Trust March 2010
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Trust March 2010

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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.

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    Trust March 2010 Trust March 2010 Presentation Transcript

    • Trust-small word, big meaning
      by Fluid
      March 2010
    • 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
    • Page 3
      Introduction
    • 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
      • Selection
      - Attraction
      - Remuneration & Reward
      - Outplacement
      - Training & HR consultancy
    • Page 5
      To begin with….
    • Page 6
      To begin with….
      • The importance of trust
      • Drivers of trust
      • Size of organisation
      • Time and distance
      • Age and gender
      • Private sector
      • Public sector
    • Page 7
      Is trust an economic measure?
    • Page 8
      Is trust an economic measure? (1 of 4)
      • Defining trust
      • The economics of trust
      • Key behaviours of trust
      • Changing cultures
      • Trusting oneself
      • Bringer of bad news
    • Page 9
      Is trust an economic measure? (2 of 4)
      • Fruits of low trust
      • Speed and cost
      • Trust taxes and trust dividends
      • Noun and verb
    • Page 10
      Is trust an economic measure? (3 of 4)
      • Trust transformation
      • CORES OF CREDIBILITY
      • Integrity
      • Intent
      • Capabilities
      • Results
    • Page 11
      Is trust an economic measure? (4 of 4)
      • BEHAVIOURS OF HIGH-TRUST LEADERS
      • Talk straight
      • Show respect
      • Create transparency
      • Right wrongs
      • Show loyalty
      • Deliver results
      • Get better
      • Confront reality
      • Clarify expectation
      • Practice accountability
      • Listen first
      • Keep commitments
      • Extend trust first
    • Page 12
      Exercise A
    • Page 13
      Exercise A
    • Page 14
      Moving towards ‘fair’ treatment of your people
    • 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
      • Establish clear targets and rewards, whilst being clear about your expectations
      • 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
      • Develop and maintain an effective Alternative Dispute Resolution (ADR) process
    • Page 17
      How to tackle unethical behaviour in the workplace-and prevail
    • Page 18
      How to tackle unethical behaviour in the workplace-and prevail (1 of 2)
      • It’s standard practice
      • It’s not a big deal
      • It’s not my responsibility
      • I want to be loyal
      • Checklist
    • Page 19
      How to tackle unethical behaviour in the workplace-and prevail (2 of 2)
      • Treat the conflict as a business matter
      • Recognise that this is part of your job
      • Be yourself
      • Challenge the rationalisations
      • Turn newbie status into an asset
      • Expose faulty either/or thinking
      • Make long-term risks more concrete
      • Present an alternative
    • Page 20
      Need for greater transparency
    • Page 21
      Need for greater transparency
      • Identifying what matters
      • Towards greater transparency
      • Critic and champion
    • Page 22
      Exercise B
    • Page 23
      Exercise B
    • Page 24
      Trust killed by candour
    • Page 25
      Trust killed by candour (1 of 2)
      • In the past, economic disasters normally occurred within national borders
      • We need leaders like never before
      • Opacity in Government is the organisational equivalent of hardening the arteries
      • Candour needs to operate both up and down
    • Page 26
      Trust killed by candour (2 of 2)
      • Table stakes
      • Enabling actions
      • Reinforcing candour
    • Page 27
      Trust and HR
    • Page 28
      Trust and HR
      • Communication
      • Engagement
      • Survivor syndrome
      • Retention
      • Home working and mobile working
    • Page 29
      Repairing trust
    • Page 30
      Repairing trust (1 of 5)
      • Event takes place
      • Causal ascription
      • Causal attribution
      • Trustworthiness
      • Trust
    • Page 31
      Repairing trust (2 of 5)
      • Avoidance
      • Mistrust confirmation
      • Forceful confrontation
      • Trust repair
    • Page 32
      Repairing trust (3 of 5)
      • WHAT A LEADER NEEDS
      • Good character
      • Good sense
      • Goodwill
    • Page 33
      Repairing trust (4 of 5)
      • Perceived organisational trustworthiness
      • Internal components
      • External components
      • Organisational failure
      • Trust repair interventions
    • Page 34
      Repairing trust (5 of 5)
      • STAGES OF TRUST REPAIR
      • Immediate responses
      • Diagnosis
      • Reforming interventions
      • Evaluation
    • Page 35
      Rebuilding trust one brick at a time
    • Page 36
      Rebuilding trust one brick at a time
      • Admit the breach of trust quickly
      • Apologise
      • Say what you will do prevent breaches
      • Promise to take action to repair damage
      • Ask for forgiveness
      • One good shot only!
    • Page 37
      Trusting wisely
    • Page 38
      Trusting wisely
      • Know yourself
      • Start small
      • Write an escape clause
      • Send strong signals
      • Recognise the other person’s dilemma
      • Look at roles as well as other people
      • Remain vigilant and always question
    • Page 39
      The slippery slope of trust
    • Page 40
      The slippery slope of trust
      • Courage
      • Authenticity
      • Truth
      • Effective
      • Sources of trust and courage
    • Page 41
      How low can we go?
    • Page 42
      How low can we go?
      • Average general trust
      • Average trust in the organisation
      • Average trust in the boss
      • Trust by age
      • Trust by culture
    • Page 43
      Exercise B
    • Page 44
      Exercise B
    • Page 45
      Building trust at the negotiating table
    • Page 46
      Building trust at the negotiating table
      • Make maximum use of your own network
      • Build rapport before negotiating
      • Set an appropriate trust default
      • Win their trust
      • Build trust by listening and acknowledging
    • Page 47
      Conclusion & Questions
    • Page 48
      Conclusion
      Summary
      Questions