EARNING TRUST Dewey W. Thompson - AMEC Trust in the Workplace... · discuss 13discuss 13 behaviors that earn trust. What is Trust? ... Behaviors Earn Trust Source: The Speed of TrustThe

EARNING TRUST304 Cornell Hall304 Cornell HallDewey W. ThompsonDewey W. Thompson

Columbia, MO 65211573.882.2860

[email protected]

Columbia, MO 65211573.882.2860

[email protected]

Missouri Training InstituteRobert J. Trulaske Sr. College of BusinessUniversity of Missouri

Missouri Training InstituteRobert J. Trulaske Sr. College of BusinessUniversity of Missouri

Objectivesj

• Define trust and its • Define trust and its organizational impact.organizational impact.impact.

• Identify and discuss 13

impact.• Identify and

discuss 13discuss 13 behaviors that earn trust

discuss 13 behaviors that earn trusttrust.trust.

What is Trust?

• A willingness to be open and vulnerable.• A willingness to be open and vulnerable.g p– Positive expectations about the intention and

behavior of an individual.

g p– Positive expectations about the intention and

behavior of an individual.– Confidence in others’ integrity and abilities.

• A dynamic process.– Confidence in others’ integrity and abilities.

• A dynamic process.y p• Trust must be earned; you can not demand it.• Requires risk

y p• Trust must be earned; you can not demand it.• Requires risk• Requires risk.• Requires risk.

When No Trust Exists

5 Inattention to Team5. Inattention to Team Results

4. Avoidance of Accountabilityy

3. Lack of Commitment

2. Fear of Conflict

1. Absence of TrustSource:

Five Dysfunctions of a TeamFive Dysfunctions of a Team by Patrick Lencioni.

When No Trust Exists• Lack of trust leads to invulnerability:• Lack of trust leads to invulnerability:

– Conceal weaknesses and mistakes from each other.– Hesitate to ask for help or provide constructive feedback.

M k ti b t th i t ti d tit d f

– Conceal weaknesses and mistakes from each other.– Hesitate to ask for help or provide constructive feedback.

M k ti b t th i t ti d tit d f– Make assumptions about the intentions and aptitudes of others.

– Fail to recognize & tap into other’s strengths.

– Make assumptions about the intentions and aptitudes of others.

– Fail to recognize & tap into other’s strengths.Fail to recognize & tap into other s strengths.– Waste time and energy managing our own behaviors for

effect of “principle”.H ld d

Fail to recognize & tap into other s strengths.– Waste time and energy managing our own behaviors for

effect of “principle”.H ld d– Hold grudges.– Hold grudges.

When No Trust Exists• Fear of conflict leads to artificial harmony:• Fear of conflict leads to artificial harmony:

– Have boring meetings.– Create environments with back-stabbing, personal attacks,

choosing sides

– Have boring meetings.– Create environments with back-stabbing, personal attacks,

choosing sideschoosing sides.– Ignore critical issues to team success.– Knowledge sharing versus knowledge hoarding.

choosing sides.– Ignore critical issues to team success.– Knowledge sharing versus knowledge hoarding.Knowledge sharing versus knowledge hoarding.– Fail to tap into all the opinions and perspectives of team

members.W t ti d b t i f iti

Knowledge sharing versus knowledge hoarding.– Fail to tap into all the opinions and perspectives of team

members.W t ti d b t i f iti– Waste time and energy by posturing for positions.– Waste time and energy by posturing for positions.

When No Trust Exists• Lack of commitment leads to ambiguity:• Lack of commitment leads to ambiguity:g y

– Confusion about direction and priorities.– Hash the same things over and over and over and over. . .

g y– Confusion about direction and priorities.– Hash the same things over and over and over and over. . . – Opportunities not capitalized on due to excessive

analysis/delay.– Opportunities not capitalized on due to excessive

analysis/delay.– Breeds lack of confidence and fear of failure.– Encourages second guessing among team members.

C t t i t

– Breeds lack of confidence and fear of failure.– Encourages second guessing among team members.

C t t i t– Covert or overt resistance.– Covert or overt resistance.

