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TransformingProfessional Relationships
Creating an Environment of Trust
ByChristy L. Bill, RN
Inspired by the book
THE SPEED OF TRUST
by author Stephen M.R. Covey
AGENDA1. The One Thing That Changes Everything
2. The First Wave – Self Trust: The Principles of Credibility
3. The Second Wave – Relationship Trust: The Principle of
Behavior
4. The Third, Fourth, and Fifth Waves – Stakeholder Trust:
How to increase speed, lower cost, and maximize the
influence of your organization.
5. Inspiring Trust
1. The One Thing That Changes Everything
Trust Issues Affect Everyone
“The moment there is suspicion about a person’s
motives, everything he does becomes tainted.”
- Mahatma Gandhi
A Crisis of Trust•“Employees’ New Motto: Trust No One”
•“Companies Urged to Rebuild Trust”
•“Both Sides Betray the Other’s Trust”
•“20 NYSE Traders Indicted”
•“Ethics Must Be Strengthened to Rebuild People’s
Trust”
•“Relationships Fall Apart as Trust Dwindles”
•“Now Who Do You Trust?”
What about trust at the individual level? Consider the
percentage of students who acknowledge that they cheated in
order to improve their odds of getting into graduate school.
•Liberal arts students – 43%
•Education students – 52%
•Medical students – 63%
•Law students – 63%
•Business students – 75%•Donald McCabe Survey, Rutgers University, 1992
How does it make you feel to know that there’s more than a
50% chance that the doctor who’s going to perform surgery on
you cheated in school?
The Economics of Trust
$ Trust = $Speed #Cost
# Trust = #Speed $Cost
“Our distrust is very
expensive.”
-Ralph Waldo Emerson
THE TRUST TAX“Mistrust doubles the cost of doing
business.” –Professor John Whitney,
Columbia Business SchoolTHE TRUST DIVIDEND
THE HIDDEN VARIABLE
A SUMMARY OF TAXES AND DIVIDENDS
(See Handout)
TRUST MYTHS
MYTH REALITY
MYTH REALTY
Trust is soft Trust is hard, real, and
quantifiable. It measurably affects
both speed and cost.
Trust is slow. Nothing is as fast as the speed of
trust
Trust is built solely on integrity. Trust is a function of both
character (which includes
integrity) and competence.
You either have trust or you don’t. Trust can be both created and
destroyed.
Once lost, trust cannot be restored. Though difficult, in most cases
lost trust can be restored.
You can’t teach trust. Trust can be effectively taught and
learned, and it can become a
leverageable, strategic advantage.
Trusting people is too risky. Not trusting people is a greater
risk.
THE 4 CORES OF
CREDIBILITY
Part Core Score
1Integrity
2Intent
3Capabilitie
s
4Results
Total
4. Results
3. Capabilities
2. Intent
Character
Create TransparencyBehavior #3 Don’t have hidden agendas. Don’t hide
information. Be open and authentic.
Demonstrate RespectBehavior #2 Genuinely care for other. Show you care.
Don’t fake caring.
Talk StraightBehavior #1 Be honest. Tell the truth.
Deliver ResultsBehavior #6
Establish a track record of results. Get the right things done. Accomplish what you’re hired to do. Don’t overcompromise and underdeliver.
Show LoyaltyBehavior #5
Give credit freely. Acknowledge the contributions of others. Speak about people as if they were present. Don’t disclose others’ private information.
Right WrongsBehavior #4
Make things right when you are wrong. Apologize quickly. Don’t let pride get in the way of doing the right thing.
Clarify ExpectationsBehavior #9
Disclose and reveal expectations. Discuss them. Don’t violate expectations. Don’t assume that expectations are clear or shared.
Confront RealityBehavior #8 Address the tough stuff directly. Don’t
bury your head in the sand.
Get BetterBehavior #7
Continuously improve. Thank people for feedback. Don’t consider yourself above feedback. Don’t assume that today’s knowledge and skills will be sufficient for tomorrow’s challenges.
Keep CommitmentsBehavior #12
Say what you are going to do, then do what you say you’re going to do. Don’t try to “PR” your way out of a commitment you’ve broken.
Listen FirstBehavior #11
Listen before you speak. Understand. Diagnose. Listen with your ears-your eyes and heart. Find out what the most important behaviors are to the people you’re working with. Don’t assume you know what matters most to others. Don’t presume you have all the answers-or all the questions.
Practice AccountabilityBehavior #10
Hold yourself accountable. Hold others accountable. Take responsibility for results. Be clear on how you’ll communicate how you’re doing- and how others are doing. Don’t avoid or shirk responsibility. Don’t blame others or point fingers when things go wrong.
The
Thir
d W
ave • Organizational
Trust
• Principle of Alignment
The
Fou
rth W
ave • Market Trust
• Principle of Reputation
Th
e F
ifth
Wav
e • Societal Trust
• Principle of Contribution
Gullibility Judgment
Indecision Suspicion
High PropensityLow Analysis
High PropensityHigh Analysis
Low PropensityLow Analysis Low Propensity
High Analysis
BLIND TRUST SMART TRUST
NO TRUST DISTRUST
“I bring you the gift of these four words: I believe in you.”
-Blaise Pascal, French Physicist and Mathematician