Trusted !Ltd

Slim Lambert

The ”Trusted!” solution

• Why? What makes our approach unique?

• When? Purpose.

• What ACTIONS can be taken? Output.

• ”Trusted !” in a nutshell is ..

• Underlying reason for the way Trust is approached: ”O!BADKAR”, is how change happens.

What makes our approach unique.

• No finger pointing: Trust is given to you, and is based on the giver´s subjective legacies, perceptions,

beliefs … even when it comes to you objectively act in a trustworthy manner.

• Not just for junior leaders / Uniquely relevant for executives & Boards: move from good to great.

• Sustainable: a solution/process that does not trigger dependency on the external consultant.

• Pragmatic, Structured, Simple and Realistic: a 5 steps process rather than a laundry list of behaviours.

• Applicable towards any target, topic of trust or culture.

• Useful in order to go from bad to good or from good to great.

• Incorporated easily in existing ways of doing business or managing employees.

When? Purpose.

When?

• There is not a single must-win for an organization and a leader/manager/expert, that is not

dependent on the ability to manage trust.

• Trust is probably companies’ number one, or only, true competitive advantage (rare, highly valued,

cannot be acquired or bought, has a domino effect on the potential to build other competitive

advantages, not having it blocks you from fully developing other competitive advantages ….).

• Address the elephant in the room: most issues and solutions boil down to tackling a trust issue!

Discussing trust is an reveals real and rarely addressed root-causes or issues that are important for

people!

Purpose:

• Skills building.

• Improvement actions (Interview based audit).

What ACTIONS can be taken? Output

1st, a Solution-finding audit.

For the organization.

• Solutions suggested by employees or customers (indeed, trust is too complex / legacy based / perception based, for any

standard recommendation to be relevant, even the ones in our book!).

• Data that is relevant and actionable since it targets each of 5 steps of managing trust (see next slide).

• Build trust of customers, of employees, of team members, of stakeholders.

• Input for a change management roadmap based on the “O! BADKAR” model Communication plans. Shape the

context. Action by leaders. Workshops

For the employee.

• Co-creation of solutions, that are relevant locally and globally.

What ACTIONS can be taken? Output

2nd, as, one, part of the Change roadmpa, Skills building.

For the organization.

• Shared approach, applicable in any context / culture, to building trust.

• Focus on the number 1 lever of performance.

• Quickly build a Critical mass, since workshops are 1 -2 days.

• No add-on, since current must-wins are used as input and solved during the workshops.

For the employee.

• Simple but not simplistic solutions and tactics to build trust.

• No need to ”remember” a lot of things /a laundry list of behaviors.

It is a process:

1. Readiness to trust somebody.2. Desire to trust you, as a person.3. Confidence in entrusting you with doing a particular thing.4. Reinforce the trust given to you.5. Un-conditional trust

9 principles enable you to identify the 1 thing to do:

6. Trust is a linear process, sometimes best addressed in a non-linear manner.7. There is not a one-size-fits-all way to lose trust or rebuild it.8. The trust process is the same for all, but needs to be managed differently each time.9. Trust is about proof, but it is also about imagination.10.To be trustworthy, you do not need to be a perfect person.11.Behaviours that are required in the different steps of the trust process, can seem incompatible.12.Trust is only personal.13.Trust is contextual.

Trusted! In a nutshell is …..

What is trust?

Trust is more than confidence.

Trust is:

• A leap of faith into the unknown,

• A feeling of certainty,

• A lack of fear towards a person and in the company of a person,

• A true desire to learn and search for solutions together with the other person with regard to the thing with

which the other is entrusted,

• A true desire to allow the other person to stretch your own comfort zone,

• A state of readiness for unguarded interaction with the other person,

• An expectation that the other person will not allow you to be harmed at a time when you are vulnerable.

Principles to adapt the trust process to specific situations.

• Trust is a linear process, sometimes best addressed in a non-linear manner.If you do not fully achieve a step it will come back to haunt you. Moving on to the immediate next step can have a retroactive positive effect on a previous step you did not fully achieve.

• There is not a one-size-fits-all way to lose trust or rebuild it.Losing trust means not doing what is expected at the step of the process you are at.

• The trust process is the same for all, but needs to be managed differently each time.Each person values the importance of each of the steps differently, depending on preferences and the stakes.

• Trust is about proof, but it is also about imagination.Imagination, is triggered by step 2 and is colored by step 1 (readiness). Proofs” are imagined inferences and assumptions. Intent can count as much or more than actual behaviors, and intents can only be imagined.

• To be trustworthy, you do not need to be a perfect person.Step 1 (readiness) has nothing to do with you. Beyond step 1, trust is not about “not do to others what you do not want others to do to you”; rather, it is about “do to others what they want you to do”.

• Behaviors that are required in the different steps of the trust process, can seem incompatible.e.g. in step 3 (confidence), prudence is a valued, but can be seen as cowardice in step 5 (unconditional).

• Trust is only personal.You actually do not trust an institution, a group of people or an organization as such. You trust the person that represent them for you.

• Trust is contextual. Just because you are trustworthy with regard to one thing in the eyes of one person doesn’t mean you are trustworthy with regard to a different thing or to the same thing by another person.