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

“To retain those who are present, be

loyal to those who are absent.”

–Stephen R. Covey

“There are no facts, only interpretations.”

–Friedrich Nietzsche

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.

Extend Trust

Behavior #13Don’t withhold trust because there is a risk involved.

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

“It is equally an error to trust all men or no man.”

-Latin Proverb

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

All written material and ideas taken from the book

The Speed of Trust by Stephen M.R. Covey