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Trust Building

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R.d. Mishra
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32 views19 pages

Trust Building

Uploaded by

R.d. Mishra
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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TO

For Sustained High


Performance
• Trust as a foundation for high
performance :
– Trust comes first. When we try to
make the plan before the trust issues
are resolved, we deal with symptoms
rather than causes and repeating
problems just change names.

• Yes, you can order people to do things.


But you run the risk of getting the salute
and not the heart, gaining compliance
and not the commitment
Trust is delicate aspect of the
relations, influenced more by actions
than by words.
• "Trust takes a long time to build up
• Trust can be destroyed quickly and easily
- one act can do it.
• Trust is a feeling influenced by needs,
expectations, guilt, anxieties, and the like,
and it is based upon people PERCEPTIONS
of others and their behavior, not on
objective reality.
• " We learn to trust only by repeatedly taking
personal risk and experiencing positive
outcomes.
TRAIN PEOPLE HOW TO
THINK
• YOU MAY TRAIN PEOPLE TO THINK QUALITY;
TO THINK SERVICE BUT
• THERE’S A DIFFERENCE WHETHER THESE
EFFORTS COME FROM TRUST AND
COMMITMENT AND WHETHER THESE ARE
GENUINE.
• THAT’S THE DIFFERENCE COMMUNICATED TO
THE MARKET, THAT MAKES THE PEOPLE DO
BUSINESS WITH YOU.
DEFINE TRUST
• There are two parts to trust: a feeling part that
indicates trust and a performance track record that
confirms trust.
• An active feeling of trust is confidence: in
leadership, in veracity, in reliability.
• A passive feeling of trust is the absence of worry or
suspicion. Our most productive relationships are
already based on trust, sometimes unrecognized
and frequently taken for granted.
• Trust, then, can be defined as
confidence, the absence of suspicion,
confirmed by track record and our
ability to correct.
• The track record is only a
confirmation of well-placed trust. If
we define trust solely in terms of
past events, we often consign
ourselves to long periods of testing
and sometimes stubborn
unforgiveness. It is much more
productive to correct mistakes and
miscommunications to re-build
trust starting now.
Trust Building
Trust means: I know that you will not –
deliberately or unconsciously – take
unfair advantage of me.
It means : “ I can put my situation at the
moment, my status and self-esteem in
the group, or relationship, my job, my
career, even my life, in your hands with
complete confidence.”
•VcGredgor’s(1967)
BLIND SPOTS

• SET OF BELIEFS, WORLD VIES, AND


SWEEPING OPINIONS – MAY BE
PRODUCTIVE OR NOT-LATER THEY
BECOME OUR BLIND SPOT.
BELIEFS

• ALL BELIEFS ARE FORMED FROM


FACTS AND ASSUMPTIONS

• BLIND SPOT BELIEFS ARE FORMED


DUE TO FEAR AND LOSS
COMMUNICATION WITH
INTENTION

• TRUST BUILDING HINGES ON


THREE COMPONENTS:

– INTENTION
– PREPARATION
– MECHANICS

• WIN/WIN SITUATION
PREPARATION

• LOOK AT YOUR CONTRIBUTION:


– HAVE U FELT

• BLOCKED?
• FORCED?
• EXCLUDED?
• ARE U AVOIDING THE PROBLEM
• ALLOWING THE PROBLEM TO REMAIN
UNRESOLVED
• PRETENDING THE PROBLEM MATTERS
LESS THAN IT DOES
• OMITTING THE COMMUNICATION
BECAUSE “IT SHOULD BE OBVIOUS”?
• HAS YOUR CONTRIBUTION BEING
THWARTED, HAS YOUR REACTION BEEN
EXACERBATED THE PROBLEM, AND IF SO
HOW? WHAT COULD U DO INSTEAD.
MECHANICS

• START COMMUNICATION WITH


WIN/WIN INTENTION
• SINCERE AND DISARMING
ADMISSION THAT U HAVE BEEN
PART OF THE ROADBLOCK
• Eliciting willingness (to listen, to speak
frankly) builds mutual respect;
• demanding attention ("we need to talk")
builds suspicion.
• Private communications build confidence;
• public scenes build walls.
• Non-assumptive questions are important
tools for eliciting willingness ("How are we
doing on our timeline" vs. "Why are your
reports always late").
• When listening is compromised, we lose diversity
of viewpoint and reduce our intelligence.
• Closure means not leaving any unnecessary
question marks after communication. Closure is
critical to building trust; dangling voids are
susceptible to later negativity. Make a point to
close every interest and every suggestion in some
form. When an answer isn't available, set a time
and a plan for a more thorough response.
• When only action will supply an answer,
share the risk and set end-points together.
PRODUCE A WIN/WIN
ATTITUDE

• FRAME THE ACTION


• DISTRIBUTE THE RESPONSIBILITIES
AND ACCOUNTABILITY
• LISTEN CAREFULLY, CORRECT
COLLABORATIVELY
Get Commitment

• Team commitments.
• Individual commitments.
• The team that competently manages
its members' desire to contribute is
already building trust.
• This involves an improved
understanding of ourselves.
• We must recognize our blind spots in
order to tip the balance away from fear
and toward our vital and vulnerable
desire to better things
• Shared goal
• Shared information/Openness
• Understanding, mutual respect and
agreement
• Perception – facts vs inference
• Understand self
• Empathy
• Feedback
• Cooperation & coordination

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