Why is trust a “hot topic”?

1. Why is trust a “hot topic”?

2. There is a trust crisis in our society!(Data from S.R. Covey 2006) 20 NYSE Traders Indicted Companies Urged to Rebuild Trust Now Who Do You Trust? Ethics Must Be Strengthened To Rebuild People’s Trust Relationships Fall Apart As Trust Dwindles Both Sides Betray Each Other’s Trust Breakdown of Trust Threatens Orderly Government The School That Skipped Ethics Class Employees’ New Motto: Trust No One

3. 2005 Harris Poll in U.S. 22% trust the media 8% trust political parties 27% trust the government 12% trust big companies British Sociologist David Halpern 34% of Americans believe others can be trusted 23% of Latin Americans believe others can be trusted 18% of Africans believe others can be trusted 29% of Britains believe others can be trusted (40 years ago this figure was 60%)

4. Covey Research • 51% of employees have trust and confidence in senior management • 36% of employees believe their leaders act with honesty and integrity • Over the past 12 months, 76% of employees have observed illegal, unethical conduct on the job– which, if exposed would seriously violate the public’s trust • 1 of 2 marriages end in divorce. • #1 reason people leave their jobs is a bad relationship with their boss Students Who Acknowledge Cheating to Get Into Graduate School(Covey) Liberal Arts Students 43% Education Students 52% Medical Students 63% Law Students 63% Business Students 75% • Convicts in minimum security prisons scored as high as MBA students on their ethical dilemma exams!

5. Trust matters! Trust is a social issue. Trust is an economic issue. ↓ Trust = ↓ Speed ↑ Cost ↑ Trust = ↑ Speed ↓ Cost Trust is a personal issue. It impacts ... Productivity Job satisfaction Achievement Psychological safety

6. What is trust? • Confidence in someone’s authenticity • An assessment we make about our faith in a person’s • reliability • Honesty between people • Human experience • Belief that another will act in a predictable way, is • concerned with my welfare, and is able to act in my interest • (Putnam 2000) • Willingness to be vulnerable to the actions of another • based upon expectations that the party will perform an act • of importance (Rousseau, Sitkin, Burt, Camerer 1998) • Competence, openness, benevolence, reliability(Mishra 1996) • Trust can be situation specific...particularly in a work • setting.

7. Trust Trust Integrity Capability Congruence Intent Results Reliability Consistency Character Competence

8. Trust is NOT... • Being liked • Being popular • Agreement • Putting your best foot forward and hiding the other foot

9. Misperceptions of Trust • Trust automatically exists among people. • Trust is soft. • Trust is irrelevant to the bottom line. • Trust is either there or not there and you can’t do anything about it. • You can only trust someone you agree with. • Power and authority automatically result in trust. • Experience justifies trust. • Expertise results in trust. • Trust is a one way street. • I can exert “trust on demand.”

10. Dimensions of Trust Strategic trust ... Believing that the organization is doing the right things; believing in the mission Organizational trust ... Trust in the way things are being done (i.e. processes and decision-making) Personal trust ... Believing that people will extend a level of care for your personal well-being; trust in the people Galford and Drapeau 2002

11. 13 Behaviors of High Trust Leaders (Covey 2006) • Straight talk

12. “If I had two faces, would I be wearing this one?”

13. 13 Behaviors of High Trust Leaders (Covey 2006) • Straight talk • Demonstrate respect

14. Christianity:“Do unto others as you would have them do unto you.” Judaism:“What you hate, do not do to anyone.” Islam:“No one of you is a believer until he loves for his brother what he loves for himself.” Hinduism:“Do nothing to thy neighbor which thou wouldst not have him do to thee.” Buddhism:“Hurt not others with that which pains thyself.” Sikhism:“Treat others as you would be treated yourself.” Confucianism:“What you do not want done to yourself, do not do to others.” Aristotle:“We should behave to our friends as we wish our friends to behave to us.” Plato:“May I do to others as I would that they should do unto me.”

15. 13 Behaviors of High Trust Leaders (Covey 2006) • Straight talk • Demonstrate respect • Create transparency

16. 13 Behaviors of High Trust Leaders (Covey 2006) • Straight talk • Demonstrate respect • Create transparency • Right wrongs

17. 13 Behaviors of High Trust Leaders (Covey 2006) • Straight talk • Demonstrate respect • Create transparency • Right wrongs • Show loyalty

18. 13 Behaviors of High Trust Leaders (Covey 2006) • Straight talk • Demonstrate respect • Create transparency • Right wrongs • Show loyalty • Deliver results

19. “We judge ourselves by what we feel capable of doing, while others judge us by what we have already done.” Henry Wadsworth Longfellow

20. 13 Behaviors of High Trust Leaders (Covey 2006) • Straight talk • Demonstrate respect • Create transparency • Right wrongs • Show loyalty • Deliver results • Get better

21. “Skate to where the puck is going to be, not to where it has been.” Wayne Gretsky Canadian hockey player

22. 13 Behaviors of High Trust Leaders (Covey 2006) • Straight talk • Demonstrate respect • Create transparency • Right wrongs • Show loyalty • Deliver results • Get better • Confront reality

23. Why don’t we confront reality? • Desire to be popular • Desire to avoid discomfort • Desire to “save face”

24. 13 Behaviors of High Trust Leaders (Covey 2006) • Straight talk • Demonstrate respect • Create transparency • Right wrongs • Show loyalty • Deliver results • Get better • Confront reality • Clarify expectations

25. How can we make expectations clear? • Quantify everything. • Focus on results, not activities. • Use reflective listening and ask for reiteration.

26. 13 Behaviors of High Trust Leaders (Covey 2006) • Straight talk • Demonstrate respect • Create transparency • Right wrongs • Show loyalty • Deliver results • Get better • Confront reality • Clarify expectations • Practice accountability

27. 13 Behaviors of High Trust Leaders (Covey 2006) • Straight talk • Demonstrate respect • Create transparency • Right wrongs • Show loyalty • Deliver results • Get better • Confront reality • Clarify expectations • Practice accountability • Listen first

28. 13 Behaviors of High Trust Leaders (Covey 2006) • Straight talk • Demonstrate respect • Create transparency • Right wrongs • Show loyalty • Deliver results • Get better • Confront reality • Clarify expectations • Practice accountability • Listen first • Keep commitments

29. Ways To Use Commitments To Build Trust • Make – Keep – Repeat a value-add • Make sure commitments are realistic • Watch your language

30. 13 Behaviors of High Trust Leaders (Covey 2006) • Straight talk • Demonstrate respect • Create transparency • Right wrongs • Show loyalty • Deliver results • Get better • Confront reality • Clarify expectations • Practice accountability • Listen first • Keep commitments • Extend trust

31. Counterfeit Trusting ... Bad News! • Giving people responsibility but no authority to get the job done • Acting like you trust and then “snoopervising” or micromanaging.

32. Behaviors of High Trust Leaders “You can’t talk yourself out of a problem you behaved yourself into– but you can behave yourself out of a problem you behaved yourself into.”Stephen M. Covey