1. The International Team Trust Indicator

2. Presentation Overview
The International Team Trust Indicator
Presentation Overview
Why is trust important?
What happens when a team lacks trust?
Background research to the ITTI
Introduction to the International Team Trust Indicator
The 9 Trust Criteria
Overview of the tool
Client list

3. The International Team Trust Indicator
Why is trust important?
Higher levels of collaboration and co-operation
Competitive advantage
More effective in alliances
Improved flexibility
Lowering of co-ordination costs
Increased knowledge transfer
Higher organisational commitment and morale
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4. Why is trust important? Increased productivity
The International Team Trust Indicator
Why is trust important?
Increased productivity
Lower levels of turnover
Improved communication
Greater participation in decision making
Flourishing innovation
Greater support for change initiatives
Higher productivity in virtual team-working

5. What happens when a team lacks trust?
The International Team Trust Indicator
Are any of these quotes familiar?
“I can’t rely on others to do a good job”
COMPETENT
“They say one thing, but do another. They need to walk the talk”
HONEST
“It’s risky to make any mistakes, you will be blamed”
SAFE
“Everyone seems to have their own agenda”
COMMITTED
You might well have heard these quotes from different members of your team
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6. What happens when a team lacks trust?
The International Team Trust Indicator
“There are cliques, I’m not always included”
INCLUSIVE
“Information is not always shared and this impacts my work”
OPEN WITH INFORMATION
“We’re experiencing delays because the team is not working well together”
ALIGNED
“There’s a lack of respect”
SUPPORTIVE
“We feel inhibited from using our own initiative”
LEVEL OF EMPOWERMENT
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7. Research and ITTI ITTI has many sources at its base
The International Team Trust Indicator
Research and ITTI ITTI has many sources at its base
CIPD (Chartered Institute of Personnel and Development in UK)
Where has all the trust gone? 2012
Cultivating trustworthy leaders 2014
Experiencing trustworthy leadership 2014
CIPD with the University of Bath conducted extensive research on trust with
emphasis on its link to innovation, organisational change and better employee
engagement
Interaction Associates, authority on organisational collaboration
Building Workplace Trust
Through IDG Research, worldwide research was conducted on
managers looking at levels of trust and superior financial performance
Edelman Consulting Group, global communications and marketing
Exploration of trust 2014
Worldwide perceptions of trust in business and government
Much research has been undertaken about trust particularly in the last few years…..The major ones and the ones we consulted to underpin the International Team Trust Indicator (ITTI) are the above 3…..
Some relevant, key points that have emerged from this research:
‘Trust is about accepting a certain amount of uncertainty but being willing to take risks and go into the unknown because you trust the other party that they will act in a positive way towards you’. This is all about the willingness to innovate and take risks within a trusting environment
To enable people to move into a state where they are willing to experiment or change we need to increase people’s propensity to trust and raise their leaders’ ability to demonstrate their own trustworthiness
What emerges then from our research ( CIPD 2+3) is that followers experience those leaders as trustworthy who they perceived primarily as Human, Personal and Relational
Employees crave transparency from their leaders and want input into decisions that affect them. Bosses urge Direct reports to minimise risk to the boss with better upward communication. Collaboration, the importance of continuous communication, upward and downwards is vital for a trusting environment
High Trust companies who have highly engaged and involved workforces have far better employee retention and tend to prioritise talent acquisition
Re the purchase of products or services 80% of respondents said they chose to buy a particular product or service because they trusted the company behind it. So innovation is not enough. People have to trust you as an organsiation if they are to enter into a business transaction with you. Trust in innovation is far greater in developing countries than it is in developed countries. Generally in business as in individual corporations knowledge and understanding beget trust
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8. The International Team Trust Indicator
International Team Trust Indicator (ITTI) provides a structured way of showing a team where its trust gaps are.

9. The ITTI has defined 9 Trust Criteria:
The International Team Trust Indicator
The ITTI has defined 9 Trust Criteria:
Committed
Competent
Honest
Safe
Inclusive
Open with Information
Aligned
Supportive
Level of Empowerment

10. The ITTI Tool Sample questions from the questionnaire
The International Team Trust Indicator
Sample questions from the questionnaire
50 questions – five from each criteria
On-line questionnaire
Two scales Want and Get
“The members of my team or workgroup….”
Also ILTI available for team leaders using same criteria
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11. The Questionnaire The International Team Trust Indicator
50 questions – five from each criteria
On-line questionnaire
Two scales Want and Get
“The members of my team or workgroup….”
Also ILTI available for team leaders using same criteria
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12. Feedback Report The Feedback Report: Graph showing ‘Want’ versus ‘Get’
The International Team Trust Indicator
The Feedback Report: Graph showing ‘Want’ versus ‘Get’
The Gap s the difference between what team members want and what they are experiencing within the team
This shows a graph from the ITTI report
Rank order of the 9 criteria using the Gap scores
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13. Segmented Results
The International Team Trust Indicator
Results for people in different countries can be separated out
Sometimes used to see different views of members of a virtual team
Example of company with a virtual team members working together in US, Europe, India

14. What 3 things could be done to further develop trust within the team?
Open Questions
The International Team Trust Indicator
Open questions at the end identify specific trust blockers in the team
What 3 major factors have the potential to reduce trust within the team?
Lack of experience of working with one another
Not being located in the same place
Not everyone is always in the loop regarding discussions and decisions
What 3 things could be done to further develop trust within the team?
Each person is asked to suggest answers to these two open questions.
Adds detail and depth to the numerical analysis
Provides ‘flavour’ about the key issues that people feel are blocking trust and how they can be overcome
Very useful for feedback session
Be open
Be tolerant
Non-judgmental
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15. Development Resources
The International Team Trust Indicator
Helpful team development guidance contained within report in correlation with highest trust gaps
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16. Client List
The International Team Trust Indicator
Just some of the organisations that have used the International Trust in Teams Indicator
T-Mobile
Rabobank
Universal Silencers
World Bank
TMD
Roche
Electrolux
SSL International
Axa Insurance
Deutsche Bundesbank
Agip
Symantec
European Central Bank
Danfoss Inc
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