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7/21/2019 Building Relationships of Trust
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BuildingBuilding
Relationships ofRelationships ofTrustTrust
R. Blair Condie, AAVPR. Blair Condie, AAVP
BYU Human Resource SericesBYU Human Resource Serices
BYU ControllersBYU Controllers!! Retreat, "ct. ##, #$$#Retreat, "ct. ##, #$$#
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TRUST%TRUST%
&irm reliance on the&irm reliance on theintegrit', a(ilit', orintegrit', a(ilit', or
character of a person orcharacter of a person or
thing.thing.
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Why are trustingWhy are trusting
relationships sorelationships soimportant in theimportant in the
workplace?workplace?
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)*+ of pro(lems in)*+ of pro(lems in
the or-place are duethe or-place are due
to interpersonalto interpersonal
pro(lems, rather than pro(lems, rather than
lac- of technical s-ill.lac- of technical s-ill.
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The connections e ma-e are hat pull usThe connections e ma-e are hat pull us
through hard times and gie meaning to thethrough hard times and gie meaning to the
good. Simpl' put, e need one another. /egood. Simpl' put, e need one another. /eneed connections that matter, connections thatneed connections that matter, connections that
are heartfelt. /e need to connect00orare heartfelt. /e need to connect00or
reconnect00to our friends, our families, ourreconnect00to our friends, our families, our
neigh(ors, our neigh(ors, our
communities. /e also need tocommunities. /e also need toconnect00or reconnect000to our pasts, ourconnect00or reconnect000to our pasts, our
traditions, and our ideals.traditions, and our ideals.11
ConnectingConnecting
2dard 3. Halloell, 3. 4., Connect , 5666
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A human moment occurs an'time toA human moment occurs an'time to
or more people are together, pa'ingor more people are together, pa'ing
attention to one another. Theseattention to one another. These
connections are the -e' to hat countsconnections are the -e' to hat counts
in life, from a happ' famil' to ain life, from a happ' famil' to a
successful (usiness to a sense of innersuccessful (usiness to a sense of inner
peace, een to ph'sical health and peace, een to ph'sical health andlongeit'.longeit'.11
Human 3omentsHuman 3oments
2dard 3. Halloell, 3. 4., Connect , 5666
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23"T7"8A923"T7"8A9
78T2997:28C278T2997:28C24aniel :oleman, Working with Emotional Intelligence, 566)
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2motional Competence2motional Competence
Results in "utstandingResults in "utstandingPerformance at /or- Performance at /or-
4aniel :oleman, Working with Emotional Intelligence, 566)
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2motional Competence2motional Competence
&or star performance in all ;o(s, in&or star performance in all ;o(s, in
eer' field, emotional competenceeer' field, emotional competenceis tice as important as purel'is tice as important as purel'
cognitie a(ilities.cognitie a(ilities.
4aniel :oleman, Working with Emotional Intelligence, 566)
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THR22 3"ST 42S7R24THR22 3"ST 42S7R24CAPAB797T72S "&CAPAB797T72S "& 23P9"Y22S23P9"Y22S%%
< Communication S-illsCommunication S-ills
<7nterpersonal S-ills7nterpersonal S-ills
< 7nitiatie7nitiatie
4aniel :oleman, Working with Emotional Intelligence, 566)
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:ood Communicators%:ood Communicators%
< Are effectie in gie0and0ta-e, registeringAre effectie in gie0and0ta-e, registering
emotional cues in attuning their messageemotional cues in attuning their message< 4eal ith difficult issues straightforardl'4eal ith difficult issues straightforardl'
< 9isten ell, see- mutual understanding, and9isten ell, see- mutual understanding, and
elcome sharing of information full'elcome sharing of information full'< &oster open communication and sta'&oster open communication and sta'
receptie to (ad nes as ell as goodreceptie to (ad nes as ell as good
4aniel :oleman, Working with Emotional Intelligence, 566)
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The most effectie people inThe most effectie people in
organi=ations naturall' use theirorgani=ations naturall' use their
emotional radar to sense ho othersemotional radar to sense ho othersare reacting, and the' fine0tune theirare reacting, and the' fine0tune their
on response to push the interactionon response to push the interaction
in the (est direction.in the (est direction.4aniel :oleman, Working with Emotional Intelligence, 566)
7nterpersonal S-ills7nterpersonal S-ills
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Those ith initiatie act (eforeThose ith initiatie act (efore
(eing forced to (' e>ternal eents. (eing forced to (' e>ternal eents.
Those ho lac- initiatie constantl'Those ho lac- initiatie constantl'
react react to eents rather than (eingto eents rather than (eing
prepared for them. prepared for them.
4aniel :oleman, Working with Emotional Intelligence, 566)
7nitiatie7nitiatie
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/hat/hat!!s Belo the /aterline 3a-es thes Belo the /aterline 3a-es the
4ifference in Performance?4ifference in Performance?
