Your SlideShare is downloading. ×
Trust March 2010
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Trust March 2010

536

Published on

Open interactive workshop delivered in London to HR & Personnel Managers seeking to raise the levels of trust in their organisation.

Open interactive workshop delivered in London to HR & Personnel Managers seeking to raise the levels of trust in their organisation.

Published in: Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
536
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
28
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Trust-small word, big meaning
    by Fluid
    March 2010
  • 2. Page 2
    Contents
    3-4 Introduction to Fluid
    5-6 To begin with
    7-11 Is trust an economic measure?
    12-13Exercise A
    14-16Moving towards ‘fair’ treatment of your people
    17-19How to tackle unethical behaviour in the workplace-and prevail
    20-21 Need for greater transparency
    22-23 Exercise B
    24-26 Trust killed by candour
    27-28 Trust and HR
    29-34 Repairing trust
    35-36 Rebuilding trust one brick at a time
    37-38 Trusting wisely
    39-40 The slippery slope of trust
    41-42 How low can we go?
    43-44 Exercise C
    45-46 Building trust at the negotiating table
    47-48 Conclusion and questions
  • 3. Page 3
    Introduction
  • 4. Page 4
    Introduction to Fluid
    Fluid Consulting Limited (Fluid) is a specialist human resources consultancy headed by Tim Holden MCIPD
    10 years in banking
    10 years in Human Resources consultancy
    Fluid trading since 2006
    The core services provided by Fluid are:
    • Retention
    • 5. Selection
    - Attraction
    - Remuneration & Reward
    - Outplacement
    - Training & HR consultancy
  • 6. Page 5
    To begin with….
  • 7. Page 6
    To begin with….
    • The importance of trust
    • 8. Drivers of trust
    • 9. Size of organisation
    • 10. Time and distance
    • 11. Age and gender
    • 12. Private sector
    • 13. Public sector
  • Page 7
    Is trust an economic measure?
  • 14. Page 8
    Is trust an economic measure? (1 of 4)
    • Defining trust
    • 15. The economics of trust
    • 16. Key behaviours of trust
    • 17. Changing cultures
    • 18. Trusting oneself
    • 19. Bringer of bad news
  • Page 9
    Is trust an economic measure? (2 of 4)
    • Fruits of low trust
    • 20. Speed and cost
    • 21. Trust taxes and trust dividends
    • 22. Noun and verb
  • Page 10
    Is trust an economic measure? (3 of 4)
  • Page 11
    Is trust an economic measure? (4 of 4)
  • Page 12
    Exercise A
  • 41. Page 13
    Exercise A
  • 42. Page 14
    Moving towards ‘fair’ treatment of your people
  • 43. Page 15
    Moving towards ‘fair’ treatment of your people (1 of 2)
    • Think back to a time when you were treated unfairly and consider the effect on your levels of motivation
    • 44. Establish clear targets and rewards, whilst being clear about your expectations
    • 45. When an employee complains that he or she has been treated unfairly, listen carefully
  • Page 16
    Moving towards ‘fair’ treatment of your people (2 of 2)
    • Developa well-thought-out system that allows
    flexibility to give spontaneous "spot rewards" when you see a deserving performance, and keep an element of fun in your reward system
    • Be consistent in yourself
    • 46. Develop and maintain an effective Alternative Dispute Resolution (ADR) process
  • Page 17
    How to tackle unethical behaviour in the workplace-and prevail
  • 47. Page 18
    How to tackle unethical behaviour in the workplace-and prevail (1 of 2)
    • It’s standard practice
    • 48. It’s not a big deal
    • 49. It’s not my responsibility
    • 50. I want to be loyal
    • 51. Checklist
  • Page 19
    How to tackle unethical behaviour in the workplace-and prevail (2 of 2)
    • Treat the conflict as a business matter
    • 52. Recognise that this is part of your job
    • 53. Be yourself
    • 54. Challenge the rationalisations
    • 55. Turn newbie status into an asset
    • 56. Expose faulty either/or thinking
    • 57. Make long-term risks more concrete
    • 58. Present an alternative
  • Page 20
    Need for greater transparency
  • 59. Page 21
    Need for greater transparency
    • Identifying what matters
    • 60. Towards greater transparency
    • 61. Critic and champion
  • Page 22
    Exercise B
  • 62. Page 23
    Exercise B
  • 63. Page 24
    Trust killed by candour
  • 64. Page 25
    Trust killed by candour (1 of 2)
    • In the past, economic disasters normally occurred within national borders
    • 65. We need leaders like never before
    • 66. Opacity in Government is the organisational equivalent of hardening the arteries
    • 67. Candour needs to operate both up and down
  • Page 26
    Trust killed by candour (2 of 2)
    • Table stakes
    • 68. Enabling actions
    • 69. Reinforcing candour
  • Page 27
    Trust and HR
  • 70. Page 28
    Trust and HR
    • Communication
    • 71. Engagement
    • 72. Survivor syndrome
    • 73. Retention
    • 74. Home working and mobile working
  • Page 29
    Repairing trust
  • 75. Page 30
    Repairing trust (1 of 5)
  • Page 31
    Repairing trust (2 of 5)
    • Avoidance
    • 80. Mistrust confirmation
    • 81. Forceful confrontation
    • 82. Trust repair
  • Page 32
    Repairing trust (3 of 5)
  • Page 33
    Repairing trust (4 of 5)
    • Perceived organisational trustworthiness
    • 86. Internal components
    • 87. External components
    • 88. Organisational failure
    • 89. Trust repair interventions
  • Page 34
    Repairing trust (5 of 5)
    • STAGES OF TRUST REPAIR
    • 90. Immediate responses
    • 91. Diagnosis
    • 92. Reforming interventions
    • 93. Evaluation
  • Page 35
    Rebuilding trust one brick at a time
  • 94. Page 36
    Rebuilding trust one brick at a time
    • Admit the breach of trust quickly
    • 95. Apologise
    • 96. Say what you will do prevent breaches
    • 97. Promise to take action to repair damage
    • 98. Ask for forgiveness
    • 99. One good shot only!
  • Page 37
    Trusting wisely
  • 100. Page 38
    Trusting wisely
    • Know yourself
    • 101. Start small
    • 102. Write an escape clause
    • 103. Send strong signals
    • 104. Recognise the other person’s dilemma
    • 105. Look at roles as well as other people
    • 106. Remain vigilant and always question
  • Page 39
    The slippery slope of trust
  • 107. Page 40
    The slippery slope of trust
  • Page 41
    How low can we go?
  • 112. Page 42
    How low can we go?
    • Average general trust
    • 113. Average trust in the organisation
    • 114. Average trust in the boss
    • 115. Trust by age
    • 116. Trust by culture
  • Page 43
    Exercise B
  • 117. Page 44
    Exercise B
  • 118. Page 45
    Building trust at the negotiating table
  • 119. Page 46
    Building trust at the negotiating table
    • Make maximum use of your own network
    • 120. Build rapport before negotiating
    • 121. Set an appropriate trust default
    • 122. Win their trust
    • 123. Build trust by listening and acknowledging
  • Page 47
    Conclusion & Questions
  • 124. Page 48
    Conclusion
    Summary
    Questions

×