The document discusses the concept of trust and its importance in relationships. It describes the "five waves of trust" that include self trust, relationship trust, organizational trust, market trust, and societal trust. For building self trust, it identifies the key components of integrity, intent, capabilities, and results. Relationship trust can be increased by behaviors like talking straight, demonstrating respect, creating transparency, righting wrongs, showing loyalty, delivering results, and getting better. The document provides details on each of these trust-building behaviors.
The Speed of Trust by Stephen M R Covey & Rebecca R MerrillSunilraj1968
Stephen M R Covey uncovers the power of trust in his book, The Speed of Trust. This book articulates the importance of trust in the key leadership competency of the new global economy. It guides a way to establish trust on every level, build character and competence, enhance credibility and create leadership that inspires confidence.
The Speed of Trust by Stephen M R Covey & Rebecca R MerrillSunilraj1968
Stephen M R Covey uncovers the power of trust in his book, The Speed of Trust. This book articulates the importance of trust in the key leadership competency of the new global economy. It guides a way to establish trust on every level, build character and competence, enhance credibility and create leadership that inspires confidence.
Trust and Transparency can be very vague things. So chasing them can be difficult. This presentation reviews Charles Felton's work on dividing trust into 4 clear competenciesand how we can polish them to grow our careers.
The Risks and Benefits Of Building Trust zahidahuber
When do we trust somebody? How do we earn somebody's trust? What are the hardest challenges? When is trust the wrong way? What will you win with trust?
Learn why trust is the foundation of great leadership and how to achieve trustworthiness for yourself. You must earn trust before you can expect others to give it. Authority levels don't grant it. Only behaviors and actions establish it.
We know that healthy, respectful, and trusting teacher-student relationships nearly double the rate at which a student can learn. While not measured in the same fashion, building rapport and trust among adults has been proven to garner powerful results in businesses and schools/systems alike, and is an essential component in creating a culture of achievement. Using the latest research, this session will identify ways to propel your school, district, or organization towards success by improving your trust and communication skills with your colleagues, direct reports, and supervisors.
Leadership and the art of receiving feedbackEric De Pooter
A feedback culture is based on the competence of people in receiving feedback. We tend to focus a lot on the skill of giving feedback. The true ( inner ) development lies in the competence of receiving feedback.
Here are 6 out of 10 helpful tips on how to build trust in a relationship. For 4 more tips of this type, click the link: http://vkool.com/how-to-build-trust/.
1. Do Exactly What You Say
Doing exactly what you say is the very first step to make others trust you because actions always speak louder than words. If possible, you should always do better than what you say. For example, if you already said that you could complete 90 percent of work, you should try to fulfill more rather than less of it.
2. Honor Your Promises
If you want to be trusted by others, you should be a dependable person. For example, after making a promise, you had better try to meet it well. If you cannot meet it for some reasons, try to explain it to the promisee decently. After that, create a new promise, and make sure to meet it this time.
Making a promise is always easier than fulfilling it. Therefore, before making any promise, you had better think thoroughly whether you can meet it or not. If the possibility of meeting a promise is not very high, do not make it.
3. Tell The Truth
Being honest or telling the truth is one among the best tips on how to build trust in a relationship. We all know that the truth may hurt for a while, but a lie hurts forever. Therefore, you should always tell the truth for long-term benefits. In case you cannot tell the truth, just keep silence rather than telling a lie.
4. Display Loyalty
You can display your loyalty by protecting other people, especially when they are not present to join your conversation. This is one among the most important techniques on how to build trust as trust is mainly built by honesty and loyalty.
5. Be Competent
Being competent means you can do many things well. If you have good professional ability and interpersonal communication skills, people will not only respect and admire you, but also trust you easily. Therefore, you should learn to build good manners, social skills, and even working skills as a preparation for building trust. When you are competent, you will become reliable, and be trusted by others.
6. Be Objective
Being objective is also a helpful tip on how to build trust in a relationship. When you decide to do something, consider objectively how other people will think about it. Put yourself in others’ shoes, and you will know how they feel, and what they think. The more objective you are, the easier you can build trust.