Necessary for topperformance, butnot sucient
Underlyingbehaviors ofcharacteristicsmore critical
to “t,”satisfactionand success
TechnicalCompetencies: Easier toidentify anddevelop
Behavioral
Competencies: Harder to identifyand develop
Skills(e.g.,
presentationdelivery)
Knowledge(e.g., MS!"cel)
Social #ole(e.g., $eader)
Sel%Concept(e.g., & am aTeam 'layer)
Traits
(e.g., nalyticalThinking)
Motives(e.g., rive to
chieve) “ Promoting the Power and Potential of People.”Sinclair Communit' College. 4a'ton, "H. CUPAConference, #$$#.
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Star PerformersStar Performers
and the 8ine /or-and the 8ine /or-StrategiesStrategies
Ro(ert 2. @elle', How to Be a tar at Work!" Breakthrough trategies #ou $eed to ucceed% 5666
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Show-and-TellShow-and-Tell
Perspective*Perspective*
Self-ManagementSelf-Management
CoreCore
Initiative* Initiative* Cognitive AbilitiesCognitive Abilities
Technical CompetenceTechnical Competence
Leader Leader
-ship-ship
Team-Team-
WorkWork
Networking*Networking*
FollowershipFollowership
rgani!ational Savv"rgani!ational Savv"
Ro(ert 2. @elle' % How to Be a tar at
Work!
" Breakthroughtrategies #ou $eed to
ucceed% 5666
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7nitiatie7nitiatie
5.5. 3anage the3anage the hite space.hite space.11 See- outSee- out
responsi(ilit' a(oe and (e'ond theresponsi(ilit' a(oe and (e'ond the
e>pected ;o( description.e>pected ;o( description.
#.#. Underta-e e>tra efforts for the (enefit ofUnderta-e e>tra efforts for the (enefit of
coor-ers or the larger group.coor-ers or the larger group.
.. &ollo0through to completion don&ollo0through to completion don!!tt
delegate to the (oss.delegate to the (oss.
Ro(ert 2. @elle', How to Be a tar at Work!" Breakthrough trategies #ou $eed to ucceed% 5666
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&any Work Hard 'ut in &any Work Hard 'ut inthe Wrong Waysthe Wrong Ways
7nitiatie7nitiatie
Ro(ert 2. @elle', How to Be a tar at Work!" Breakthrough trategies #ou $eed to ucceed% 5666
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PerspectiePerspectie
&or too man' people, ten 'ears of &or too man' people, ten 'ears of
or- e>perience is merel' the firstor- e>perience is merel' the first
'ear 'ear !!s e>perience repeated ten timesDs e>perience repeated ten timesD
there is no learning to moe in and outthere is no learning to moe in and out
of the (asic enironment, no leap toof the (asic enironment, no leap tothe perspectie a(ilit' that definesthe perspectie a(ilit' that defines
e>pertise.e>pertise.
Ro(ert 2. @elle', How to Be a tar at Work!" Breakthrough trategies #ou $eed to ucceed% 5666
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PerspectiePerspectie
You need to learnYou need to learn*$,$$$ pieces of*$,$$$ pieces of
information to (einformation to (e
come an e>pertcome an e>pert
Ro(ert 2. @elle', How to Be a tar at Work!" Breakthrough trategies #ou $eed to ucceed% 5666
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PerspectiePerspectie
< See- out learning e>periencesSee- out learning e>periences
that push 'our limits ofthat push 'our limits of-noledge-noledge
< 3a-e sure 'ou learn from it ('3a-e sure 'ou learn from it ('
internali=ing patterns and formsinternali=ing patterns and forms
Ro(ert 2. @elle', How to Be a tar at Work!" Breakthrough trategies #ou $eed to ucceed% 5666
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8etor-ing 8etor-ing
8etor-ing can hae 8etor-ing can hae
dramatic impact on thedramatic impact on the
speed, Eualit', andspeed, Eualit', and
Euantit' of 'our output.Euantit' of 'our output.
Ro(ert 2. @elle', How to Be a tar at Work!" Breakthrough trategies #ou $eed to ucceed% 5666
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8etor-ing 8etor-ing
Ro(ert 2. @elle', How to Be a tar at Work!" Breakthrough trategies #ou $eed to ucceed% 5666
Build a -noledge netor-FaBuild a -noledge netor-Fa
relationship tree of man' different -indsrelationship tree of man' different -indsof people representing man' differentof people representing man' different
s-ills and interests.s-ills and interests.
