Transcripts
1. Introduction To Trust In The Workplace: Have you ever thought about
when together as a team, how you want to be treated? There are three ways that you and your organization needs to begin thinking about the trust
dynamics that are at play. There is trust that exists
between you and the community. There's trust that exists
within the organization. And then there's trust that
exist among your team's. Trust is a feeling supported by the reasonable belief
that something or someone is worthy of our confidence for
every organization, trust is the most
precious commodity that you own in times
of uncertainty, in times of crisis, trust is the most
valuable asset you own. If you as leader will keep
your finger on the pulse in these three areas and do everything you can to
uphold each of them. You will build a high trust
environment and team.
2. 3 Areas Organization Must Build Trust: Have you ever thought about
when together as a team, how you want to be treated? I hope you understand
what I mean. I want you to check
out this short clip. What was the problem? How could it have been resolved? I wonder who on your
team has ever felt like the person who was falling, expecting others to catch them. And I wonder who
else has felt like the people who had
things falling into them that they didn't
know that they were supposed to be responsible for. Have you ever thought about
what is trust exactly? Trust is confidence in your organization falls somewhere
on the trust continuum. There are three ways that you and your organization needs to begin thinking about the trust
dynamics that are at play. There is trust that exists
between you and the community. There's trust that exists
within the organization. And then there's trust that
exists among your team's. Trust is a feeling supported by the reasonable belief that something or someone is
worthy of our confidence. There's a trend that's
been taking place for a long time in that people place more confidence in user
reviews than advertising copy. What this means is you can
advertise all you want. But if people do not
have something good to say about you or
your organization, it will simply be ineffective. Over 70% of Americans
say they look at a product review before
ever making a purchase, nearly 63% of consumers indicate they're more
likely to purchase from a site if it has product ratings and reviews for
every organization, trust is the most precious
commodity that you own. I mean, think about
it for yourself. Have you ever bought
something from a website and felt unsure if
you're anything like me, you did everything
that you could to make sure the website
was credible. You look for reviews, you check shipping times, and you tried to verify that
you could trust the site. Now, think about most
people's buying habits on Amazon. More than likely. You're probably one of them. We actually pay Amazon money to buy things from them faster. It's called prime. Why are we so willing to do business with Amazon
to that degree? Well, the answer is simple. Trust exists. They have won our confidence. A lack of trust
will slow progress. However, trust will accelerate everything in times
of uncertainty. In times of crisis, trust is the most
valuable asset you own. I'm going to give
you this equation and I want you to remember it, share it and repeat it with every member that
exists on your team. High trust plus low stress
equals better results. High trust plus low stress
equals better results. We're going to stop and
do a brief exercise. I want you to take notes around a couple of different questions. What do you believe
creates trust? Make a long, exhaustive list, as long of a list as possible. The second question is, what do you believe
creates stress? Now again, make a
very long list, listing everything that
comes to mind about what could possibly
create stress for you, your team, and your organization after you
complete this exercise. Sure to move on to part two.
3. Principles Of Trusting Work Relationships: The reason I call this workshop
concept the trust table, is because most often we find ourselves around
tables sitting with people that we have
to perform and do business with an ideally, we're doing that
with high levels of confidence that exist
among one another. I want to submit to
you that these three supporting ideas
or the answer to everything that you
listed pertaining to what creates trust
and what creates stress for you and your organization in order
for trust to exist between your organization and the
community it exists to serve within your organization itself and even
interdepartmental. These three components
must be in place in order to uphold trust and build
confidence in each area. These three components,
while seemingly simple, are profoundly vital to upholding
trust within your team. The first component
is communication, the second is competency, and the third is character. If one or more of these
components is not in place, trust simply cannot exist. You must do everything within your power and as
a team to support, strengthen, and maintain each
of these three components. Communication is simply
the imparting or exchanging of
information or news. Competency is the ability to do something successfully
or efficiently. And character is the
mental and moral qualities distinctive to an individual?
