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

2. 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.

3. 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

5. 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.”

6. SMALL BUSINESSES

7. 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

8. 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

9. 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.

10. 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.

11. 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.

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

13. 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

14. 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

15. 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.

16. 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

17. 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.

18. 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

19. 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?”

20. “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.”

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

22. 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.

23. 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.

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

26. Mastery Areas of Performance
Terry Crow
Coaching
Trust
Progress
The MAP
Mastery Areas of Performance
Interactions