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Open interactive workshop delivered in London to HR & Personnel Managers seeking to raise the levels of trust in their organisation.
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Trust-small word, big meaning
by Fluid
March 2010
Page 2
Contents
3-4 Introduction to Fluid5-6 To begin with7-11 Is trust an economic measure?
12-13 Exercise A14-16 Moving towards ‘fair’ treatment of
your people17-19 How to tackle unethical behaviour
in the workplace-and prevail 20-21 Need for greater transparency22-23 Exercise B24-26 Trust killed by candour27-28 Trust and HR29-34 Repairing trust35-36 Rebuilding trust one brick at a time37-38 Trusting wisely39-40 The slippery slope of trust41-42 How low can we go?43-44 Exercise C45-46 Building trust at the negotiating
table47-48 Conclusion and questions
Page 3
Introduction
Page 4
Introduction to Fluid• Fluid Consulting Limited (Fluid) is a specialist
human resources consultancy headed by Tim Holden MCIPD
• 10 years in banking• 10 years in Human Resources consultancy• Fluid trading since 2006• The core services provided by Fluid are:
- Retention- Selection- Attraction- Remuneration & Reward - Outplacement- Training & HR consultancy
Page 5
To begin with….
Page 6
To begin with….
• The importance of trust• Drivers of trust• Size of organisation• Time and distance• Age and gender• Private sector • Public sector
Page 7
Is trust an economic measure?
Page 8
Is trust an economic measure? (1 of 4)
• Defining trust• The economics of trust• Key behaviours of trust• Changing cultures• Trusting oneself• Bringer of bad news
Page 9
Is trust an economic measure? (2 of 4)
• Fruits of low trust• Speed and cost• Trust taxes and trust dividends• Noun and verb
Page 10
Is trust an economic measure? (3 of 4)
• Trust transformation• CORES OF CREDIBILITY• Integrity• Intent• Capabilities• Results
Page 11
Is trust an economic measure? (4 of 4)• BEHAVIOURS OF HIGH-TRUST LEADERS
• Talk straight• Show respect• Create transparency• Right wrongs• Show loyalty• Deliver results• Get better• Confront reality• Clarify expectation• Practice accountability• Listen first• Keep commitments• Extend trust first
Page 12
Exercise A
Page 13
Exercise A
Page 14
Moving towards ‘fair’ treatment of your
people
Page 15
Moving towards ‘fair’ treatment of your people (1 of 2)
• Think back to a time when you were treated unfairly and consider the effect on your levels of motivation
• Establish clear targets and rewards, whilst being clear about your expectations
• When an employee complains that he or she has been treated unfairly, listen carefully
Page 16
Moving towards ‘fair’ treatment of your people (2 of 2)
• Develop a well-thought-out system that allows
flexibility to give spontaneous "spot rewards" when you see a deserving performance, and keep an element of fun in your reward system• Be consistent in yourself• Develop and maintain an effective
Alternative Dispute Resolution (ADR) process
Page 17
How to tackle unethical behaviour in the
workplace-and prevail
Page 18
How to tackle unethical behaviour in the workplace-and prevail (1 of
2)
• It’s standard practice• It’s not a big deal• It’s not my responsibility• I want to be loyal
• Checklist
Page 19
How to tackle unethical behaviour in the workplace-and prevail (2 of
2)• Treat the conflict as a business matter• Recognise that this is part of your job• Be yourself• Challenge the rationalisations• Turn newbie status into an asset• Expose faulty either/or thinking• Make long-term risks more concrete• Present an alternative
Page 20
Need for greater transparency
Page 21
Need for greater transparency
• Identifying what matters• Towards greater transparency• Critic and champion
Page 22
Exercise B
Page 23
Exercise B
Page 24
Trust killed by candour
Page 25
Trust killed by candour (1 of 2)
• In the past, economic disasters normally occurred within national borders
• We need leaders like never before• Opacity in Government is the
organisational equivalent of hardening the arteries
• Candour needs to operate both up and down
Page 26
Trust killed by candour (2 of 2)
• Table stakes• Enabling actions• Reinforcing candour
Page 27
Trust and HR
Page 28
Trust and HR
• Communication• Engagement• Survivor syndrome• Retention• Home working and mobile working
Page 29
Repairing trust
Page 30
Repairing trust (1 of 5)
• Event takes place• Causal ascription• Causal attribution• Trustworthiness• Trust
Page 31
Repairing trust (2 of 5)
• Avoidance• Mistrust confirmation• Forceful confrontation• Trust repair
Page 32
Repairing trust (3 of 5)
• WHAT A LEADER NEEDS• Good character• Good sense• Goodwill
Page 33
Repairing trust (4 of 5)
• Perceived organisational trustworthiness• Internal components• External components• Organisational failure• Trust repair interventions
Page 34
Repairing trust (5 of 5)
• STAGES OF TRUST REPAIR• Immediate responses• Diagnosis• Reforming interventions• Evaluation
Page 35
Rebuilding trust one brick at a time
Page 36
Rebuilding trust one brick at a time
• Admit the breach of trust quickly• Apologise• Say what you will do prevent breaches• Promise to take action to repair damage• Ask for forgiveness
• One good shot only!
Page 37
Trusting wisely
Page 38
Trusting wisely
• Know yourself• Start small• Write an escape clause• Send strong signals• Recognise the other person’s dilemma• Look at roles as well as other people• Remain vigilant and always question
Page 39
The slippery slope of trust
Page 40
The slippery slope of trust
• Courage• Authenticity• Truth• Effective
• Sources of trust and courage
Page 41
How low can we go?
Page 42
How low can we go?
• Average general trust• Average trust in the organisation• Average trust in the boss• Trust by age• Trust by culture
Page 43
Exercise B
Page 44
Exercise B
Page 45
Building trust at the negotiating table
Page 46
Building trust at the negotiating table
• Make maximum use of your own network• Build rapport before negotiating• Set an appropriate trust default• Win their trust• Build trust by listening and acknowledging
Page 47
Conclusion & Questions
Page 48
Conclusion
• Summary• Questions