Trust is always one of the crucial keys to success. If you can get your friends to trust you, your life will certainly be pleasant. If you can make your boss trust you, you can get a promotion really fast. If you can get your spouse to trust you, you will certainly be happy in your family.
If you want to take your influencing skills to the next level, email me:
alanbarker830@btinternet.com
This set of slides summarizes my approach to influencing skills as a trainer and coach. Sources of the main ideas are given.
The speed of trust presntation get betterRobert Cole
This is a short presentation for a promotional exam process. If it helps someone else, enjoy! If not, well comments welcome anyway. Yes it is short, we had a 30 minute limit. There are various instructor notes. PLEASE COMMENT, very interested in real feed back.
Your success in taking on a leadership role is dependent on building positive working relationships with direct reports and being able to exercise authority when necessary.
Our Two-Minute Read, Transitioning from Peer to Leader outlines steps to help make the switch from peer to leader as smooth as possible:
"The five dysfunctions of a Team" is a very powerful and popular model of Teamwork (or rather: Teamwork as it should not be) by Patrick Lencioni. This session will explain the model, how today’s agile processes already prevent those dysfunctions and moreover what you can do to overcome them.
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Influencing Skills" and will show you how to use influencing skills at work.
As a leader of an organisation, department or team, building trust in the workplace is important to the overall success of your department and company. Here’s how you can build this rapport.
16 Simple Ways to Help First-Time Managers SucceedJhana
Great managers aren't born; they're taught. Ineffective managers lead to all kinds of expensive problems, including high turnover, low morale, poor company performance.
The good news is that the solution to this problem is simple. Designed for HR leaders in tech, this free reference guide contains 16 simple ways to help first-time managers learn how to be effective managers. You'll learn:
- Why good managers are critical to your company's success.
- 16 actionable ideas you can use to help your first-time managers today.
- Real-world examples and tips to implement manager development.
Trust and Transparency can be very vague things. So chasing them can be difficult. This presentation reviews Charles Felton's work on dividing trust into 4 clear competenciesand how we can polish them to grow our careers.
The Risks and Benefits Of Building Trust zahidahuber
When do we trust somebody? How do we earn somebody's trust? What are the hardest challenges? When is trust the wrong way? What will you win with trust?
Learn why trust is the foundation of great leadership and how to achieve trustworthiness for yourself. You must earn trust before you can expect others to give it. Authority levels don't grant it. Only behaviors and actions establish it.
We know that healthy, respectful, and trusting teacher-student relationships nearly double the rate at which a student can learn. While not measured in the same fashion, building rapport and trust among adults has been proven to garner powerful results in businesses and schools/systems alike, and is an essential component in creating a culture of achievement. Using the latest research, this session will identify ways to propel your school, district, or organization towards success by improving your trust and communication skills with your colleagues, direct reports, and supervisors.
Leadership and the art of receiving feedbackEric De Pooter
A feedback culture is based on the competence of people in receiving feedback. We tend to focus a lot on the skill of giving feedback. The true ( inner ) development lies in the competence of receiving feedback.
Here are 6 out of 10 helpful tips on how to build trust in a relationship. For 4 more tips of this type, click the link: http://vkool.com/how-to-build-trust/.
1. Do Exactly What You Say
Doing exactly what you say is the very first step to make others trust you because actions always speak louder than words. If possible, you should always do better than what you say. For example, if you already said that you could complete 90 percent of work, you should try to fulfill more rather than less of it.
2. Honor Your Promises
If you want to be trusted by others, you should be a dependable person. For example, after making a promise, you had better try to meet it well. If you cannot meet it for some reasons, try to explain it to the promisee decently. After that, create a new promise, and make sure to meet it this time.
Making a promise is always easier than fulfilling it. Therefore, before making any promise, you had better think thoroughly whether you can meet it or not. If the possibility of meeting a promise is not very high, do not make it.
3. Tell The Truth
Being honest or telling the truth is one among the best tips on how to build trust in a relationship. We all know that the truth may hurt for a while, but a lie hurts forever. Therefore, you should always tell the truth for long-term benefits. In case you cannot tell the truth, just keep silence rather than telling a lie.
4. Display Loyalty
You can display your loyalty by protecting other people, especially when they are not present to join your conversation. This is one among the most important techniques on how to build trust as trust is mainly built by honesty and loyalty.
