“The ability to establish, grow, extend and restore trust with all stakeholders - customers, business partners, investors, and co-workers - is the key leadership competency of the

new global economy.” —Stephen M. R. Covey

Building a Culture of TrustHR FloridaAugust 29, 2011

- Donna Burnette

Welcome to the Trust Workshop

• People manipulate or distort facts• They withhold & horde information• Getting the credit is MOST important• People Spin the truth to their advantage• Many operate from a hidden agenda• Blame game…badmouthing others • Water cooler talk, people are ‘two faced’• Overpromise, under deliver • Excuses…violated expectations, cya,• Leaders commonly skirt the real issues

ABC Organization

•Information is shared•The focus is on getting results•People are loyal to the absent•People talk straight, confront real issues•Real collaboration, real communication•Share credit abundantly•No meetings after the meetings•Transparency is a practiced value, people are authentic•High degree of accountability•Great respect for people

XYZ Organization

• What % of your time is focused on the real work?• What is your ability to partner...internally? Externally?• How are sacred cows dealt with?• What is innovation like? Collaboration?• Do the decision makers get the data they need?• What are meetings like?• What about Ethics...is it compliance or do the right thing?• What is turnover like...or attracting top talent?• What is the span of control?• What kind of systems/processes are developed?

What’s it like to work in your NEW organization?

Trust

=

Speed Cost

The Trust Tax

Trust

=

Speed Cost

The Trust Dividend

Building a Culture of Trust

•Changing Language•Changing Behaviors

The 5 Waves of Trust

“As trust is manifest in each successive wave, the effect of trust becomes cumulative and exponential.”

—Stephen M. R. Covey

6, 7The Case for Trust

Competence

The 4 Cores of Credibility

Character1. Integrity

2. Intent

4. Results

3. Capabilities

“Self Trust” ScenarioSal is an experienced project manager known for her no-nonsense management style. She has an excellent track record for getting projects finished and on budget. Her team members get the job done: she sees to that. They don’t seem to last long, though—she’s had to replace a lot of people over the years—and the ones who stay with the firm rarely get promoted.

Self Trust

“Self Trust” Scenario—Discussion

In small groups, discuss this question:

Which of the 4 Cores might Sal need to work on to increase her credibility?

Self Trust

4 Cores of Credibility - Self Assessment

www.speedoftrust.com

21

© 2004, 2005 CoveyLink

•Deposits–Increase the amount of trust in a relationship

•Withdrawals–Decrease the amount of trust in a relationship

Managing Trust Accounts

© 2004-2007 CoveyLink

Trust Cards on Your Chairs

Straight Talk

The 13 Behaviors of High Trust

Relationship Trust 20

Video: Organizational Trust

What to watch for:How systems create or destroy

trust in organizations.

Organizational Trust

“Nothing is as fast as the speed of trust.” —Stephen M. R. Covey

Thank You!

- donna@speedoftrust.com