Tag Archives: trust

Lindsay’s In Business: PART 77 It’s basically about TRUST

d46e4803-6844-40fd-bc36-d25b3a92f915What happens when you realise your path is entrepreneurship rather than employment? Lindsay takes up the challenge and shares an account of her journey as it unfolds…

Business has stalled for a month.  It’s mid-summer and there’s no activity.  My pipeline , everything is frozen in time while outside it’s a heatwave.

We went on a European road trip for 3 weeks covering 10 countries – it was amazing, hectic and hard work.  Sounds like business!

While I was away, I read Stephen MR Covey’s book, The Speed of Trust.  It inspired me to share. A summary of what he says is this…

There are 4 core aspects of trust that build credibility: Integrity and Intent (character), Capability and Results (competence).   All of these are needed to establish trust. For example, you can trust your friend but wouldn’t to go to them to get your teeth fixed unless they were a qualified dentist.

Building trust starts with inspiring trust in self through behaviours, such as: talk straight, demonstrate respect, clarify expectations, show loyalty, and confront reality.  Through reciprocation of these behaviours, trust can be created between people.

Organizations need another dimension to build trust, which centres around the ‘principle of alignment’ at the design level: “Just as the tax created by low trust is real, measurable, and extremely high, so the dividends of high trust are also real, quantifiable, and incredibly high.”

The stories that Covey tells about how these behaviours work in practice orientate around congruent communications and systems that lead to rich, expedient, productive actions.

These tables say it all…

What does it look like in an organization when there is no trust?

Organization level Interpersonal level
Micromanagement Hostile behaviours and confrontations
Sabotage, grievances, lawsuits Labelling of others as enemies or allies
Punishing systems and hierarchy Communications coloured by fear, uncertainty, doubt and worry
Unhappy employees and stakeholders Real issues not surfaced or dealt with effectively
Time wasted defending positions and decisions Energy draining, joyless interactions
Bureaucracy, redundancy and misalignment in systems and structures Evidence-gathering of other party’s weaknesses and mistakes
Hidden agendas Guarded / grudging dispensing of information
Slow approvals / lack of overall agility Regular misunderstandings

 

What does it look like in an organization when there is trust?

Organization level Interpersonal level
Aligned systems and structures Positive energy
Good communication Inspiring work characterised by purpose, creativity and excitement
A focus on work and results Open, transparent relationships
Positive partnership relationships Cooperative, close, vibrant relationships
Helpful systems and structures Cordial, healthy communications
Strong creativity and innovation Focus on smooth and efficient collaboration
Engagement, confidence, loyalty Mutual tolerance and acceptance
Healthy workplace Mistakes seen as learning opportunities

Mirror MirrorWe identify and close alignment gaps between people in organizations to improve engagement and performance.

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The power of TRUST – trust in the workplace.

Trust

By: Angie Falls

While reflecting on the day during the weekend I could not help myself to pick up my mobile phone and check the office mail. The first glimpse was an email from my new manager. She turned out to be a micromanager who can’t function without being part of everything on a very detailed level. It is so exhausting and it drains all my energy.

I wondered why this was the case. What could I do to make it a more agreeable situation and work relation? I feel that one of the most important things a manager can do is to trust team members.

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Tackling the Elephant in the Room: Is It Even Worth It?

Isaac Newton

By River Ho Rathore

Over lunch several weeks back, a friend confided that he was unhappy with the way senior management was making decisions about their business operations, including its staff management. According to him, everyone in the team felt that improvements had to be done, from the way all tasks were considered urgent, to how the senior leaders easily assumed that team members would willingly stay late at night and still be available earlier than usual the next morning.

“Well, did you give them this feedback?,” I asked. He moved his head from side to side.

“Why not?,” I pressed on.

He drew a deep breath, intimating surrender. “I know them; they won’t listen to any of their juniors. I’ll just be wasting my time telling them this. At the end, I will suffer the consequences and put my job security and satisfaction on the line.”

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