Diagnostic tool for Behavioral Trust framework

1. ©
Leighton
Maxwell
Inc.
2015
Behavioural
Trust
Framework
-­‐
Diagnostic
SCALE
+5
+3
+1
0
-­‐1
-­‐3
-­‐5
TRUSTWORTHINESS
Consistency
Proactively
articulates
promises
and
agreements
and
holds
self
accountable
for
meeting
them
Takes
actions
to
achieve
stated
promises
and
keep
agreements
Demonstrates
efforts
to
meet
stated
promises
and
keep
agreements
Exhibits
unpredictability
in
meeting
promises
and
keeping
agreements
Shows
contradictions
between
promises/
agreements
and
actions
Fails
to
keep
promises
and
agreements
Makes
promises
and
agreements
without
intention
to
keep
them
Example:
Benevolence
Puts
well-­‐being
of
others
ahead
of
own
interests
in
decisions
and
actions
Demonstrates
concern
about
the
well-­‐being
of
others
in
decisions
and
actions
Considers
the
well-­‐
being
of
others
in
decisions
and
actions
Unaware
of
the
impact
of
decisions
and
actions
on
others
Ignores
the
well-­‐being
of
others
in
decisions
and
actions
Shows
self-­‐interest
ahead
of
others’
well-­‐
being
in
decisions
and
actions
Takes
advantage
of
others
when
they
are
vulnerable
Example:
Alignment
Works
to
uncover
and
realize
shared
values
and/or
objectives
Takes
actions
to
achieve
shared
values
and/or
objectives
Takes
actions
that
support
shared
values
and/or
objectives
Unwittingly
takes
actions
without
consideration
of
shared
values
and/or
objectives
Ignores
shared
values
and/or
objectives
when
taking
actions
Acts
in
ways
that
contravene
shared
values
and/or
objectives
Disrespects
shared
values
and/or
objectives
Example:

2. ©
Leighton
Maxwell
Inc.
2015
CAPABILITY
Competence
Values
and
displays
technical
and
business
mastery
Displays
strong,
directly
relevant
technical
and/or
business
ability
Demonstrates
related
technical
and/or
business
ability
Lacks
context-­‐specific
technical
and/or
business
ability
Relies
on
irrelevant
and
inappropriate
technical
and/or
business
ability
to
make
decisions
Discounts
importance
of
or
undervalues
technical
and/or
business
ability
Misrepresents
ability
by
claiming
non-­‐
existent
competence
Example:
Experience
Values
expertise
and
Is
recognized
as
an
expert
Demonstrates
strong,
directly
relevant
knowledge,
skills,
and
expertise
Demonstrates
related
knowledge,
skills,
and
expertise
Lacks
relevant
and
related
knowledge,
skills,
and
expertise
Applies
irrelevant
and
inappropriate
knowledge
and
skills
when
making
decisions
Discounts
importance
of,
or
undervalues
knowledge
and
skills
Misrepresents
expertise
by
claiming
non-­‐existent
knowledge
and
skills
Example:
Judgment
Seeks
out
information
and
consistently
applies
a
recognized
process
of
deliberation
to
draw
conclusions
and
make
decisions
Demonstrates
accurate
and
well-­‐considered
conclusions
and
decisions
Generates
considered
conclusions
and
decisions
Has
difficulty
deliberating
and
reflecting
in
order
to
form
conclusions
and
make
decisions
Relies
inappropriately
on
own
unconfirmed
assumptions,
third-­‐
parties
or
erroneous
information
when
forming
conclusions
and
making
decisions
Discounts
all
but
own
sources
of
information
and
comes
to
conclusions
and
decisions
without
the
benefit
of
deliberation
or
reflection
Gathers
irrelevant
and
misleading
or
false
information
to
support
own
conclusions
and
decisions
Example:

3. ©
Leighton
Maxwell
Inc.
2015
TRUSTING
Disclosure
Shows
vulnerability
by
appropriately
sharing
confidential
information
Responds
to
others
who
share
confidential
information
by
reciprocating
appropriately
Accepts
confidential
information
from
others
respectfully;
does
not
reciprocate
Avoids
or
skirts
situations
involving
confidential
information
Withholds
information
or
shares
confidential
information
without
considering
the
consequences
Inappropriately
shares
confidential
information
or
withholds
needed
information
Uses
inappropriate
methods
and
contacts
to
unearth
or
distribute
confidential
information
for
own
benefit
Example:
Reliance
Entrusts
authority
to,
and
depends
on,
others
Has
confidence
in
others
and
is
comfortable
depending
on
others
Depends
on
others
who
have
a
proven
track
record
Depends
on
others
for
some
tasks,
reluctant
to
share
accountability
and
authority
Is
reluctant
to
give
up
control,
or
imposes
constraints
on
others’
work
or
contribution
Is
unwilling
to
be
represented
by
others,
or
dismisses
their
participation
Stays
detached
and
works
independently
from
others
Example:
Receptiveness
Demonstrates
‘coachability’
and
willingness
to
change
opinions
and
actions
Is
open
and
attentive
to
feedback
and
acts
on
it
Listens
to,
and
acknowledges
feedback;
sometimes
acts
on
it
Pays
cursory
attention
to
feedback,
does
not
engage
with
others
to
solicit
it
Deflects
feedback
and
finds
reasons
to
postpone
implementation
of
changes
Refutes
feedback,
argues
own
position,
or
blames
others
Is
close-­‐minded,
arrogant
and
opinionated;
does
not
value
input
of
others
Example:

4. ©
Leighton
Maxwell
Inc.
2015
COMMUNICATION
Accuracy
Proactively
provides
correct
and
complete
information
Consistently
provides
correct,
complete
and
timely
information
Provides
correct
and
complete
information
when
requested
to
do
so
Doesn’t
ensure
the
correctness
or
completeness
of
information
provided
Unintentionally
misrepresents
or
delays
information
Consistently
misrepresents
critical
information
Deliberately
provides
erroneous
information
for
own
benefit
Example:
Explanation
Proactively
and
fully
clarifies
details
and
consequences
of
information
provided
Consistently
clarifies
details
and
consequences
of
information
provided
Clarifies
details
and
consequences
of
information
provided
when
requested
to
do
so
Provides
superficial
or
non-­‐relevant
additional
information
or
details
Incompletely
clarifies
information
and
omits
or
forgets
to
provide
details
Dismisses
or
ignores
requests
for
information
and
clarification
Leaves
out
critical
information
in
order
to
cause
confusion
and
obfuscate
issues
for
own
benefit
Example:
Openness
Proactively
seeks
out
and
welcomes
new
ideas
or
new
ways
of
doing
things
and
tries
them
out
Welcomes
new
ideas
and
fully
considers
their
application
Listens
to
new
ideas;
sometimes
applies
them
Pays
cursory
attention
to
new
ideas,
shows
little
interest
in
their
application
Does
not
listen
to
new
ideas
or
ignores
them
Shuts
down
new
ideas
and
argues
against
them
Deliberately
undermines
new
ideas
Example: