Trust - a 360 degree perspective HRINZ

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?