Understanding the value of trust in organization and performance of employees

1. TRUST
Rashid Mahmood
Plant Manager
Dyson Research Laboratories (Pvt.)
Limited

2. ‫رہا‬ ‫نہ‬ ‫اعتبار‬ ‫تیرا‬ ‫ھمیں‬ ‫زندگی‬

3. “Love all, trust a few, do wrong
to none.”(William Shakespeare)
“Without trust, influence
diminishes” (Vanessa Hall)
“To be trusted is a greater
compliment than being loved”
(George McDonald)

6. What is trust?
Why we trust?
Why does it matter?

8. What is Trust?
 Trust is a confident belief in someone or
something. It is the confident belief in an entity:
 To do what is right
 To deliver what is promised
 To be the same every time, whatever the
circumstances

10. Questions about trust:
 Can we see/feel trust?
 Can we measure trust?
 Can we learn trust?
 Can we practice trust?
 Is trust essential?
 Is trust an activator or accelerator?

11. Questions about trust:
 Tangible
 Measurable
 Learnable
 Practiced
 Essential
 An activator or
accelerator
YE
S

12. You are trusted to the degree
that people believe in:
your ability,
your consistency,
your integrity, and
your commitment to deliver
 DO PEOPLE BELIEVE IN

13. Levels of trust
 Very low trust
 Low trust
 Moderate trust
 High trust

14. Levels of trust
 Very low trust
 Unhealthy working environment
 Mistakes remembered, used as weapons
 Unhappy employees & stakeholders/customers
 Guarded communication
 Intense political atmosphere with clear divisions, camps,
parties etc.
 Excessive time wasted defending positions & decisions & real
issues do not surface
 Painful micromanagement & bureaucracy

15. Levels of trust
 Low trust
 Common “Skin Saving” behavior
 Doubting others’ reliability,
commitment, abilities
 Gathering evidence of others
weaknesses or mistakes
 Hidden agendas, self interest
 Political camps with allies

16. Levels of trust
 Low trust
 Bureaucracy and redundant systems
(Structure not working)
 Guarded (often grudging) dispersing
information – “They should just know
how…”

17. Levels of trust
 Moderate trust
 Healthy workplaceMutual tolerance &
respect
 Polite, cordial communication Good
communication
 Aligned systems & structures Limited
office politics or
camps
 Focus on working together smoothly &

18. Levels of trust
 High trust
 The focus is on work, with cooperative,
close, vibrant relationships
 Mistakes seen as learning and focus is on
each other’s strengths
 Effective collaboration & execution
(Positive
partnering)
 Uplifting, positive communication (Positive
energy & positive people)

19. Levels of trust
 High trust
 Helpful systems and structures (Work as
whole, not in camps)
 Strong creativity and innovation
(Confident, engaged employees)
 Work is based on sense of purpose

21. The Economics of Trust
Trust = Speed Cost

22. The Economics of Trust
Trust = Speed Cost

23. The 4 Cores of Credibility
 Integrity
Character
 Intent
 Capabilities
Competence
 Results

24. Trust Equation

25. Trust Equation
 Credibility relates to our words and is
revealed in our credentials and honesty
 Reliability relates to our actions and is
revealed by keeping our promises
 Intimacy relates to our emotions; people
feel safe talking about difficult agendas
 Self-orientation relates to our caring and is
revealed in our focus (us or them?)

27. Myths about trust
 Trust is soft.
 Trust is hard, real & quantifiable, it is
measurable affects both speed & cost –
productivity.
 Trust is slow.
 Nothing is as fast as the speed of trust.
 You either have trust or you don’t.
 Trust can be both created & destroyed.

28. Myths about trust
 Once trust is lost it can not be restored.
 Though difficult, in most cases lost trust can be
restored.
 You can’t teach trust.
 Trust can be effectively taught and learned
 Trusting people is too risky.
 Not trusting people is a greater risk
 Trust is established one person at a time.
 Establishing trust with the one, establishes
trust with the many

29. Barriers of trust
Fear

30. Barriers of trust
Negative
Experience

31. Trust Busters

32. Trust Busters

33. Trust Accounts
 When we meet others we open a trust account
 With each of further interaction either we
 Credit trust OR
 Debit trust
 Trust balance comes first, financial balance on
seconf

34. Trust Builders
1-Provide Clarity

35. Trust Builders
Communication =
Clarity

36. Trust Builders

37. Trust Builders
2-Practice
Consistency

38. Trust Builders
3-Create a safe place to

39. Trust Builders
4-Care for one
another

40. Trust Builders
5-Foster’s

42. Trust Builders
7-Think

43. Can trust rebuilt?
The best time
to plant a
tree is 20
years ago.
The second
best time is

44. Trust Building Behaviors

45. Behavior 1: Talk Straight
 Be honest.
 Tell the truth.
 Let people know where you stand.
 Use simple language.
 Call things what they are.
 Demonstrate integrity.
 Don’t manipulate people or distort facts.
 Don’t spin the truth.
 Don’t leave false impressions.