5. Be Competent
Being competent means you can do many things well. If you have good professional ability and interpersonal communication skills, people will not only respect and admire you, but also trust you easily. Therefore, you should learn to build good manners, social skills, and even working skills as a preparation for building trust. When you are competent, you will become reliable, and be trusted by others.
6. Be Objective
Being objective is also a helpful tip on how to build trust in a relationship. When you decide to do something, consider objectively how other people will think about it. Put yourself in others’ shoes, and you will know how they feel, and what they think. The more objective you are, the easier you can build trust.
Trust is always one of the crucial keys to success. If you can get your friends to trust you, your life will certainly be pleasant. If you can make your boss trust you, you can get a promotion really fast. If you can get your spouse to trust you, you will certainly be happy in your family.
If you want to take your influencing skills to the next level, email me:
alanbarker830@btinternet.com
This set of slides summarizes my approach to influencing skills as a trainer and coach. Sources of the main ideas are given.
The speed of trust presntation get betterRobert Cole
This is a short presentation for a promotional exam process. If it helps someone else, enjoy! If not, well comments welcome anyway. Yes it is short, we had a 30 minute limit. There are various instructor notes. PLEASE COMMENT, very interested in real feed back.
Your success in taking on a leadership role is dependent on building positive working relationships with direct reports and being able to exercise authority when necessary.
Our Two-Minute Read, Transitioning from Peer to Leader outlines steps to help make the switch from peer to leader as smooth as possible:
"The five dysfunctions of a Team" is a very powerful and popular model of Teamwork (or rather: Teamwork as it should not be) by Patrick Lencioni. This session will explain the model, how today’s agile processes already prevent those dysfunctions and moreover what you can do to overcome them.
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Influencing Skills" and will show you how to use influencing skills at work.
As a leader of an organisation, department or team, building trust in the workplace is important to the overall success of your department and company. Here’s how you can build this rapport.
16 Simple Ways to Help First-Time Managers SucceedJhana
Great managers aren't born; they're taught. Ineffective managers lead to all kinds of expensive problems, including high turnover, low morale, poor company performance.
The good news is that the solution to this problem is simple. Designed for HR leaders in tech, this free reference guide contains 16 simple ways to help first-time managers learn how to be effective managers. You'll learn:
- Why good managers are critical to your company's success.
- 16 actionable ideas you can use to help your first-time managers today.
- Real-world examples and tips to implement manager development.
Discovering Trustworthiness:How Do You Define a Reliable IndividualbluetroyvictorVinay
Trust is the foundation of all healthy relationships, be they personal or professional. Whether it’s a friend, family member, colleague, or business partner, we rely on trust to build connections and achieve common goals. But what exactly makes a person trustworthy? Is it a set of specific traits, behaviors, or something more elusive? In this exploration, we delve into the essence of trustworthiness and how to define a reliable individual.
Importance of Speed of Trust by S. CoveyJigarUndavia2
It appears there might be a slight error in the author's name. The book you're referring to is likely "The Speed of Trust" by Stephen M.R. Covey, not Stephan Covey. Here's a brief overview:
Title: The Speed of Trust: The One Thing that Changes Everything
Author: Stephen M.R. Covey
Overview:
In "The Speed of Trust," Stephen M.R. Covey explores the impact of trust on organizational success and personal effectiveness. He argues that trust is not only a moral imperative but also a crucial economic factor. The book outlines the key principles and behaviors that build and sustain trust, offering practical insights for individuals and organizations to foster trust in their interactions.
Key Concepts:
The Business Case for Trust: Covey presents a compelling argument for trust as a fundamental component of successful business relationships and organizational culture.
The Four Cores of Credibility: The author introduces four cores (integrity, intent, capabilities, and results) that form the basis of credibility, essential for building trust.
The 13 Behaviors of High-Trust Leaders: Covey outlines specific behaviors that leaders can adopt to cultivate trust within their teams and organizations.
The Trust Tax and the Trust Dividend: The book discusses the tangible economic impact of trust, illustrating how high-trust relationships lead to faster decision-making and improved collaboration, thus reducing costs and enhancing productivity.
