Building Trust: The Core Value that Adds Value TVHRA Strategic Leadership Conference

and least understood topics in the workplace. NOW, MORE THAN EVER TRUST MATTERS!! Trust is one of the most talked about and least understood topics in the workplace.

Session Objectives VALUE What trust is and why trust matters so much today Model Introduce trust model that reveals the trust process Strategies for boosting the positive power of trust VALUE Suggestions for incorporating trust as a core value

Great Place to Work® is the global authority on building, sustaining and recognizing high-trust organizational cultures. “From studying the world’s best workplaces, we have learned that trust is the key differentiator. This applies to all organizations regardless of national culture, industry, size or age. By raising the level of trust in the workplace, companies everywhere can improve their business results since cooperation and innovation depend on trust.”

SMALL BUSINESSES

Cooperation To act or work together with another person or group to do something Cooperation is a… …basic form of human behavior. …building block that enables us to accomplish more by working in concert with others. Cooperation is not the same as trust. Like-Neutral-Dislike Trust-Neutral-Distrust Reveal or Conceal

The Power of Trust Boost Performance Deepen Relationships Enhance Motivates us to engage in the highest forms of cooperative behavior Essential for GREAT workplaces and BEST performance Anyone can learn how to get better at giving, getting, and growing trust Boost Performance Deepen Relationships Enhance Well-being

Trust Definition I trust you. Trust is a willingness to become vulnerable to someone based on a positive expectation of behavior from that person. Trust issues include risk because we are uncertain about the outcome of our trust. I trust you.

Trust Behavior Risk-taking actions performed willingly by someone that put the person in a position of vulnerability to someone else Rely on others: Increasing dependence or interdependence I am counting on you for this. Share with others: Give away or share something of value I want to share this with you. Disclose to others: Reveal or divulge something related to us Let me reveal this to you.

Trust Propensity or Disposition General willingness of someone to trust others Based on personality, culture and life experiences. Shapes and filters the way we view and trust others. Mark the rating that most closely reflects how you feel about the following statement: “I believe that in general most people can be trusted.” Disagree Neither Agree/Disagree Agree 1 2 3 4 5 6 7 8 9 10 The higher the rating, the more inclined a person might be to trust others. Our actual propensity to trust will vary depending on the specific situation. There is no “right” or “wrong” answer.

Trustworthiness Trustworthiness Triangle Character Competence Characteristics and behaviors that tend to increase trust from others Trustworthiness Triangle Character Competence Consideration

Trustworthiness Triangle Character Following principles that grow credibility such as integrity, truth, fair, honest, reliable, consistent, ethics, keeping commitments, etc. Competence Having the necessary abilities, competencies, and skills to perform and be regarded as capable Consideration Showing care and concern for the interests and well-being of the other person

How Trust Works: The Accelerate Trust Process Model Decision 1 Decision 2 Do I trust you? How will I show trust? Trust Trustworthiness Character Competence Consideration Trust Behavior Rely Share Disclose Situation Relationship Update Perception Trust Outcome Decision 3 Expectations Responses Met Affirm Did not meet Address How will I respond? Impact on Relationship

Broken Trust All have experienced broken trust and have broken the trust of others. TRU ST Broken Trust: breach of trust expectations Trust Buster: something that causes a breach or break of trust How a person, team, or organization responds to broken trust is what matters.

Trust Busters Impact Intent Shock Minor Medium Major Absent/Late Gossip Backbiting Not responsive Blame game Hoard resources Exclude others Judgmental Indiscreet Break commitments Lack of concern Distort truth Inconsistent Unreliable Lack respect Self-serving Disloyal Self-absorbed Lie Steal Cheat Sabotage Undermine Dishonest Harass Discriminate Illegal acts Impact Intent Shock

Strategies for Addressing Trust Busters Commit to fostering a culture of trust and not busting the trust of others. (Individual, Manager, Executives) Increase awareness of what trust busters are and of their destructive power, regardless of their size or significance. Create a culture that is conducive to addressing broken trust (safe, open, respect, fair, listening, participation, and transparent). Equip managers and employees with the skills needed to raise issues of broken trust and participate in trust repair actions.

Trust Power Boosters Trustworthiness Grow trust Trust Behavior Strategies for increasing the positive power of trust Trustworthiness Help people develop their own trustworthiness. Grow trust Trust Behavior Help people demonstrate trust to others. Show trust

Trustworthiness Power Boosters Grow Trust Follow principles. Act with integrity. Keep commitments. Show consistency. Cultivate character. “Are you credible?” Deliver results. Strengthen capabilities. Grow potential. Grow competence. “Are you capable?” Seek to understand. Demonstrate respect. Show loyalty. Show consideration. “Do you care?”

“It is safe to reveal this.” Trust Behavior Power Boosters Show Trust Delegate and defer. Empower others. Share accountability. Involve others. Rely on others. “I’m counting on you.” Share information. Share/give resources. Share connections. Share with others. “Handle with care.” Ask for assistance. Admit to mistakes. Reveal/divulge something. Disclose to others. “It is safe to reveal this.”

Trust Tree Organization Leadership Individuals Teams Groups Interactions Culture Leadership Mission & Values Strategies & Goals Policies & Procedures Systems & Programs

Trust as a Core Value Incorporate trust into the organizational tree. Conduct a trust inventory of strategies & goals, systems & programs, and policies & procedures. *HR P&Ps *Compensation *Performance Management *Learning & Development Train managers and employees about how to accelerate trust and cultivate it as a core value.

Trust as a Core Value (Cont.) Incorporate trust into the organizational tree. Collect data to better understand trust drivers and dynamics (ex. Stay Interviews, Engagement Surveys, Turnover Data, Exit Interviews, etc.) Equip managers to conduct coaching sessions with employees about trust and other important issues.

Terry’s Top Three Trust Tips for Human Resources Professionals 1. Help clients make progress. 2. Get better. 3. Be yourself.

Mastery Areas of Performance Terry Crow www.starfishperformance.com terry@starfishperformance.com Coaching Trust Progress The MAP Mastery Areas of Performance Interactions