trust march 2010
DESCRIPTION
Open interactive workshop delivered in London to HR & Personnel Managers seeking to raise the levels of trust in their organisation.TRANSCRIPT
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Trust-small word, big meaning
by Fluid
March 2010
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Contents
3-4 Introduction to Fluid5-6 To begin with7-11 Is trust an economic measure?
12-13 Exercise A14-16 Moving towards ‘fair’ treatment of
your people17-19 How to tackle unethical behaviour
in the workplace-and prevail 20-21 Need for greater transparency22-23 Exercise B24-26 Trust killed by candour27-28 Trust and HR29-34 Repairing trust35-36 Rebuilding trust one brick at a time37-38 Trusting wisely39-40 The slippery slope of trust41-42 How low can we go?43-44 Exercise C45-46 Building trust at the negotiating
table47-48 Conclusion and questions
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Introduction
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Introduction to Fluid• Fluid Consulting Limited (Fluid) is a specialist
human resources consultancy headed by Tim Holden MCIPD
• 10 years in banking• 10 years in Human Resources consultancy• Fluid trading since 2006• The core services provided by Fluid are:
- Retention- Selection- Attraction- Remuneration & Reward - Outplacement- Training & HR consultancy
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To begin with….
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To begin with….
• The importance of trust• Drivers of trust• Size of organisation• Time and distance• Age and gender• Private sector • Public sector
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Is trust an economic measure?
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Is trust an economic measure? (1 of 4)
• Defining trust• The economics of trust• Key behaviours of trust• Changing cultures• Trusting oneself• Bringer of bad news
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Is trust an economic measure? (2 of 4)
• Fruits of low trust• Speed and cost• Trust taxes and trust dividends• Noun and verb
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Is trust an economic measure? (3 of 4)
• Trust transformation• CORES OF CREDIBILITY• Integrity• Intent• Capabilities• Results
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Is trust an economic measure? (4 of 4)• BEHAVIOURS OF HIGH-TRUST LEADERS
• Talk straight• Show respect• Create transparency• Right wrongs• Show loyalty• Deliver results• Get better• Confront reality• Clarify expectation• Practice accountability• Listen first• Keep commitments• Extend trust first
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Exercise A
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Exercise A
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Moving towards ‘fair’ treatment of your
people
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Moving towards ‘fair’ treatment of your people (1 of 2)
• Think back to a time when you were treated unfairly and consider the effect on your levels of motivation
• Establish clear targets and rewards, whilst being clear about your expectations
• When an employee complains that he or she has been treated unfairly, listen carefully
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Moving towards ‘fair’ treatment of your people (2 of 2)
• Develop a well-thought-out system that allows
flexibility to give spontaneous "spot rewards" when you see a deserving performance, and keep an element of fun in your reward system• Be consistent in yourself• Develop and maintain an effective
Alternative Dispute Resolution (ADR) process
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How to tackle unethical behaviour in the
workplace-and prevail
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How to tackle unethical behaviour in the workplace-and prevail (1 of
2)
• It’s standard practice• It’s not a big deal• It’s not my responsibility• I want to be loyal
• Checklist
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How to tackle unethical behaviour in the workplace-and prevail (2 of
2)• Treat the conflict as a business matter• Recognise that this is part of your job• Be yourself• Challenge the rationalisations• Turn newbie status into an asset• Expose faulty either/or thinking• Make long-term risks more concrete• Present an alternative
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Need for greater transparency
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Need for greater transparency
• Identifying what matters• Towards greater transparency• Critic and champion
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Exercise B
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Exercise B
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Trust killed by candour
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Trust killed by candour (1 of 2)
• In the past, economic disasters normally occurred within national borders
• We need leaders like never before• Opacity in Government is the
organisational equivalent of hardening the arteries
• Candour needs to operate both up and down
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Trust killed by candour (2 of 2)
• Table stakes• Enabling actions• Reinforcing candour
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Trust and HR
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Trust and HR
• Communication• Engagement• Survivor syndrome• Retention• Home working and mobile working
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Repairing trust
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Repairing trust (1 of 5)
• Event takes place• Causal ascription• Causal attribution• Trustworthiness• Trust
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Repairing trust (2 of 5)
• Avoidance• Mistrust confirmation• Forceful confrontation• Trust repair
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Repairing trust (3 of 5)
• WHAT A LEADER NEEDS• Good character• Good sense• Goodwill
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Repairing trust (4 of 5)
• Perceived organisational trustworthiness• Internal components• External components• Organisational failure• Trust repair interventions
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Repairing trust (5 of 5)
• STAGES OF TRUST REPAIR• Immediate responses• Diagnosis• Reforming interventions• Evaluation
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Rebuilding trust one brick at a time
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Rebuilding trust one brick at a time
• Admit the breach of trust quickly• Apologise• Say what you will do prevent breaches• Promise to take action to repair damage• Ask for forgiveness
• One good shot only!
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Trusting wisely
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Trusting wisely
• Know yourself• Start small• Write an escape clause• Send strong signals• Recognise the other person’s dilemma• Look at roles as well as other people• Remain vigilant and always question
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The slippery slope of trust
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The slippery slope of trust
• Courage• Authenticity• Truth• Effective
• Sources of trust and courage
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How low can we go?
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How low can we go?
• Average general trust• Average trust in the organisation• Average trust in the boss• Trust by age• Trust by culture
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Exercise B
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Exercise B
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Building trust at the negotiating table
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Building trust at the negotiating table
• Make maximum use of your own network• Build rapport before negotiating• Set an appropriate trust default• Win their trust• Build trust by listening and acknowledging
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Conclusion & Questions
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Conclusion
• Summary• Questions