The Ultimate Advantage: How to Cultivate Organisational Trust | William Batten | Skillshare

The Ultimate Advantage: How to Cultivate Organisational Trust

William Batten, Content Copywriter, Hypnotist

The Ultimate Advantage: How to Cultivate Organisational Trust

William Batten, Content Copywriter, Hypnotist

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8 Lessons (42m)
    • 1. Introduction

      4:42
    • 2. Trust

      6:07
    • 3. Obstacles To Change

      7:27
    • 4. Overcommunication

      6:21
    • 5. Assessing Trust

      4:08
    • 6. Microlearning

      6:05
    • 7. Trickle-down and Grassroots Initiatives

      3:29
    • 8. Conclusion

      3:27
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About This Class

Think of anything you want for your organisation:

Innovative employees.

The top talent in the field.

Hard workers who challenge conventions, see the looming trends and ride them to greater profits.

A workplace that's a loyal, happy, healthy community.

A golden reputation - or even fanatical loyalty - from your customers.

Well, guess what?

None of that is possible without trust.

Trust from your employees, your customers and society as a whole.

In this course on trust, you’ll see exactly what holds your people back and what to do about it. It’ll require sacrifices on your part but, with enough trust infused into your culture, your organisation can be the envy of your industry.

Specifically, you’ll learn how to:

  • Create organisation change, even if it’s failed for you in the past,
  • Get everyone onboard with the change - even the "disengaged" employees,
  • Not just improve organisational trust but prove to everyone things are better,
  • Handle change fatigue, communications breakdowns and other obstacles to transformation,
  • Use 4 strategies to create lasting change to your culture,
  • Improve organisational trust in just minutes a day, by harness a cutting-edge learning & development technique.

Meet Your Teacher

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William Batten

Content Copywriter, Hypnotist

Teacher

William T Batten is a Content Copywriter for the Coaching & Hypnotherapy Industries. He is also a certified master conversational hypnotist and a qualified Learning & Development practitioner. This gives him a unique approach to marketing, training and change work.

If you're looking to transform yourself, your employees or your clients, he's the one to talk to.