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The BondsThe Bonds
That 3a-eThat 3a-eUs &reeUs &ree
C. Terr' /arner C. Terr' /arner
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We all have a sense of theWe all have a sense of the
““to ays of beingto ays of being”” andandthe di!erences beteenthe di!erences beteen
them"them"
C. Terr' /arner % (he Bonds (hat &ake )s *ree
“ #o Ways of #o Ways of
$eing$eing””
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707t707t
< /orried a(out self /orried a(out self
< Scarcit'0mindedScarcit'0minded< Resents othersResents others!! successsuccess
< 7nsecure7nsecure
< Sees others as rialsSees others as rials < ControllingControlling
70You70You
< 7nterested in others7nterested in others
< A(undance0mindedA(undance0minded< 4elights in others4elights in others!! successsuccess
< Secure, peacefulSecure, peaceful
< Sees others as friendsSees others as friends< TrustingTrusting
C. Terr' /arner % (he Bonds (hat &ake )s *ree
To /a's of BeingGTo /a's of BeingG
707t and 70You707t and 70You
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707t707t
< 3anipulatie3anipulatie
< Concerned ithConcerned ithEuantit'Euantit'
< SelfishSelfish
<9onel'9onel'
< ReactieReactie
< :uarded:uarded
70You70You
< SincereSincere
< Concerned ithConcerned ithEualit'Eualit'
< SharingSharing
<SupportieSupportie
< SolicitousSolicitous
< "pen"pen
C. Terr' /arner, (he Bonds (hat &ake )s *ree
To /a's of BeingGTo /a's of BeingG
707t and 70You707t and 70You
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707t707t
< An>iousAn>ious
< SuspiciousSuspicious< &earful&earful
< RigidRigid
< Self0centeredSelf0centered< 4efensie4efensie
70You70You
< AssuredAssured
< TrustingTrusting< SereneSerene
< &le>i(le&le>i(le
< "ther0centered"ther0centered< AccommodatingAccommodating
C. Terr' /arner % (he Bonds (hat &ake )s *ree
To /a's of BeingGTo /a's of BeingG
707t and 70You707t and 70You
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%elf&$etrayal%elf&$etrayal
C. Terr' /arner % (he Bonds (hat &ake )s *ree
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““ #he folloing chart #he folloing chart
illustrates the perfectillustrates the perfectcorrelation beteencorrelation beteen
various commonplacevarious commonplaceaccusations that self&accusations that self&
betrayers ma'e and thebetrayers ma'e and the
resulting sense they haveresulting sense they haveof being victimi(ed)of being victimi(ed)””
C. Terr' /arner % (he Bonds (hat &ake )s *ree
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AccusingAccusing
udgmentudgment
C. Terr' /arner % (he Bonds (hat &ake )s *ree
7t!s 'our fault1
You!re not (eing fair1
"ur suppliers are unrelia(le1
The instructions eren!tclear1
You insisted on haing this -id1
Sense of BeingSense of Being
Victimi=edVictimi=ed
7!m suffering (ecause of 'ou1
7!m getting cheated1
/e ere preented from
meeting our production Euotas1
You made me foul up the ;o(1
8o m' hole career isgoing to pot1
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CHA8:2 A84CHA8:2 A84
H"/ /2H"/ /2
R2ACTR2ACT
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2ffects of Change2ffects of Change
GGAt the indiidual leel, change canAt the indiidual leel, change can
engender emotions and reactions thatengender emotions and reactions that
range from optimism to fear, an>iet',range from optimism to fear, an>iet',
challenge, resistance, am(iguit',challenge, resistance, am(iguit',
energ', enthusiasm, helplessness,energ', enthusiasm, helplessness,
dread, motiation, and pessimism.dread, motiation, and pessimism. http%II.microsoft.comItechnetIAnalplnImanorg.asp
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2er'thing that can2er'thing that can (e inented has (een (e inented has (een
inentedinented11Charles 4uell, 5)66,Charles 4uell, 5)66,
4irector, U.S. Patent "ffice4irector, U.S. Patent "ffice
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““Who"ants toWho"ants tohear actorshear actors
tal'*tal'*””Harry + Warner,Harry + Warner,
-./0, Warner $rothers-./0, Warner $rothers
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““Heavier than airHeavier than air1ying machines1ying machines
are impossibleare impossible””2ord 3elvin, -4.5,2ord 3elvin, -4.5,
6resident, 7oyal6resident, 7oyal%ociety%ociety
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ChangeChange
Change is fundamentall' a(outChange is fundamentall' a(outfeeling% companies that ant theirfeeling% companies that ant their
or-ers to contri(ute ith theiror-ers to contri(ute ith theirheads and hearts hae to acceptheads and hearts hae to acceptthat emotions are essential to thethat emotions are essential to the
ne management st'le .ne management st'le .11 eanie 4aniel 4uc-, &anaging Change% (he +rt of Balance,
Harard Business Reie on Change
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To 7mproe 7s toTo 7mproe 7s toChangeD To BeChangeD To Be
Perfect 7s toPerfect 7s to
Change "ftenChange "ften11J/inston Churchill
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ChangeChange
GGThe issue isnThe issue isn!!t hether ort hether or
not people haenot people hae negatienegatie11 emotions Ka(out changeLD itemotions Ka(out changeLD it!!ss
ho the' deal ith them.ho the' deal ith them.11
eanie 4aniel 4uc-, &anaging Change% (he +rt of Balance, Harard
Business Reie on Change