4. My Uh-Oh Moment (I Thought I Would Be Fired): Those who exist to reach and serve and even within your team, all have a gauge going on
within their mind concerning your organization's level of communication, competency,
and character. To help illustrate this, I want to share a
story when I was 19 years old and my boss
came to me and he said, Evan, we're really busy. I'm going to have
to divide you up. I need you to go out
on a truck and I've gotta delivery for
you, but it's cod. In other words, when I got to the job site and had
delivered the product, the foreman would then hand me a check that Russell instructed me to bring back to him once I got back
from the delivery. So I went to the job site, delivered the goods,
talk to the foreman. He handed me the check. I put it in my back pocket
and there it's sad. Now, we also had a
uniform service that would pick up our
uniforms on Fridays, wash them over the weekend. Where do you think
that check ended up? Unfortunately, it was
gone, no longer existed, washed away in some
washing machine, never to be seen again. Early that next week, I was laying in bed
late at night and realized I never gave
my boss the check. Now, how do you think
I began feeling in that moment, I felt nervous. So many things began to
run through my mind. I thought I could lose my job. I thought he's never gonna
give me another opportunity. So many things were
going through my mind, but I knew that I had to be honest and I had to
have the conversation. I mean, can you put
yourself in my shoes? Can you imagine
how I was feeling? The next day I went to my boss, I explained to him what
happened and I was shocked and blown away
by how he responded. He acknowledged
that was a problem, but also thanked me
for letting him know. Now, of the three
components of trust, where do you think
the issue was? Do you think it was a
communication problem, a competency problem
or character problem? Concerning
communication, I receive clear direction and reporting
concerning character. I was open to having the
conversation and was honest. The real problem was
a competency issue. For some reason. I did not have the ability to remember to perform the task
that had been given to me. These specific details
were not things that myself and my boss
disgust at the time. But it's amazing to
look back and to think about his
leadership instincts. My boss put a
solution in place to address my competency issue. He said, The next time that you go on a delivery like
this where it's a cod, I want you to do something as
soon as you get the check. I want you to call me and tell me that you have
it. It's amazing. I never forgot to call or give him another
check after that day. And then something crazy
happened shortly after that, he gave me my own route. He assigned me to my
own truck and pretty much let me work alone
and independently, his keen insight and leadership
ability built a layer of trust between he and I. I trusted that if I had a
problem or made a mistake, I could go to him. And I think he trusted that
if I did make a mistake, I'd be willing to be open
and honest about it. Layers of trust or being
built between he and I.
5. How To Empower Your Team To Make Better Decisions You'll Trust: Remember, the goal
is to increase trust and decrease stress because nothing will
impact our ability to connect at a deep level
and be highly productive, greater than the willingness and ability to trust one another. As team members, we must be trustworthy and as team members, we must extend trust. Pause this video
and I want you to answer one simple question. Why is it difficult
for you to trust? Now if you're the
type of person who has a difficult time trusting, I want to give you two
ways to quickly accelerate trust in decreased
stress as a team. The first thing you must
become proactive at doing is building relationships. The quickest way to build trust is to build
a relationship. And secondly, you must
share what you value. I want to share a story about another place that I worked
that involves sales. Now, one of our values
as a team was that we serve our customers
from day one, my Boston foreign me that we exist to serve our customers. And for us, that meant
if they had a need, we were gonna do everything
that we could and within our power to say yes and
to solve their problem. Now, at this job two, we only sold drywall, metal studs, ceiling
grid in ceiling tile. But if we had a customer
call asking for a ladder, do you know what our answer was? We said yes. We'd say No problem. Give me a few minutes and
I'll get right back to you. We'd hang up the phone. We call Home Depot. We'd see how much a
ladder would cost. We'd get the ladder
and let the customer know that we had it at the
warehouse waiting for them. Well, they say, Hey, I need
this screw, Do you have it? We've called on to
the local dealer, find the screw and get
it for our customer. Our job was to
serve our customer. We knew this and we
were empowered to make decisions that enabled
us to best serve them. Really, our job was to
figure out how to best serve those we were
doing business with. Our answer was
almost always yes. As an employee, this
empowered us to make quality decisions
because we knew that almost above everything
else we valued serving our customer and we
had the freedom to do so. This means there was no
jumping through hoops or having to ask up the ladder
about what we should do. We knew what we valued. And therefore as employees, we're able to make
decisions that were in alignment
with what we value. Clarifying and
communicating your values is one of the most
powerful ways to release those that you work alongside to do their best work. And it begins to help
make things very clear. If someone on your
team doesn't value what you and your
organization value, why are they on
the team anyways, why would you trust
them to make decisions? So here's the second equation that's going to help
you and your team. Trusting relationship plus clear values equals
better decisions. Now, we're going to take
another break and I want you to take a trust
people assessment.