See full profile

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Transcripts

1. Introduction: when you think about the problems facing indeed, plaguing a typical modern organization. What comes to mind? Hello, my name is William Batson and I specialize in corporate communications and helping organizations transform. And when an organization wants to transform, it's usually because they are facing one of these problems. Problem like disengaged employees. Now this could be anything from the employee. She wants to work really hard, who genuinely shows up with a clear and good intention each day. But because of the bureaucracy and the system and the office politics, they just get worn down and end up just coasting throughout the day. On the extreme end, this is the employees through sleep, sold a who takes three hour lunch breaks and won't even go as far as to sabotage your company. Disengaged employees are not only a tremendous danger, but there a tremendous waste of your greatest resource. If you want an innovative and really effective organization, then you have to use the best strength of your people. And that means you can't afford to have any employee disengagement at all. There's also the problem of too much change. Every organization is drowning in the need to change. Everyone is already so busy doing their day jobs, and yet no one can simply stay there. No one can keep doing their day jobs because they know that the tired of change will come to Syria and wash them away. Everyone knows they need to reinvent the entire organization. What they do, how they do it. But who knows how. How do you do that with everything else that you need to be doing as well? How do you change while also getting your business as usual, tasks done? Another problem organizations face and one overcome in strategic disconnect. This is where the strategic leaders of the organization, the C suite, the high level employees, they have a different view of things in the front line employees. They have a different perspective on the problems. They have a different idea, and what should happen with this organization and what happens is the front line. Employees and the senior leaders end up speaking different languages. They end up talking past each other, and when one knows that something needs to happen, the other doesn't listen. And there's also morale problems, retention problems, the the culture in the feel of the workplace. Is the the organization a nice place to work? Is it some way your employees recommends to their friends and family? Is it somewhere they enjoy working where they see themselves working for the next 35 10 15 years? Finally, his health organizations are starting to wake up to the real power of health, physical health, mental health and everything that comes from them. Healthy, happy employees are productive employees. They are innovative employees. They are willing and able to go beyond to do what needs doing when health suffers there. Everything self is these are some of the major challenges that organizations face today. And what I know is that's You can begin to address all of these with a simple ingredient of trust. Trust is not the only ingredient You still need to have smart, capable, intelligent people working for you. You still need to follow the law. You still need to know what your customers want, but when you haven't organization, that's just seat with trance, where trust is built into the culture where your employees trust you and you trust them back. All of these things become a lot easier to achieve, and all of these problems plaguing your organization become a lot easier to manage 2. Trust: So if trust, console all of the organization's problems, or at least make them all so much more manageable. And the question becomes, what exactly is trust? Let me break it down for you by breaking it into these three components. Once you have all three of these components with regards to someone else, then you have the foundation off trust and one of the things with trances that comes with time. It's not something that you can live that switch tomorrow and suddenly have what? You'd be surprised how quickly you're able to cultivate it. Once you have these three things in place now, the first thing is no surprise to say that it's your intention. If you mean positive things for someone else and they know you mean the best for them, then it's far easier for them to trust you when you genuinely wish for someone to succeed, to be healthy, to be happy, to be alive, the good things in life, then it becomes so much easier to trust that, and to feel that trust flowing back and forth. The second thing is confidence because, yes, intention is one thing. Intention is the emotional side of things, but you might love your four year old son. You might think he's the cutest thing ever, and you might just absolutely adore him. The thing is, though, you don't trust him. If he came to you and said that he wanted to cook you dinner, you would say no because he doesn't have the skills in order to do it safely and effectively. It's a part of trust is knowing that the person you are trusting has the ability to deliver on the goods they have the ability to achieve what they set out to achieve a law firm that genuinely wants the best for you but can't win cases is no one that you trust, one that does want the best for you and can deliver the goods. Now that is someone you can begin to trust. Now, the third thing is integrity. Now you could have someone who is highly skilled and who means the best for you. But if they're a stalker or a kleptomaniac or a serial killer, then you're not gonna trust them. It doesn't matter how much they they love. What respect your Izmit has skilled. They are in fact, without integrity, these things can be negatives, you know? Imagine an organization that is only able to succeed by breaking the law or by jeopardizing a customer's health. It doesn't matter what their intentions are. It doesn't matter how skilled they are in every other way. The lack of integrity would violate the trust. When you're dealing with someone who's highly ethical, who always follows the rules and stays within the boundaries of what is expected from society, from customers