Trust – a 360 Degree Perspective
-
Upload
daria-cruz -
Category
Documents
-
view
53 -
download
2
description
Transcript of Trust – a 360 Degree Perspective
Trust – a 360 Degree Perspective
What was the Pay-off?Organisation Employee
•High Performance•Discretionary Effort•Dedicated Employee•Company First
• Remuneration Increases• Development• Advancement• Security• Recognition
Agenda
• Define Trust• The DominionPost /TwitterTest– Small group discussion around case study
• World of Work• Models of Trust• What practical things can we do?
Trust• Confidence that —– others’ actions are consistent with their words– the people with whom you work are concerned
about your welfare and interests apart from what you can do for them
– the skills you have developed are respected and valued by your co-workers and the larger organisation, and
– who you are and what you believe truly matter in the workplace
Development Dimensions International
Trust
Trust is not some soft, illusive quality that you either have or you don’t; rather trust is a pragmatic, tangible, actionable asset that you can create – much faster than you probably think possible.
Steven CoveyFrom “The Speed of Trust”
Case StudyKiwiRail
On Monday 15 and Tuesday 16 February 2010, passenger services were disrupted in Wellington.
In The Dominion Post on February 24th 2010, Jim Quinn, CEO of KiwiRail, wrote an open letter to Wellington Rail Passengers outlining:-•What happened and what was the cause•Where KiwiRail failed passengers most•What they were doing to prevent it happening again•What they were proposing to do for passengers –
a “free day” on February 26th plus a 5% discount when purchasing March pass.
In small groups
• Read the open letter from the CEO of KiwiRail• Discuss and note the impact of this letter on
the level of “Passenger Trust” with KiwiRail• Then discuss the potential impact on Trust
Levels from the perspective of the:-– Board/Other Stakeholders eg Government– Managers/Staff
Additional Article
• Read the article• What impact does this have on the levels of
Passenger Trust?• What impact might this have the Board’s level
of Trust?
Our World of Work
How has work changed from mid 20th century?
• Economic Recession– Short term focus– Recruitment and Remuneration freezes– Redundancies
• Global Competition• Efficiency drives• Introduction of new legislation• Unethical Behaviour• Increased worker mobility• Face of the workforce
What impact does this have on Trust?• Employees no longer trust their leaders–Spend time “covering their backs”–Spend less time producing results–Are less likely to be innovative–Unlikely to be motivated to display discretionary effort–Reduction in productivity and performance
• Employees who are cynical about their leaders and their organisations but have nowhere to go• The need to adapt our leadership style to the
changing face of the workforce
Dos Don’tsTell them what Tell them howProvide boundaries (agree on simple rules)
Create bureaucracy
Give people time InterfereTalk straight Use bull or deceiveConduct and connect Don’t take all the credit as
the leaderGive people space and resources
Let them burn out
Leading “Clevers”
Rob Goffee and Gareth JonesLeading your smartest, most creative people,
Clever
How are we adapting?
• Changes/Refinements in the Boardroom• Disclosure, compliance and transparency• Accurate and complete information• Credibility through delivery of results• Integrity• Strategies to retain mobile workforce
What can you do to rebuild Trust?
• Address the behaviour of others where they are demonstrating “Trust – breaking” behaviours
• Be proactive in building and maintaining trust• Create a climate to foster trust
Trust Builders
• Foster open communication• Be reliable and consistent• Treat everyone with fairness and respect• Show confidence in others
Development Dimensions International
Steven Covey “The Speed of Trust”
1. Integrity
2. Intent
3. Capabilities
4. Results
• Talk Straight• Demonstrate Respect• Create Transparency• Right Wrongs• Deliver Results• Clarify Expectations• Listen First• Keep Commitments
Stephen Covey, The Speed of Trust
As a manager:• What do I look for in my CEO and Board to
engender a sense of trust?As a staff member:• What do I look for in management to
engender a sense of trust?