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Trust and Trustworthiness      Who trusts you? And Who do you trust?                     TEEPEE                   March 21...
March 21, 2012           © 2006-2012 All Rights Reserved - John Fisher   2Trust & Trustworthiness   Just what is Trust?   ...
March 21, 2012                       © 2006-2012 All Rights Reserved - John Fisher   3Trust Exercise                      ...
March 21, 2012              © 2006-2012 All Rights Reserved - John Fisher   4What did we learn?• There were a few surprise...
March 21, 2012             © 2006-2012 All Rights Reserved - John Fisher   5What did we learn?• You should know your own t...
March 21, 2012              © 2006-2012 All Rights Reserved - John Fisher   6Is IT or the CIO Trustworthy?• What are we do...
March 21, 2012           © 2006-2012 All Rights Reserved - John Fisher   7Trust & TrustworthinessFostering trust, confiden...
March 21, 2012               © 2006-2012 All Rights Reserved - John Fisher   8Trust Building Ideas• Always prepare your bu...
March 21, 2012                © 2006-2012 All Rights Reserved - John Fisher   9Communicating Bad News Effectively• Your cl...
March 21, 2012            © 2006-2012 All Rights Reserved - John Fisher   10NASA Challenger Example• January 28, 1986, the...
March 21, 2012                                  © 2006-2012 All Rights Reserved - John Fisher             11 NASA Challeng...
March 21, 2012                                   © 2006-2012 All Rights Reserved - John Fisher                            ...
March 21, 2012                                   © 2006-2012 All Rights Reserved - John Fisher           13NASA Challenger...
March 21, 2012         © 2006-2012 All Rights Reserved - John Fisher   14What can we do to keep Trust?   • Make sure there...
March 21, 2012                 © 2006-2012 All Rights Reserved - John Fisher   15   Some Things to Think About   • First i...
March 21, 2012      © 2006-2012 All Rights Reserved - John Fisher   16                 Questions                 Thank You !
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Trust and Trustworthiness

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Presentation for the TEEPEE CIO Roundtable Group

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Transcript of "Trust and Trustworthiness"