from the legal system, that is someone you can trust. So there's three things. Integrity, intention, competence. You put them all together and you just take a moment to really imagine what this would like in would look like in your organization. If you want to know why I'm so gung ho about trust, this is it. And just imagine for a minute imagine that every single one of your employees knew exactly how much you respected them, how much you genuinely wanted good things for them, how everything you do is in service off them. And one of those employees knew that you had the skills. You have the management skills, the organizational skills, the leadership skills, the technical skills, everything you need to do in order to deliver on all off that, and more to the point, you have the integrity. They know that your word is bond, and you're not going to violate any any rules or push things too far. And what if you felt the same way about your employees? You knew that they had the organization's best interests at heart. Your best interests at heart. You know that they have the skills and you can trust them to follow the law, follow the procedures and behave ethically at all times. If you see your employees this way and they see you this way, then yes, you have an organization that is very trusting. But just imagine what that organization would do. You could say something like Declare new initiative or identify a problem, and people are going to listen to you. You could deliver tough news, and everyone would know that you've done everything you can to make the situation better. You wouldn't have to develop procedures toe, hold your employees hands to do all this paperwork to make sure that they color in the lines and they feel that all the paperwork properly, your employees would be free to. Do they need to do? How much for agile would your organization become? How much more innovative, how much of a better place to work would it become? All of this stems from organizational trust. But before I talk about how to cultivate mawr trust, gonna talk about some of the obstacles that stand in your way whenever you try to change your organization's culture. 3. Obstacles To Change: whenever you're trying to change the organization, whether that's to improve organizational trust or to do anything else, you're going to come into obstacles, the's obstacles that practically every organization faces and these are things you need to be prepared for. Luckily, while they are somewhat inevitable, they're not necessarily deal breakers. They don't have to grind your organizational change initiative to a halt when you know how to a handle them. When you know what to expect, things can get a lot better for you. Let's talk about what some of these problems the first is the idea of all talk. No action. This doesn't necessarily reflect on, but everyone pays for boss many losses and say a lot of things are important. This is the classic thing off force uses. People are resting, do nothing. They both down in pain, work and hassles and uses trust them to be their jobs. Well, drastic little company. They said things like integrity were part of a corporate was integrity, actually, Very clearly that was just too. So even if you sort of this is what you when you say something like that is important, it always comes through to really make sure that that does. Actually, that is new. You need to understand your Clooney's head. Boston Street problems like that. It is like you so of us are singularly stand up and says something like, We're going to foot Organizational trust, please. I'm gonna be thinking that's seen. It was great, but that's just a bunch of words. We've heard that before. Another problem is changed. Take, You alluded to this. Every employee is 40 up to their necks in that a joke and that had change in issues. If anything needs to change, usually what happens is the front line. These are expected to do their day jobs, design jobs from the ground up. There's a place to drive this change for procedures on someone else's developed. It's usually not work for everyone. Maybe change physicist. Maybe it makes a slight improvements either way, so way down some a lot of hair cleans cynical. You're going to think that they have changed, really. That awesome changes what they want. They're just sick of the process that have changed. Been done before is the lack of 40 in bold. Some old foundation is better than others, but some organisations have happen. They have seen leading going a treat for a few days, maybe get a consultant the way someone comes up with a plan to define the organization and from the for money police perspective friend comes down and suppress Junior. You deal with that? When employees get feeling bold in the change process, it's natural. Prevent. Resist it in the morning, contributing great things. Changes to be able to get it. Not a huge problem is a lack of clear communication. No, I noticed that they take the shape of a typical first off the day spending meetings. They're constantly communicating so in. Then lines during excellent communicator door policy people meetings with and they constantly talking. The problem is from your typical employees perspective, they really see you. Did they think about it? How many people can you see in a day? 20. How many people do actually keep in mind that if someone doesn't have a decent interaction , you at least every two weeks, the relationship was, it feels like, Are you meeting stakeholders a run I'm meeting with least every fortnight? Yeah, What? That's just not something that we have built into ash angels from typical police perspective from the front line employees perspective, there is a lack of communication. Finally, has the ability to major success vision, results of change, a really good way to break trust two soldiers and declared that the problem is everything is fixed. Sold. Please look at each other. Things actually changed. If you're trying to resolve a retention problem and you declare well, certainly frontline employees a looking around, going hang on That person left in that president went down Second, That's a real problem. If you are able to turn me and say, Look at these statistics. Look at these numbers. Look how much, boss look, how will go on, say, for account come perfection is just around the corner. 