The Ripple Effect of Trust: Covey explores how trust, once established, creates a positive ripple effect throughout various aspects of personal and professional life.
"The Speed of Trust" provides a framework for individuals and organizations to evaluate and improve their trustworthiness, ultimately leading to increased speed and effectiveness in achieving their goals.
In The Trust Edge, David Horsager reveals the foundation of genuine success- — trust. Based on research but made practical for today’s leader, The Trust Edge shows that trust is quantifiable and brings dramatic results to businesses and leaders.
In this book, Horsager teaches readers how to build the Eight Pillars of Trust.
When leaders learn how to implement these pillars, they enjoy better relationships,
reputations, retention, revenue and results. Fascinating and timely, The Trust
Edge unveils how trust has the ability to accelerate or destroy any business, organization or relationship. The lower the trust, the more time everything takes, the
more everything costs and the lower the loyalty of everyone involved. Conversely,
an environment of trust leads to greater innovation, morale and productivity. The
trusted leader is followed. From the trusted salesperson, people will buy. For the
trusted brand, people will pay more, come back and tell others. Trust, not money,
is the currency of business and life!
The core values and principles of the Spireworks organisation guiding our interactions with partners, contractors and clients, alike. We are a values-driven, growth culture otherwise know as a Deliberately Development Organization (DDO). We build our business around the simple but radical conviction that organizations prosper when they are deeply aligned with people's strongest motive - to grow.
In international business where laws, communication and regular contact is weak when compared to working in the same country or city, trust becomes important. How do you develop it? Over the years, I have tried and studied some strategies that have worked for me. Have a look at this presentation. I hope it is helpful.
Building TRUST in Workplace - Managers Training.pptkatefalade
What makes a Team to perform at they most optimal state? The Trust component in the workplace is a key driver of Team performance and cohesion. What are the drivers of Trust? How do they relate to performance and high productivity? What are the key behaviors that generate trust?
TMA World Viewpoint 32: Behaviours that can develop and maintain trust in the...TMA World
Trust is essential to effective teamwork and collaboration. Following the guidance outlined in this TMA World presentation will help you ensure that you get the most out of your working relationships.
For more information on building trust and the other skills you and your organization require to thrive in the borderless workplace, contact us today: enquiries@tmaworld.com or visit our website: www.tmaworld.com
Credibility : An Important Ingredient to HaveKIGUME Karuri
LET US GO BACK TO THE CROSS ROADS AND SEEK TO BE CREDIBLE IN OUR DAYS. THIS IS AN IMPORTANT INGREDIENT LACKING IN ALL SPHERES OF OUR SOCIETY TODAY. VERY DIFFICULT TO GET CREDIBLE PEOPLE
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Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
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It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
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The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
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Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
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1. The Speed of Trust
Based on the book by Stephen MR
Covey
2. Introduction
Trust means confidence.
When we trust people, we have confidence in them –
in their integrity and in their abilities.
When we distrust people, we are suspicious of them.
The difference between high and low-trust
relationships is palpable!
In a high-trust relationship, we can say the wrong
thing, and people will still understand us.
In a low-trust relationship, despite precise
communication, people will still misinterpret us.
3. Key points and inter-relationships
Relationships of all kinds are built on and sustained by
trust.
They can also be broken and destroyed by lack of
trust.
Trust in others depends on how much we trust
ourselves.
If we can’t trust ourselves, we’ll have a hard time
trusting others.
This personal incongruence is often the source of our
suspicions about others.
4. Effects
We judge ourselves by our intentions and others by
their behavior.
This is why, one of the fastest ways to restore trust is
to make and keep commitments to ourselves and to
others.
Trust affects two outcomes – speed and cost.
When trust goes down, speed will also go down and
costs will go up.
When trust goes up, speed will also go up and costs
will go down.
5. The two dimensions of trust
Trust has two dimensions – character and
competence.
Character is a constant.
It’s necessary for trust under any circumstances.
Competence is situational.
It depends on what the circumstances require.
6. The five waves of trust
The first wave, Self Trust, deals with the confidence
we have in ourselves – in our ability to set and achieve
goals, to keep commitments, to walk our talk – and
also with our ability to inspire trust in others.
The second wave, Relationship Trust, is about how to
establish and increase trust vis-a-vis others.