When No Trust Exists• Avoidance of accountability leads to • Avoidance of accountability leads to y

low standards:– Resentment among team members who have

ylow standards:– Resentment among team members who have g

different standards of performance.– Encourages mediocrity.

gdifferent standards of performance.

– Encourages mediocrity.– Missed deadlines and key deliverables.– Places burden on team leader as the sole source of

discipline and often times accountability

– Missed deadlines and key deliverables.– Places burden on team leader as the sole source of

discipline and often times accountabilitydiscipline and often times accountability.discipline and often times accountability.

When No Trust Exists• Inattention to team results leads to • Inattention to team results leads to

status and ego:– Focus is not on team results but individual “wins”, i.e.

status and ego:– Focus is not on team results but individual “wins”, i.e. ocus s ot o tea esu ts but d dua s , e

career advancement, individual goals, status, ego, etc.– Easily distracted from group goals.

ocus s ot o tea esu ts but d dua s , ecareer advancement, individual goals, status, ego, etc.

– Easily distracted from group goals.– Team stagnates or fails to grow.– Rarely defeats competitors.– Team stagnates or fails to grow.– Rarely defeats competitors.– Loses achievement-oriented employees.– Loses achievement-oriented employees.

Outcomes of Low Organizational TrustSource: The Speed of Trust by Stephen M. R. CoveySource: The Speed of Trust by Stephen M. R. Covey

• Redundancy.• Redundancy.y• Bureaucracy.

Politics

y• Bureaucracy.

Politics• Politics.• Disengagement.• Politics.• Disengagement.• Turnover.• Fraud• Turnover.• Fraud

Trust SpeedCost

• Fraud.• Fraud.

Outcomes of High Organizational TrustSource: The Speed of Trust by Stephen M. R. CoveySource: The Speed of Trust by Stephen M. R. Covey

• Increased value.• Increased value.• Enhanced innovation.

Improved collaboration• Enhanced innovation.

Improved collaboration• Improved collaboration.• Heightened loyalty.• Improved collaboration.• Heightened loyalty.• Stronger partnering.• Better execution• Stronger partnering.• Better execution Trust Speed

Cost

• Better execution.• Better execution.

Build Trust from Inside Out

Organizational Trust

R l i hiRelationship Trust

Self-Trust

The Emotional Bank Account

• Be proactive about• Be proactive aboutBe proactive about making deposits; you sometimes have to

Be proactive about making deposits; you sometimes have tosometimes have to make withdrawals!sometimes have to make withdrawals!

• Behaviors inspire trust, not intentions.

• Behaviors inspire trust, not intentions.not intentions.not intentions.

Behaviors Earn TrustSource: The Speed of Trust by Stephen M R CoveySource: The Speed of Trust by Stephen M. R. Covey

1 Talk straight1 Talk straight 8 Confront reality8 Confront reality1. Talk straight.2. Demonstrate respect.3 Create transparency

1. Talk straight.2. Demonstrate respect.3 Create transparency

8. Confront reality.9. Clarify expectations.10 Practice

8. Confront reality.9. Clarify expectations.10 Practice3. Create transparency.

4. Right wrongs.5 Show loyalty

3. Create transparency.4. Right wrongs.5 Show loyalty

10. Practice accountability.

11. Listen first.

10. Practice accountability.

11. Listen first.5. Show loyalty.6. Deliver Results.7 Get better

5. Show loyalty.6. Deliver Results.7 Get better

12. Keep commitments.13. Extend trust.12. Keep commitments.13. Extend trust.7. Get better.7. Get better. 13. Extend trust.13. Extend trust.


• Talk Straight:• Talk Straight:Talk Straight:– Tell the truth.

Talk Straight:– Tell the truth.– Leave the right impression.– Let people know where you stand.– Leave the right impression.– Let people know where you stand.


• Demonstrate Respect:• Demonstrate Respect:p– Demonstrate you care about

others.

p– Demonstrate you care about

others.ot e s– Show kindness in the little

things.

ot e s– Show kindness in the little

things.gs– Respect the dignity of others,

no matter their role.

gs– Respect the dignity of others,

no matter their role.


• Create Transparency:• Create Transparency:Create Transparency:– Tell the truth and rely on the proof!

E th id f di l

Create Transparency:– Tell the truth and rely on the proof!