46. Behavior 2: Demonstrate
Respect
 Genuinely care for others.
 Show you care.
 Respect the dignity of every person and every
role.
 Treat everyone with respect, especially those who
can’t do anything for you.
 Show kindness in the little things.
 Don’t fake caring.
 Don’t attempt to be “efficient” with people.

47. Behavior 3: Create Transparency
 Tell the truth in a way people can verify.
 Get real and genuine.
 Be open and authentic.
 Operate on the premise of “What you see is
what you get.”
 Don’t have hidden agendas.
 Don’t hide information.

48. Behavior 4: Right Wrongs
 Make things right when you are wrong.
 Apologize quickly.
 Make restitution where possible.
 Practice “service recoveries.”
 Demonstrate personal humility.
 Don’t cover things up.
 Don’t let pride get in the way of doing things
right.

49. Behavior 5: Show Loyalty
 Give credit freely.
 Acknowledge the contributions of others.
 Represent others who aren’t there to speak
for themselves.
 Don’t bad mouth others behind their backs.
 Don’t disclose others’ private information.

50. Behavior 6: Deliver Results
 Establish a track record of results.
 Get the right things done.
 Make things happen.
 Accomplish what you’re hired to do.
 Be on time and within budget.
 Don’t overpromise and under deliver.
 Don’t make excuses for not delivering.

51. Behavior 7: Get Better
 Continuously improve.
 Increase your capabilities.
 Be a constant learner.
 Develop feedback systems—both formal and
informal.
 Act on the feedback you receive.
 Thank people for feedback.
 Don’t consider yourself above feedback.
 Don’t assume today’s knowledge and skills will
be sufficient for tomorrow’s challenges.

52. Behavior 8: Confront Reality
 Address the tough stuff directly.
 Lead out courageously in conversation.
 Remove the “sword from their hands.”
 Don’t skirt the real issues.
 Don’t bury your head in the sand.

54. Behavior 9: Clarify Expectations
 Disclose and reveal expectations.
 Discuss them.
 Validate them.
 Renegotiate them if needed and possible.
 Don’t violate expectations.
 Don’t assume that expectations are clear or
shared.

55. Behavior 10: Practice Accountability
 Hold yourself accountable.
 Hold others accountable.
 Take responsibility for results.
 Be clear on how you’ll communicate how you are
doing—and how others are doing.
 Don’t avoid or shirk responsibility.
 Don’t blame others or point fingers when things
go wrong.

56. Behavior 11: Listen First
 Listen before you speak.
 Understand.
 Diagnose.
 Listen with your ears—and your eyes and heart.
 Find out what the most important behaviors are
to the people with whom you’re working.
 Don’t assume you know what matters most to
others.
 Don’t presume you have all the answers—or all
the questions.

58. Two Listening Approaches
Listening for replying
Listening for
understanding

59. Behavior 12: Keep Commitments
 Say what you’re going to do, then do what you
say you’re going to do.
 Make commitments carefully and keep them.
 Make keeping commitments the symbol of your
honor.
 Don’t break confidences.
 Don’t attempt to PR your way out of a
commitment you’ve broken.

60. Behavior 13: Extend Trust
 Demonstrate a propensity to trust.
 Extend trust abundantly to those who have earned
your trust.
 Extend conditionally to those who are earning your
trust.
 Learn how to extend trust appropriately to others,
based in the situation, risk, and credibility
(character and competence) of the people
involved. But have a propensity to trust.
 Don’t withhold trust because there is risk involved.

61. Regaining Trust
Whether you lose the trust of
others through a conscious act of
betrayal, poor judgment, an honest
mistake, a failure of competence,
or a simple misunderstanding, the
path to restoration is the same—to
increase your personal credibility
and behave in ways that inspire
trust.