4. Overcommunication: So we have all these challenges, and we know that trust can help us overcome them. What's the next step, then? What happens? How do we go about cultivating trust, especially on an organizational level? One of the first things you can choose to embrace is over communication, because if you're trying to drive change in an organization, one of your weapons of choice will be communication. The challenge is that most people tend to overestimate how much they're actually communicating. You think about it this way. As a senior leader, your day is probably made up of meetings, lots and lots of meetings. And so, from your perspective, it's gonna feel like all you do is communicate. But if you have to think about it, how many people do you actually meet and talk to in a day? Could be 10. It could be 30 could be some higher number. When you compare that to the number of people who you really should be meeting all of your employees, all of your stakeholders, all the people you work with to achieve your goals. These you seem to be going to see that there's a bit of a discrepancy here you can't talk to everyone, even if all you do is spend your day talking. This creates an interesting challenge because unless you're having a riel decent interaction with someone every two weeks, at least then they're not gonna feel like there's much relationship there. You can think about examples from your own life. If you're only able to catch up with someone once a month, that's very different to share, catching up with them every weight. So if you're only catching up with, um, whenever you can, how much communicating are you actually doing to them from your front lines? Employees perspective. You're probably not communicating as much as you think you are, but okay, you're already spending all of your day in meetings. It's not like you can communicate more. So what's the answer then? Well, the answer is riven communication. This is way you figure out clever ways to weave in your message into the communication that you're already doing. So, for example, let's see, you're giving a speech to the organization to announce something. Maybe you're announcing a new hire or a change in policy, a change in direction. He might be tempted to just give this speech and call it a day. But if during that speech to keep alluding to the change initiative, for example, the new hire has the perfect skills to help the organization trust more or this new policy will cultivate trust because of X, y and zed every email he sent every article you write every speech you give every award you give, make some way, making it clear that this ties in to the change initiative. They might think that this is going to be incredibly repetitive and boring. And for you, it might be for everyone else is going to be a revelation because it demonstrates that you're serious about this. This isn't some marketing fad, some management fad that you've decided to embrace a song is it's trendy by talking about it this often, you prove that, No, you're actually serious about trust. It also helps because it keeps this idea in the back of everyone's minds. No one's given the chance to forget about it. Because you're talking about it so often you might wonder. OK, what do you actually talk about when you bring up trust? Because if you say hey would be so great If we trusted each other more, that's gonna wear wear out pretty quickly. It's gonna wear a bit thin. Luckily, there's going to be plenty of things to talk about because every change initiative has so much that you can talk about because you can talk about exactly how you're changing and why you talk about what you hope the future organization looks like. You can talk about your personal experiences with trust or a lack of it. You can talk about stories from the organization's past or your past, where Mawr Trust would have helped or having the trust there immense success we can talk about. The challenge is that people are facing implementing this because it's important to acknowledge the struggle. It's important to acknowledge your own struggle if you found something difficult, then mentioned that because if you're wanting people to trust you, being open is a great way to do that. You talk about any tips or tricks or techniques that people can use. Maybe it's something a simple is where to find the new policy on staff. You can celebrate the winds as they come. Now this is a very big one. You celebrate the winds, then it helps people feel like their efforts being acknowledged and that there's progress being made towards the objectives. You can talk about all sorts of things. And if you keep switching between Mays, always pointing to the woods, the theme off building organizational trust and you allude to these whenever you communicate in any way, then you're not only over communicating, but you're establishing firmly in everyone's mind just how vital organisational trust is to the future of their careers and your organization. 5. Assessing Trust: Now, one of the things you're gonna want to do with its organizational change initiative is to measure it to demonstrate that you have, in fact, improved organizational trust. The problem is, how do you measure trust? It's not something you can necessarily stick a number on. And ask any social scientists and they'll tell you, asking your people, How much do you trust your leaders on a scale of 1 to 5, the numbers you're going to get back a meaningless social Scientists decades ago wanted to see how happy people were in different parts of the world. Different occupations. So they asked him, How happy are you right now? On a scale of 1 to 10 they quickly realized that the numbers they got back were gibberish. If someone found a small amount of change, let's say 20 cents. 