E th id f di l– Err on the side of disclosure.– Operate from “What you see is what you get.”– Err on the side of disclosure.– Operate from “What you see is what you get.”– Share all relevant information.– Share all relevant information.


• Show Loyalty:• Show Loyalty:– Give credit to others.– Acknowledge contributions of

others

– Give credit to others.– Acknowledge contributions of

othersothers.– Speak up for those who are not

present.

others.– Speak up for those who are not

present.– Speak about others as if they

were present.– Respect confidentiality

– Speak about others as if they were present.

– Respect confidentialityRespect confidentiality.Respect confidentiality.


• Deliver Results:• Deliver Results:Deliver Results:– Builds instant credibility and instant trust.

Cl if h t “ lt ” t ll l k lik

Deliver Results:– Builds instant credibility and instant trust.

Cl if h t “ lt ” t ll l k lik– Clarify what “results” actually look like.– Try to anticipate needs before the request – Clarify what “results” actually look like.– Try to anticipate needs before the request

even comes.even comes.


• Confront Reality:• Confront Reality:y– Address the tough

stuff directly.A k l d th

y– Address the tough

stuff directly.A k l d th– Acknowledge the “elephants in the room.”

– Acknowledge the “elephants in the room.”

– Don’t sugarcoat.– Don’t bury your

h d i th d

– Don’t sugarcoat.– Don’t bury your

h d i th dhead in the sand.head in the sand.


• Get Better:• Get Better:Get Better:– Based on the philosophy of continuous

improvement

Get Better:– Based on the philosophy of continuous

improvementimprovement.– Seek and act on feedback.

Learn from mistakes

improvement.– Seek and act on feedback.

Learn from mistakes– Learn from mistakes.– Innovate.– Learn from mistakes.– Innovate.


• Clarify Expectations:• Clarify Expectations:Clarify Expectations:– Disclose and discuss

expectations

Clarify Expectations:– Disclose and discuss

expectationsexpectations.– Focus on desired results,

b d i

expectations.– Focus on desired results,

b d iboundaries, resources, standards of performance, b fit d

boundaries, resources, standards of performance, b fit dbenefits and consequences.benefits and consequences.


• Practice Accountability:• Practice Accountability:y– Hold yourself accountable

first.T k ibilit f

y– Hold yourself accountable

first.T k ibilit f– Take responsibility for results, not just activities.

– Seek and provide ample

– Take responsibility for results, not just activities.

– Seek and provide ampleSeek and provide ample feedback.

– Avoid blaming others when thi

Seek and provide ample feedback.

– Avoid blaming others when thithings go wrong.things go wrong.


• Listen First:• Listen First:– Listen with your ears, eyes, and

heart.– Watch your assumptions

– Listen with your ears, eyes, and heart.

– Watch your assumptions– Watch your assumptions.– Don’t presume you have all the

answers, or all the questions.

– Watch your assumptions.– Don’t presume you have all the

answers, or all the questions.– Listen with motivation to

understand, explore, or expand your own paradigms.

– Listen with motivation to understand, explore, or expand your own paradigms.y p gy p g


• Keep Commitments:• Keep Commitments:p– They are a symbol of your

honor.W lk t lk

p– They are a symbol of your

honor.W lk t lk– Walk your talk.

– Make commitments carefully and always keep

– Walk your talk.– Make commitments

carefully and always keepcarefully and always keep them.

– Don’t break confidences.

carefully and always keep them.

– Don’t break confidences.


• Extend Trust:• Extend Trust:Extend Trust:– Demonstrate trust.– Be courageous open and vulnerable

Extend Trust:– Demonstrate trust.– Be courageous open and vulnerable– Be courageous, open, and vulnerable.– Be courageous, open, and vulnerable.

Mouse-Trap!p

Objectivesj

• Define trust and its • Define trust and its organizational impact.organizational impact.impact.

• Identify and discuss 13

impact.• Identify and

discuss 13discuss 13 behaviors that earn trust

discuss 13 behaviors that earn trusttrust.trust.

Documents

EARNING TRUST Dewey W. Thompson - AMEC Trust in the Workplace... · discuss 13discuss 13 behaviors that earn trust. What is Trust? ... Behaviors Earn Trust Source: The Speed of TrustThe