Stephen M. Ross School of Business University of Michigan TRUSTING: Conveying to another that we believe they are dependable* *ENERGIZE YOUR WORKPLACE: Building High-Quality Connections at Work Copyright (c) 2009 The Regents of the University of Michigan Jane Dutton. 2003. Energize Your Workplace. San Francisco: Jossey-Bass.

Background & Outline This presentation is cosponsored by the Center for Positive Organizational Scholarship (CPOS) at the Ross School of Business and Voices of the Staff (VOICES) – a volunteer-based initiative launched in 2005 to give staff, at all University campuses and the Health System, a stronger voice for developing and sharing ideas about the campus community topics that matter most to staff. Professor Dutton is an advisor for VOICES and co-director of CPOS. High-Quality Connections What Is Trusting? ROCC of Trust Reflections & Scenarios Challenges & Strategies Copyright (c) 2009 The Regents of the University of Michigan Jane Dutton. 2003. Energize Your Workplace. San Francisco: Jossey-Bass.

What Are High-Quality Connections (HQCs)? HQCs are ties between people marked by mutual regard, trust, and respectful engagement. Copyright (c) 2009 The Regents of the University of Michigan Jane Dutton. 2003. Energize Your Workplace. San Francisco: Jossey-Bass.

What Can HQCs Do for You, Your Department, and U-M? Provide strategic outcomes Higher capacity to cooperate Increase our capacity to do more and do it better Coordinate better as an organization We Are the Michigan Difference! Copyright (c) 2009 The Regents of the University of Michigan Jane Dutton. 2003. Energize Your Workplace. San Francisco: Jossey-Bass.

The Bottom Line for HQCs Individual Impacts Broadens thinking Reduces negative emotional arousal Heightens capacity to learn Builds resilience Enhances self-image Increases cooperation Improves physiological and psychological health Organizational Impacts Enhances cooperation Facilitates coordination Strengthens attachment Improves quality of service Increases adaptability Copyright (c) 2009 The Regents of the University of Michigan Jane Dutton. 2003. Energize Your Workplace. San Francisco: Jossey-Bass.

Four Pathways to Building HQCs Copyright (c) 2009 The Regents of the University of Michigan Jane Dutton. 2003. Energize Your Workplace. San Francisco: Jossey-Bass.

What Is Trusting? Trusting: Conveying to another person that we believe they will meet our expectations and they are dependable “A willingness to ascribe good intentions to and have confidence in words and actions of other people” “Few things help an individual more than to place responsibility upon him, and to let him know that you trust him.” Booker T. Washington Copyright (c) 2009 The Regents of the University of Michigan Jane Dutton. 2003. Energize Your Workplace. San Francisco: Jossey-Bass.

Trusting Tactics for Building HQCs Do Share resources Grant access Seek input Let others exercise influence Inclusive language Be vulnerable/being open Develop joint goals Don’t Monitor and control excessively Ignore input Accuse of bad intent Act in a demeaning way Act inconsistently Copyright (c) 2009 The Regents of the University of Michigan Jane Dutton. 2003. Energize Your Workplace. San Francisco: Jossey-Bass.

What Are Important Trust Principles What Are Important Trust Principles? In their book Trust Is Everything, Aneil and Karen Mishra define the ROCC of trust: Reliable, Open, Competent, and Compassionate Reliability – doing what you say you’re going to do (easiest place to start) Open – not lying to another person (being honest is another easy entry point) Competence – a person’s ability or skill level to perform a certain task (setting clear expectations) Compassion – requires empathy (passion about someone’s needs and concerns) Copyright (c) 2009 The Regents of the University of Michigan Jane Dutton. 2003. Energize Your Workplace. San Francisco: Jossey-Bass.

Reflection Think of someone you trust highly and someone else that you distrust. Jot down some notes about the differences in these two people using the ROCC principles. Of the trust principles, which ones have you used successfully most often and which have you found most challenging? Please give specific examples of each. Copyright (c) 2009 The Regents of the University of Michigan Jane Dutton. 2003. Energize Your Workplace. San Francisco: Jossey-Bass.

Three Pillars of Leadership that Foster Trust-Building (Mishra and Mishra, 2008). Courage, and its component self-confidence, enhances willingness to be vulnerable to others (i.e., to trust). Authenticity permits others to be vulnerable to the leader because it reduces uncertainty. Leader’s humility encourages their followers and the leader to be vulnerable to one another. SCENARIO Copyright (c) 2009 The Regents of the University of Michigan Jane Dutton. 2003. Energize Your Workplace. San Francisco: Jossey-Bass.

ROCC Star Behaviors That Build Trust In their book, Trust Is Everything, Aneil and Karen Mishra define the ROCC of trust: Reliable, Open, Competent, and Compassionate. Below are a few suggestions to help build trust. Keep the Door Open Listen Deeply Put Yourself in Their Place Humbly Ask for Help Be Clear & Consistent Be Persistent Help People Hope Be Courageous & Outrageous Think “Thank You” Copyright (c) 2009 The Regents of the University of Michigan Jane Dutton. 2003. Energize Your Workplace. San Francisco: Jossey-Bass.

Challenges Strategies Bad history Communicate experience of trust failure and willingness to let colleague earn back trust if possible Fear of giving away control Start small, low risk, notice the yield of the experiment, seek feedback Misestimating colleague’s trust Seek feedback on your trusting behavior and how to improve your signals Difficulty trusting colleagues Be aware of your secure, avoidant, anxious ambivalent styles; explore your history of trusting, enabling, or disabling; reveal your trust assumptions Reflection Copyright (c) 2009 The Regents of the University of Michigan Jane Dutton. 2003. Energize Your Workplace. San Francisco: Jossey-Bass.

Scenario ACTION PLAN –Write a small-step action plan that you can implement in the next week or one gesture of trust that you are going to make.

HOMEWORK ASSIGNMENT TO FOLLOW: Building a Trust Bank Step 1. Assess Your Trusting Investments in Others Step 2. Assess Others’ Trusting Investments in You “Trust men and they will be true to you; treat them greatly and they will show themselves great.” Ralph Waldo Emerson Copyright (c) 2009 The Regents of the University of Michigan Jane Dutton. 2003. Energize Your Workplace. San Francisco: Jossey-Bass.

Resources on Building High-Quality Connections W. Baker and J. Dutton. 2007. Positive Social Capital. In J. Dutton and B. Ragins, Exploring Positive Relationships at Work: Building a Theoretical and Research Foundation (Mahwah, NJ: Lawrence Erlbaum, Inc.). R. Cross and A. Parker. 2004. The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations (Cambridge, MA: Harvard Business School Press). J. Dutton. 2003. Energize your Workplace: How to Build and Sustain High-Quality Connections at Work (San Francisco: Jossey-Bass). J. Dutton and E. Heaphy. 2003. “The Power of High Quality Connections.” In K. Cameron, J. Dutton, and R. Quinn (eds.), Positive Organizational Scholarship (San Francisco: Berrett-Koehler). B. Fredrickson and M. Losada. 2005. “Positive Affect and the Complex Dynamics of Human Flourishing.” American Psychologist 60, no. 7 (October): 678-686. Mishra, Aneil and Karen Mishra. 2008. Trust Is Everything. (Raleigh, NC: Lulu Press). Copyright (c) 2009 The Regents of the University of Michigan Jane Dutton. 2003. Energize Your Workplace. San Francisco: Jossey-Bass.