25 cents. Before they were asked that question, they rate themselves a whole point higher out of 10 then if they hadn't compared to the control group, these numbers are nonsense. So if you try to do, we can really simple survey and pass that offers proof. Then the cynics in your organization are right away, going to challenge it, but he is how you can actually measure trust. The first step is to construct a more sophisticated survey. No, I recommend using something with the standard like hot scale, which is way you have a series of statements, and then people assess whether they strongly disagree, disagree, neutral, agree strongly, agree with each statement. Now you might think that has the same problem as How much do you trust your leaders? And it does, unless you're asking more detailed questions because you see trust it manifests itself in so many different ways. An organization with high trust is gonna have employees who are highly focused and engaged with their work. Who would recommend working of this organization to their friends and family food know that when leaders make decisions, they're making the best decisions for the organization and for everyone, and not just self serving empire building, ego driven nonsense when you think about all the things that make up trust all the ways that trust can manifest everything from feeling like your colleagues are almost like a second family to feeling like you're free to speak up when leaders make bad decisions to feeling like you have a lot of energy At the end of the day. It's just not exhausting you just showing up to work so many different ways that trust can show itself. And so you construct a survey that hits on all of these different things. You might have 50 questions in this thing, and you go through the answers and know that these ants is ultimately meaningless. Sure, you might find that people are enthusiastic about working here, but a lot of people are exhausted. At the end of the day, that might give you something to focus on. But over all these numbers are going to tell you much until you come back 6 to 12 months later. Because there's numbers, while meaningless, are handy baseline. Ask the same questions again later, and you can now point to how much things have improved. You can say that people have responded more positively across the board. If that's what the data shows, it gives you a nice way to really pinpoint problems and places where you have improved over the course of this change initiative, 6. Microlearning: So if the assessment tool gives you an idea on what to change, the question then becomes how? How do you deliver a change to the organization's culture? Now? The old way might be to do something like You take everyone and you send them on a three day or 1/2 day, whatever it is. A set off workshops or trust building exercises. Or it's a retreat or it's a course or it's a training program, whatever it ISS. So people go away. They do these things. And best case scenario. People feel great. They feel inspired. They're ready. They're hungry to implement these changes. Then they get back to the desk and they've got to catch up on emails and returns phone calls while some reports, and by the time they get round, Teoh even thinking about these new ideas a couple of days and pass, it's kind of boring in the back of their mind, and they've fallen back into their old habits already. Part of the problem is that delivering learning and changes to people's mindset, which is really what learning is if it happens in big chunk than people, monsieur, on stuff, they don't forget stuff and brains have a way of just deleting chunks. Like if something only happens once unless is really scary or really exciting, we tend to not bother remembering too much of that. The other problem is that it's out off the context off the workplace. If you want people be trusting at their desks than it's best to be learning about trust at their desks, not in some retreat, not in the training room right where they work. This is one of the reasons why micro learning is so awesome. You take what you want to convey, whether it's tactics with those things to think about and you break it into tiny chunks. I'm talking about articles that are a couple of paragraphs, long or two minute videos, something that's really, really small, and you make it available to everyone through your Internet or whatever, and then people can learn at their own pace in the environment. Will they'll be using it now? The great thing about this is if someone wants to learn something specific or they want to refresh something specific, they can go straight to that point and just do that. They won't have to skin through an hour long video just to find the information that they need. They won't need to look through a PowerPoint slide deck that just goes on and on and on. They can go straight to the information that they need. And the great thing about this is that it harnesses a lot of the best principles of adult learning. It is into leaves learning, which is the idea. If you combine different topics together, then you learn them better. Then if you learn them a separate chunks, for example, let's say you had to learn mathematics and biology. You're better off learning a little bit of maths and then a little bit of biology than a little maths. Little biology back and forth, back and forth, then spending a block of time on one and a block of time on the other. Lots of theories as to why this works, but it's very well researched and definitely does work. Then there's delayed repetition. His idea that you come back to an idea mawr more and more, the more likely it is to start the stick in your memory, but to really influence your behaviors, microloans is really effective at these two things. It's also great for just in time learning. Let's say someone needs to learn how to use the new page are hiring paperwork system, which is more trust centric than the old one. Instead of learning that on some retreat and then using that two weeks later, the need for them shows up. They go straight to the learning resource, and they learn it right when they need it. There's procedural learning with these little chunks. You can invite people to do stuff because there's two types of laying this procedural learning and is declared Retief. Learning so declarative is things like facts. If I would have asked you what the capital of France is, you popped into, it pops into your mind pretty clearly that it's Paris. That's a fact. Is declarative? A procedure? Is something like how to write. This is why it's so easy to forget people's