We try to become a person who is worthy of trust.
The key principle underlying this wave is consistent behavior.
The third wave, Organizational Trust, deals with how
leaders can generate trust in different organizations.
7. Waves cont’d
The fourth wave, Market Trust, reflects the trust
customers, investors, and others in the marketplace
have in the company.
The underlying principle behind this wave is reputation.
The fifth wave, Societal Trust, is about creating value
for others and for society at large.
The principle underlying this wave is contribution.
By contributing or “giving back,” we counteract the suspicion,
cynicism, and low-trust that exist within our society.
We also inspire others to create value and contribute.
9. Self-Trust
The first wave of trust – self trust – is all about
credibility.
It’s about developing the integrity, intent, capabilities,
and results that make us believable, both to ourselves
and to others.
And it all boils down to two simple questions: Do I trust
myself? Am I someone others can trust?
Credibility has four building blocks, integrity, intent,
capabilities and results.
10. Core 1 – Integrity
Integrity means honesty, telling the truth, and in the process,
leaving the right impression.
Congruence. A person has integrity when there is no gap
between intent and behavior… when he or she is the same –
inside and out.
Humility. A humble person is more concerned about what is right
than about being right, about acting on good ideas than having
the ideas, about embracing new truth than defending outdated
positions, about recognizing contribution than being recognized
for making it.
Courage. We must have the courage to do the right thing even
when it is difficult.
Openness inspires credibility and trust. A closed mindset fosters
suspicion and mistrust.
11. Core 2 – Intent
Intent grows out of character. People often distrust us because of
the conclusions they draw about what we do. It is important for us
to actively influence the conclusions others draw by “declaring
our intent.”
Intent has three dimensions - motive, agenda, and behavior.
Motive is the reason for doing something. When the motive is
laudable, trust increases. The motive that inspires the greatest
trust is genuine caring .
Agenda grows out of motive. The agenda that generally inspires
the greatest trust is genuinely wanting what is best for everyone
involved.
Behavior is the manifestation of motive and agenda. The
behavior that best creates credibility and inspires trust is acting in
the best interest of others.
12. Core 3 – Capabilities
Our capabilities inspire the trust of others, particularly when they
are specifically those needed for the task at hand. Our
capabilities also give us the self-confidence that we can do what
needs to be done. Capabilities include talent, attitude, skills,
knowledge and style.
Talents: Talents are our natural gifts and strengths.
Attitudes: Attitudes represent our paradigms – our ways of
seeing, as well as our ways of being towards work, life, learning,
our abilities and opportunities to contribute.
Skills: Skills are our proficiencies, the things we can do well.
Knowledge: Knowledge represents our learning, insight,
understanding, and awareness.
Style: Style represents our unique approach and personality.
13. Core 4 - Results
In considering results, we always need to ask two
critical questions.
What results are we getting and how are we getting
those results?
To increase trust, we must effectively communicate
results so that people become aware of them.
14. Relationship Trust
In every relationship, what we do has far greater
impact than anything we can say.
Good words signal behavior, declare intent and can
create enormous hope.
And when those words are followed by appropriate
behavior, they increase trust, sometimes dramatically.
Covey lists 13 behaviours that can go a long way in
building an environment of trust.
The first five flow initially from character, the second
five from competence and the last three flow from
both.
17. Behaviour # 1: Talk Straight
Talking straight can go a long way in inspiring trust.
The opposite behaviour is to lie or to deceive.
The counterfeit behaviors are beating around the
bush, withholding information, double-talk, flattery,
“technically” telling the truth but leaving a false
impression and so on.
18. Behaviour # 2: Demonstrate Respect
We must show respect, fairness, kindness, love, and
civility to individuals.
The opposite behaviour is showing disrespect, or not
showing people we care.
The counterfeit of Demonstrate Respect is to fake
respect or concern, or to show respect and concern for
some (those who can do something for you), but not
for all (those who can’t).
19. Behaviour #3: Create Transparency
This is about being open, real and genuine and telling
the truth in a way people can verify.
It’s based on the principles of honesty, openness,
integrity, and authenticity.
The opposite of this behaviour is to hide, cover or
obscure. It includes hidden agendas, hidden
meanings, hidden objectives.
