. Period. Having guests over gives them insight into who you are- from your living room decorations to the clutter in the corners. The same concept goes for the workplace. This could be online or in-person, but corporate hospitality not only helps to hire future recruits but gives insight into what our work is like.

4. Life Descriptions

When we get a new job- we get a new life. Our work dictates almost every aspect of our lives. According to Gettysburg College, a third of our adult life is spent at work. Establishing trust looks like including more information about what this looks like. The length of job descriptions should be tripled. They should look more like life descriptions. Not job descriptions.

Thinking back to the sushi, had there been a sign that told me when it was put on display, who it was made by, where the ingredients came from and how long they sat out, I may have been a happy guy with a full stomach of sushi. Or not. But the fact that the information would have been there for me to make my decision is exactly what I needed – and didn’t have.

The future of work requires us to know more about what we’re signing up for. After all, it isn’t just a job we’re signing up for; it is a life. The job we take unlocks a certain lifestyle – one that we will only ever know about if we take the job, or are informed in advance that the fit is or isn’t right for us.