names and phone numbers and stuff. But as the expression goes, you never forget how to ride a bike. It's a procedure, and for whatever reason, we remember procedures much better than we remember facts. You can feel that into your micro learning to. You can also It also gives people the chance to build on their own knowledge and understanding cause maybe they already know a lot of these principles behind how trust works about how to be trusting in the workplace. In that case, they can skim over the parts that answer interesting and relevant to them. Focus on the things that are going to be a lot more impactful, stuff that they don't already know so much. Micro learning brings all of the best strengths of how adults learn and when is well designed, it can even influence something as stubborn as a large organizations culture. If you want to encourage people to be trusting and more trustworthy, it is the best way to do it. 7. Trickle-down and Grassroots Initiatives: there are two forces that are shaping your culture at any one time. One of them is the behavior and the attitudes off the senior leaders. Culture has a way of trickling downhill. People either consciously or unconsciously look up to their leaders and imitate what they see. The other force is the idea of sort of the grass roots thing, like the people on the front lines, doing the work, forming little communities that also shapes the culture quite powerfully. So if you wanted to drive a change in your organisation, doing to make people and invite people to trust more, then harnessing these two forces is a great way to do it. It's a part of that. Is the senior leaders setting a clear strategic direction, having another watching plan, making sure that the organization sticks to that plan and leading from the front. That means that if you want people to be more trustworthy, the senior leaders need to demonstrate that if they want people to be more trusting, senior leaders need to be more trusting first before other people can do that. Now the way to harness grassroots initiatives is quite interesting because if you know your organization. If you know the political landscape that the demographics of things, you already know that there are people who the kind of opinion makers, even though they don't have much formal authority. A lot of people listen to them when they talk. There's some teams who always seemed to be innovating, and the other teams follow what they do if you're able to invite them to experiment with the idea of trust of ways, techniques, approaches, attitudes, whatever it is, they can come up with some ideas and implement ideas and experiment with ideas on how to make your organization war trust centric. Now the cool thing about this is that it works great for any change initiative the people on the front line again to see the problems very differently than the way you will. But the great thing when it comes to organizational trust is that by handing over some of your authority to these groups, these these opinion makers, you a demonstrating trust. You are saying that you trust your employees to help drive this cultural reform. It doesn't all have to come from you doesn't all have to come from your office, your employees a genuinely process now you might still want to keep an eye on things to make sure that aligns with the strategic direction. That's why it's important to have both of these things the strategic direction and these grassroots initiatives, not just one or the other. Having them boys and having them work in tandem is a powerful way to reshape the culture and to elevate the trust within your organization. 8. Conclusion: trust is not the only thing you're organization needs. You could take a group of people who all trust each other implicitly. But if they sit around chatting all day not doing any work, obviously that's not gonna be an effective organization. Having said that, if you take the strengths that your organization has, whether it's an innovative culture, whether it's loyalty, whether it's a really driven, passionate set of people, whether it's customers who believe in you, what if you strengths off you infuse trust into that becomes so much more powerful. And those challenges that you face those obstacles, these difficulties when there's trust flowing back and forth, those challenges become a lot more manageable and think about this. Let's say that you, as a strategic leader, see a way to save your organization. You share your vision with the rest of the organization. If they trust you, they will follow you. If not, they could accuse you of anything from being incompetence, of being an empire builder, Teoh to declaring that the sky is falling, just Teoh just to mobilize the troops. When people trust you, you're able to lead them like never before. It's a key part of leadership, you might think. But hang on a minute in the military, for example, that doesn't work on trust. They're able to just use their rank. But I've worked with a lot of people from the military, and they know how important trust is. They know that they're asking their people to risk their lives for them, and if they don't have their implicit trust, then that is not going to work under battlefield conditions in a mess somewhere, one of my friends told me on the inside of the door. So you seeing as you're leaving the Mass and says something like if by walking through this door, you're stripped of your rank and all of its privileges, William, people still follow you. This is trust in a nutshell. If you are forced to rely on your title, your rank, your authority in order to get things done, then at best people would hear toe what you say. But if you want people to be innovative, to be passionate, to go above and beyond. To really elevate the organization toe what is really capable off, and to unleash everyone's full potential, that can only happen when an organization is rich with trust. When your followers trust you, they will properly follow you. And when you trust them, you empower them to do what they need to do to just achieved amazing things. So I hope you're able to increase your trust in your organization. Is every little bit you do will make every other change you attempt so much more effective .