The counterfeit of behaviour is illusion. It’s pretending,
“seeming” rather than “being,” making things appear
different than they really are.
20. Behaviour # 4: Right Wrongs
This is more than simply apologizing. It’s making up
and doing what we can to correct the mistake.
This behavior is based on the principles of humility,
integrity, and restitution. Its opposite is to deny or
justify wrongs, to rationalize wrongful behavior, or to
fail to admit mistakes until we are forced to do so.
It involves ego and pride. It’s being humbled by
circumstances instead of by conscience.
The counterfeit behavior is to cover up, trying to hide a
mistake, as opposed to repairing it.
21. Behaviour # 5: Show Loyalty
This is based on the principles of integrity, loyalty,
gratitude and recognition. We must give credit to
others, acknowledge them for their part in bringing
about results.
The opposite of giving credit is taking credit.
The counterfeit of giving credit is appearing to give
credit to someone when they’re with us, but
downplaying their contribution and taking all the credit
when they’re not there.
The second dimension of Show Loyalty is to speak
about others as if they are present.
The counterfeit of this behavior, is indulging in sweettalk in front of people and bad-mouthing them behind
their backs
22. Behaviour # 6: Deliver Results
This behavior grows out of the principles of responsibility,
accountability, and performance.
The opposite behaviour is performing poorly or failing to deliver.
The counterfeit is engaging in activities instead of delivering
results.
Results are always judged in relation to expectations. It is
important in each situation to define the results that will build
trust, and then deliver those results – consistently, on time, and
within budget.
We must make sure we thoroughly understand the expectation. If
we really want to build trust, we have to know what “results” mean
to the person to whom we are delivering.
To over-promise and under deliver will lead to depletion of trust.
With customers or with coworkers, we must try to anticipate
needs in advance and deliver before the requests even come.
23. Behaviour #7: Get Better
This behaviour is based on the principles of continuous
improvement, learning, and change. When people see us as a
learning, growing, renewing person, they develop confidence in
our ability to succeed in a rapidly changing environment, enabling
us to build high-trust relationships and move really fast.
This behaviour has two common counterfeits.
The first is being the “eternal student,” the person who is always
learning but never producing.
The second is trying to force-fit everything into whatever we are good
at doing.
In seeking to get better, there are two strategies that are
particularly helpful : seek feedback, and learn from mistakes.
The next time we make a mistake, rather than agonizing over it,
we must identify the learning from it and ways we can improve
our approach to get different results next time.
We must also encourage others to take appropriate risks and to
learn from failure.
24. Behaviour # 8: Confront Reality
This behaviour is about taking the tough issues head-on- sharing the bad
news as well as the good.
Confronting reality implies demonstrating courage, responsibility,
awareness, and respect.
The opposite of this behaviour is to ignore it, to act as though it doesn’t
exist.
The counterfeit is to act as though we are confronting reality when we are
actually evading it, i.e., skirting the real issues.
When we openly confront reality, we facilitate open interaction and fast
achievement. Instead of having to wrestle with all the hard issues on our
own while trying to paint a rosy picture for everyone else, we actually
engage the creativity, capability and synergy of others in solving those
issues.
Ideas flow freely. Innovation and collaboration take place. Solutions
come much faster and better, and are implemented with the
understanding, buy-in, and often the excitement of others involved in the
problem-solving process.
25. Behaviour # 9: Clarify Expectations
Clarify Expectations is based on the principles of clarity, responsibility,
and accountability.
The opposite of this behaviour is to leave expectations undefined – to
assume they’re already known or to fail to disclose them so there is no
shared vision of the desired outcomes. When results are delivered but
not valued, everyone is disappointed and trust declines.
The counterfeit behaviour is to pretend to be clarifying expectations, but
not doing enough to pin down the specifics that facilitate meaningful
accountability. Or it’s going with situational expectations that shift based
on people’s memories or interpretations, or what is convenient at the
time.
In every interaction there are expectations. And the degree to which
these expectations are met or violated, affects trust. In fact, unclarified
expectations are often the cause of broken trust.
26. Behaviour # 10: Practice Accountability
There are two key dimensions to this. The first is to hold
ourselves accountable; the second is to hold others accountable.
