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.

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Trust March 2010

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

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