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TRUST:TRUST:
Firm reliance on theFirm reliance on theintegrity, ability, orintegrity, ability, or
character of a personcharacter of a person
or thing.or thing.
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Why are trustingWhy are trusting
relationships sorelationships soimportant in theimportant in the
workplace?workplace?
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The connections we make are what pull usThe connections we make are what pull us
through hard times and give meaning to thethrough hard times and give meaning to the
good. Simply put, we need one another. Wegood. Simply put, we need one another. Weneed connections that matter, connections thatneed connections that matter, connections that
are heartfelt. We need to connectare heartfelt. We need to connect----oror
reconnectreconnect----to our friends, our families, ourto our friends, our families, our
neighbors, ourneighbors, our communities. We also need tocommunities. We also need toconnectconnect----or reconnector reconnect------to our pasts, ourto our pasts, our
traditions, and our ideals.traditions, and our ideals.
ConnectingConnecting
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A human moment occurs anytime twoA human moment occurs anytime two
or more people are together, payingor more people are together, paying
attention to one another. Theseattention to one another. Theseconnections are the key to what countsconnections are the key to what counts
in life, from a happy family to ain life, from a happy family to a
successful business to a sense of innersuccessful business to a sense of inner
peace, even to physical health andpeace, even to physical health andlongevity.longevity.
Human MomentsHuman Moments
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Emotional CompetenceEmotional Competence
For star performance in all jobs,For star performance in all jobs,
in every field, emotionalin every field, emotionalcompetence is twice ascompetence is twice as
important as purely cognitiveimportant as purely cognitive
abilities.abilities.
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THREEMOST DESIRED CAPABILITIES OFTHREEMOST DESIRED CAPABILITIES OFEMPLOYEES:EMPLOYEES:
Communication SkillsCommunication Skills
Interpersonal SkillsInterpersonal Skills InitiativeInitiative
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Good Communicators:Good Communicators:
Are effective in giveAre effective in give--andand--take, registeringtake, registeringemotional cues in attuning their messageemotional cues in attuning their message
Deal with difficult issues straightforwardlyDeal with difficult issues straightforwardly
Listen well, seek mutual understanding,Listen well, seek mutual understanding,and welcome sharing of information fullyand welcome sharing of information fully
Foster open communication and stayFoster open communication and stayreceptive to bad news as well as goodreceptive to bad news as well as good
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The most effective people inThe most effective people in
organizations naturally use theirorganizations naturally use their
emotional radar to sense how othersemotional radar to sense how othersare reacting, and they fineare reacting, and they fine--tune theirtune their
own response to push the interactionown response to push the interaction
in the best direction.in the best direction.Daniel Goleman, Working with Emotional Intelligence, 1998
Interpersonal SkillsInterpersonal Skills
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Those with initiative act beforeThose with initiative act before
being forced to by external events.being forced to by external events.
Those who lack initiative constantlyThose who lack initiative constantly
reactreactto events rather than beingto events rather than being
prepared for them.prepared for them.
InitiativeInitiative
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Whats Below the Waterline Makes theWhats Below the Waterline Makes the
Difference in Performance!Difference in Performance!Necessary for topperformance, but notsufficient
Underlyingbehaviors ofcharacteristicsmore critical to
fit, satisfactionand success
TechnicalCompetencies:Easier to identify
and develop
Behavioral
Competencies:Harder to identifyand develop
Skills(e.g., presentation
delivery)
Knowledge
(e.g., MS-Excel)
Social Role(e.g., Leader)
Self-Concept
(e.g., I am a TeamPlayer)
Traits(e.g., Analytical
Thinking)
Motives(e.g., Drive to
Achieve)
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Star PerformersStar Performers
and the Nineand the NineWork StrategiesWork Strategies
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ShowShow--andand--TellTell
Perspective*Perspective*
SelfSelf--ManagementManagement
CoreCore
Initiative*Initiative*
Cognitive AbilitiesCognitive Abilities
Technical CompetenceTechnical Competence
LeaderLeader
--shipship
TeamTeam--WorkWork
Networking*Networking*
FollowershipFollowership
Organizational SavvyOrganizational Savvy
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InitiativeInitiative
1.1. Manage the white space. Seek outManage the white space. Seek out
responsibility above and beyond theresponsibility above and beyond the
expected job description.expected job description.
2.2. Undertake extra efforts for the benefit ofUndertake extra efforts for the benefit of
coworkers or the larger group.coworkers or the larger group.
3.3. FollowFollow--through to completion (dontthrough to completion (dont
delegate to the boss).delegate to the boss).
Many Work Hard but in the Wrong WaysMany Work Hard but in the Wrong Ways
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PerspectivePerspective
For too many people, ten years ofFor too many people, ten years ofwork experience is merely the firstwork experience is merely the first
years experience repeated ten times;years experience repeated ten times;
there is no learning to move in and outthere is no learning to move in and out
of the basic environment, no leap toof the basic environment, no leap tothe perspective ability that definesthe perspective ability that defines
expertise.expertise.