  1. 1. Trust and Trustworthiness Who trusts you? And Who do you trust? TEEPEE March 21, 2012 John Fisher Chief Value Officer NET(net), Inc.
  2. 2. March 21, 2012 © 2006-2012 All Rights Reserved - John Fisher 2Trust & Trustworthiness Just what is Trust? We readily give it and strive hard to earn it…..with each other, with our clients and with our business partners Trust is earned, not assumed! • Acquired through open, honest and complete communication with the other party. • Maintained by predictable dependable behavior. • Nourished through mutual respect and an understanding of the value it derives.
  3. 3. March 21, 2012 © 2006-2012 All Rights Reserved - John Fisher 3Trust Exercise 1 2 List the names of people you Explain why you trust the trust: (Friends, Family, people on the list associates, clients) 3 4 List the names of people or What would have to happen things you do NOT trust to make you trust this person or thing? Source: The Dooley Group
  4. 4. March 21, 2012 © 2006-2012 All Rights Reserved - John Fisher 4What did we learn?• There were a few surprises• There were some contradictions• Common elements of Trust • Predictability • Shared positive experiences • Common History – it doesn’t happen quickly • Honesty – no hidden agendas • Clarity about intentions • Taking care to do the right things • Isn’t always both ways • Often based on faith/belief • Time can change it – so can circumstances
  5. 5. March 21, 2012 © 2006-2012 All Rights Reserved - John Fisher 5What did we learn?• You should know your own trust framework• Think about what it takes to get trust in the first place • How is it different to regain trust in an organization versus trust in a person?• What does it take to get trust back? • Does it take 15 years vs. 15 minutes or 15 days? • Can it ever be regained?
  6. 6. March 21, 2012 © 2006-2012 All Rights Reserved - John Fisher 6Is IT or the CIO Trustworthy?• What are we doing to build trust?• What are we doing to destroy trust? • Projects are late • Expectations are not clarified • We often don’t communicate changes in plan or intention• IT is often an Institution or a “thing” • Trust in Things is hard to develop and easy to lose • Every customer encounter can build or destroy Trust• Technology is often difficult to understand, • But is very important to our clients• The way organizations use technology often changes • Even in the middle of a project • Constant communications is a key to keeping trust
  7. 7. March 21, 2012 © 2006-2012 All Rights Reserved - John Fisher 7Trust & TrustworthinessFostering trust, confidence & support from your clients and business partners • Communicating Goals of the Project/Organization • Understanding Expectations • Managing Challenging Times • Reporting Bad News Effectively • Build a Good History of Your Engagements
  8. 8. March 21, 2012 © 2006-2012 All Rights Reserved - John Fisher 8Trust Building Ideas• Always prepare your business partners prior to a meeting that will contain controversial issues. • Poll members, understand their position and work behind the scenes to reach as much consensus as possible• Outline and present the core issue as you perceive it in order to avoid misperceptions• Full disclosure on all issues. No surprises. All relevant information disclosed• Kept current on all matters of interest or importance.
  9. 9. March 21, 2012 © 2006-2012 All Rights Reserved - John Fisher 9Communicating Bad News Effectively• Your clients do not like surprises. • The skill is knowing when to prepare them for the potential of bad news vs. distracting them with non critical matters• They want to be informed of potentially adverse news when there is still time for their suggestions and input• With the delivery of bad news be prepared to quantify the financial impact, offer alternative strategies to recovery and demonstrate a willingness to solicit their advice
  10. 10. March 21, 2012 © 2006-2012 All Rights Reserved - John Fisher 10NASA Challenger Example• January 28, 1986, the space shuttle Challenger exploded shortly after launch• Seven Astronauts died because two rubber O- rings leaked due to cold temperatures• Engineers from Morton Thiokol wanted to abort the flight
  11. 11. March 21, 2012 © 2006-2012 All Rights Reserved - John Fisher 11 NASA Challenger Example• Here are the actual graphs and charts they used to communicate the issues to NASA management. --Edward Tufte (1997) Visual and Statistical Thinking : Displays of Evidence for Making Decisions, p. 24
  12. 12. March 21, 2012 © 2006-2012 All Rights Reserved - John Fisher 12 NASA Challenger Example• A total of 13 charts were used.• Only 6 had data on either launch temperature or O-Ring failure• None showed the relationship between the two --Edward Tufte (1997) Visual and Statistical Thinking : Displays of Evidence for Making Decisions, p. 25
  13. 13. March 21, 2012 © 2006-2012 All Rights Reserved - John Fisher 13NASA Challenger Example• Here is a better approach • A simple scatter plot demonstrates how far out of range the proposed launch temperatures were.• Lesson: Keep It Simple! Temperature at launch was projected Relationship of to be between 26°F O-Ring Failure and 39°F. Any launch to Temperature below 55°F was likely to experience O-Ring failure --Edward Tufte (1997) Visual and Statistical Thinking : Displays of Evidence for Making Decisions, p. 23
  14. 14. March 21, 2012 © 2006-2012 All Rights Reserved - John Fisher 14What can we do to keep Trust? • Make sure there is a clear understanding of expectations • Examine why things did not go well (openly review without blame) • Don’t over-react or people will become paralyzed to make decisions. • Never violate it!......It means more than any single issue that may be at hand.
  15. 15. March 21, 2012 © 2006-2012 All Rights Reserved - John Fisher 15 Some Things to Think About • First impressions are often lasting impressions • Do a good job the first time • Every impression counts • Each person representing IT can impact the trust of any client they come into contact with • Once lost or damaged, trust is difficult to restore • Trust in an organization or institution is easier to lose and more difficult to restore than trust in an individual • Clients will forgive a mistake much faster than a lapse in trustworthy behavior • Once you have establish a high degree of trust, inevitable mistakes will be more easily accepted.
  16. 16. March 21, 2012 © 2006-2012 All Rights Reserved - John Fisher 16 Questions Thank You !
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