6. How To Resolve Communications Problems At Work: What happens when
trust is broken? Remember the three legs
that uphold trust, our communication,
competency, and character. Anytime there's a
breakdown in trust, the steps to resolving
and repairing the problem is to determine if there
is a communication, competency or character problem. At this time, I want you to
pull out your notes from the trust table
assessment and review which component or components your organization may be
struggling in the most, is it communication,
competency or character? You and your organization struggled with the
communication problem. The way that you begin to repair it is you answer one question, what needs to be clarified? Craig Rochelle puts it this way, clarity without trust creates
a fear-based environment. Has the culture of your
work ever felt like this? People are constantly
asking things to be done, defining what it is that
they want to be done. But then never fully
extending trust, pulling responsibility
back and controlling, micro-managing, and
suffocating those that are under their leadership. The flip side of this
is that trust without clarity will equal
disappointment. This means that
you basically wash your hands are the
responsibilities. Dump it into somebody else, walk away and say it's
not my problem and leave them to drown in the work that you've
left them with. This will always result
in disappointment. There's no direction, lots of unfulfilled expectations and
frustrating impossibility. So concerning the breakdown
in communication, what needs to be clarified? Do you need to put a job
description in place? Do you need to prioritize regular and consistent feedback? Do you need to clarify
who's the point person and the one that's ultimately
making the decision. The way you begin to solve the communication problem is answering what needs
to be clarified.
7. How To Resolve Competency Problems With Team Members: If it's a competency issue, the question you
must ask is what skill needs to be developed? Sometimes we write people off who only have a
competency problem, associating it as a communication
or character problem. But really it comes down
to they just aren't equipped with the skills necessary to do what
you're asking them to do. To help someone become
more competent, you must ensure that
you've given them everything they need to do
their jobs successfully. Are they the type of person
who's willing to learn? Are they willing to try? Are they open to feedback? Have they been trained? They requested resources
that will help them do their job better and more effectively, but
have been denied. All of these things
must be discussed and answered in order to resolve
the competency problem, what skills need
to be developed? What you must do as
a leader is beyond the lookout for
indicators of competency. In once you identify these
areas of competency, you begin to extend a bit of trust by sharing
more responsibility. And then you repeat this process with the same individual, with others around you.
8. How To Resolve Character Problems At Work: The third area is character. And if there is a character
issue or problem, the question you
must ask is what issue needs to be resolved? Or they dishonest. Do
they slack on their work? Do they gossip in the hallway
or they self-serving, whatever it is,
you as the leader, must take the time to identify what issue needs to be
addressed and resolved. If you as the leader will keep your finger on the pulse in these three areas and do everything you can to
uphold each of them. You will build a high trust
environment and team.
9. Personal Assessment & Next Steps: Next, I want you to take
the personal assessment. Is there a component of trust
that you struggle with? The most used the T charts to assess which areas you
may need to address. If you remember
the video that we played at the
beginning of part one, there are dynamics
related to each of these three components
of trust at play. As leaders in teammates
within your organization, you must be willing to support
one another in each of the three components to maintain trust concerning
communication, the person who is
falling could have simply stated one simple thing. I need you to catch me. In those who began to do
the catching could have supported that person
by asking them, am I supposed to catch you? Concerning competency, the person doing the
falling could have ensured that they were saved
by asking the question, are you able to catch me? In those catching
could have stated, I need help catching you. Lastly, character, the one falling could have
asked the question, Are you willing to catch me? In those willing
could have extended their arms and clearly stated, I'm willing to catch you. I believe trust
within the team will grow when it is practiced. Trust is a practice, not a diet. Have you or someone
that, you know, ever said something
like, you know what? I went to the gym for a
week and it didn't matter. Nothing happened in order for the gym to
benefit your life. It must be something
that you practice, becomes habitual, and that
you remain consistent with. Trust is no different. It's not a diet. It's not something
that you give a try for one week and
see what happens. It's something that you and your organization built into
the fabric of your life. Trust within your
team will grow when each member is committed to
improving communication, competency in character
consistently. Now concerning some next steps, take time to reflect on your
answers from each section. Set aside time with your team to complete this
mini-course together, are want and believe the best
is possible for your team. Congrats on taking a step
towards supporting health and effectiveness within
your organization.
Evan Doyle, Content Marketing Strategist