You need to learn 50,000 pieces ofYou need to learn 50,000 pieces ofinformation to be come an expertinformation to be come an expert
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Seek out learning experiencesSeek out learning experiences
that push your limits of knowledgethat push your limits of knowledge
Make sure you learn from it byMake sure you learn from it by
internalizing patterns and formsinternalizing patterns and forms
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NetworkingNetworking
1.1. Networking can haveNetworking can havedramatic impact on thedramatic impact on the
speed, quality, and quantityspeed, quality, and quantity
of your output.of your output.
2.2. Build a knowledge networkBuild a knowledge networkaa
relationship tree of manyrelationship tree of many
different kinds of peopledifferent kinds of peoplerepresenting many differentrepresenting many different
skills and interests.skills and interests.
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We all have a sense of theWe all have a sense of thetwo ways of being and thetwo ways of being and the
differences between themdifferences between them
Two Ways of BeingTwo Ways of Being
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II--ItIt
Worried about selfWorried about self
ScarcityScarcity--mindedminded
Resents othersResents others
successsuccess
InsecureInsecure Sees others as rivalsSees others as rivals
ControllingControlling
II--YouYou
Interested in othersInterested in others
AbundanceAbundance--mindedminded
Delights in othersDelights in others
successsuccess
Secure, peacefulSecure, peaceful Sees others as friendsSees others as friends
TrustingTrusting
Two Ways of BeingTwo Ways of Being
II--It and IIt and I--YouYou
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II--ItIt
ManipulativeManipulative
Concerned withConcerned withquantityquantity
SelfishSelfish
LonelyLonely ReactiveReactive
GuardedGuarded
II--YouYou
SincereSincere
Concerned withConcerned withqualityquality
SharingSharing
SupportiveSupportive SolicitousSolicitous
OpenOpen
Two Ways of BeingTwo Ways of Being
II--It and IIt and I--YouYou
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II--ItIt
AnxiousAnxious
SuspiciousSuspicious
FearfulFearful
RigidRigid SelfSelf--centeredcentered
DefensiveDefensive
II--YouYou AssuredAssured
TrustingTrusting
SereneSerene
FlexibleFlexible
OtherOther--centeredcentered
AccommodatingAccommodating
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The following chart illustratesThe following chart illustratesthe perfect correlationthe perfect correlation
between variousbetween various
commonplace accusationscommonplace accusations
that selfthat self--betrayers make andbetrayers make and
the resulting sense they havethe resulting sense they haveof being victimized:of being victimized:
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AccusingAccusing
JudgmentJudgmentIts your fault
Youre not being fair
Our suppliers are unreliable
The instructions werentclear
You insisted on having this kid
Sense ofSense of
BeingBeing
VictimizedVictimizedIm suffering because of you
Im getting cheated
We were prevented from
meeting our production quotas
You made me foul up the job
Now my whole career isgoing to pot
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CHANGE ANDCHANGE AND
HOW WEHOW WE
RE
ACTRE
ACT
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Effects of ChangeEffects of Change
At the individual level, changeAt the individual level, change
can engender emotions andcan engender emotions and
reactions that range from optimismreactions that range from optimism
to fear, anxiety, challenge,to fear, anxiety, challenge,
resistance, ambiguity, energy,resistance, ambiguity, energy,
enthusiasm, helplessness, dread,enthusiasm, helplessness, dread,
motivation, and pessimism.motivation, and pessimism.
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ChangeChange
Change is fundamentally aboutChange is fundamentally aboutfeeling: companies that wantfeeling: companies that wanttheir workers to contribute withtheir workers to contribute withtheir heads and hearts have totheir heads and hearts have toaccept that emotions areaccept that emotions are
essential to the newessential to the newmanagement style .management style .
Jeanie Daniel Duck, Managing Change, The Art of Balance,
(Harvard Business Review on Change)
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To Improve Is to Change; To BeTo Improve Is to Change; To BePerfect Is to Change OftenPerfect Is to Change Often
~Winston Churchill
The issue isnt whether or notThe issue isnt whether or notpeople have negative emotionspeople have negative emotions
[about change]; its how they deal[about change]; its how they deal
with them.with them.Jeanie Daniel Duck, Managing Change, TheArt of Balance, (Harvard Business Review on
Change)
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I believe the single, most significant decision I can
make on a day to day basis, is my choice of attitude.It is more important than my past, my education, my
bankroll, my successes or failures, fame or pain,
what other people think of me or say about me, my
circumstances, or my position. Attitude is that
Single String that keeps me going or cripples my
progress. It alone fuels my fire or assaults my hope.
When my attitudes are right, theres no barrier toohigh, no valley too deep, no dream too extreme, no
challenge too great for me.Charles Swindoll,
Strengthening Your Grip