Trust results when people know that everyone will be held to
certain standards. When leaders don't hold people accountable, it
creates a sense of disappointment, inequity, and insecurity.
When things go wrong and we find ourselves blaming or accusing
others, we must draw back and ask, how we can stop this.
At work, we must practice accountability by holding our direct
reports accountable for their actions. We must clarify our
expectations first so that everyone knows what they’re
accountable for and by when.
We must look for ways to create an environment of accountability
in our home.
27. Behaviour # 11: Listen First
It’s vital to listen, to understand first. Otherwise we may be acting on
assumptions that are totally incorrect – acting in ways that turn out to be
embarrassing and counterproductive.
The principles behind this behaviour include understanding, respect and
mutual benefit.
The opposite is to speak first and listen last – or not to listen at all. It’s
going ahead with our agenda without considering whether others may
have perspectives that could influence what we have to say.
The counterfeit is pretend to be listening, while thinking about our reply
and just waiting for our turn to speak. Or it’s listening without
understanding.
Listening is not just hearing what is said. Research shows that face-toface communication regarding attitudes and feelings is 7 percent what
people say, 38 percent how they say it, and 55 percent body language.
So Listen First means to listen not only with ears, but also with the eyes
and the heart.
Listen First also means to listen to ourselves, to our gut feelings, our own
inner voice, before we decide and act.
28. Behaviour # 12: Keep Commitments
This is the quickest way to build trust in any relationship.
To break commitments or violate promises is the quickest way to
destroy trust.
The counterfeit of this behavior is to make commitments that are
so vague or elusive that nobody can pin us down. Alternatively,
we are so afraid of breaking commitments that we don’t even
make any in the first place.
Keeping commitments is based on the principles of integrity,
performance, courage, and humility.
It’s the perfect balance of character and competence.
Particularly, it involves integrity (character) and the ability to do
what we say we are going to do (competence).
29. Behaviour # 13: Extend Trust
This behaviour is based on the principles of
empowerment, reciprocity, and a fundamental belief
that most people are capable of being trusted, want to
be trusted, and will do well when trust is extended to
them. The opposite of this behaviour is to withhold
trust.
The counterfeit of Extend Trust takes two forms.
The first is extending “false trust,” i.e., giving people
the responsibility, but not the authority or resources, to
get a task done.
The second is extending “fake trust” – acting like we
trust someone when we really don’t.
30. Organisational Trust
In Low trust organizations
People manipulate or distort facts.
People withhold and hoard information.
Getting the credit is very important.
People spin the truth to their advantage.
New ideas are resisted and stifled.
Mistakes are covered up or covered over.
There are numerous “meetings after the meetings”.
There are many “undiscussables”.
People tend to over-promise and under-deliver.
There is low energy level.
31. Organisational Trust (Contd)
In High trust organizations
People are candid and authentic.
Information is shared openly.
People are willing to share credit.
Transparency is a practiced value.
New ideas are welcome.
Mistakes are tolerated and encouraged as a way of
learning.
There are few “meetings after the meetings”.
People talk straight and confront real issues.
There is a high degree of accountability.
There is high energy level.
32. Market trust
Market trust is all about brand or reputation.
It is trust that makes us want to buy a company’s
products or services.
Corporate brands are important not only to companies
but also to other organizational entities, including
governments, charities, hospitals and cities.
Brands are judged, based on people’s perceptions.
When brands are perceived to be trustworthy, they
generate a strong competitive advantage for the
company.
33. Societal trust
Trust is an integral part of the fabric of our society.
It’s hard to imagine a world without trust.
Heavy costs are incurred by a closed, low-trust
society.
On the other hand, several benefits are reaped by a
high-trust society.
These include shared knowledge, medical breakthroughs,
technological advances, economic partnerships, and cultural
exchanges.
In a high-trust society, there’s more for everyone.
There are more options and opportunities. People interact
with less friction, resulting in greater speed and lower cost.
34. Conclusion
Trust is essential to prosperity, satisfaction, happiness
and professional success.
We can, if we try, establish, grow, extend and restore
trust.
Our behaviour can inspire trust.
By increasing trust, we can speed up things and cut
transaction costs.
The speed of trust should not be underestimated.