Successful Supervisor 87 Trust and the Quality of Your Life

August 4, 2018

While doing research for my third book, Leading with Trust is Like Sailing Downwind, I studied the personalities of numerous supervisors and other leaders to determine their characteristics. I found an interesting trend that has an important lesson about trust.

The most highly successful supervisors seemed to be having more fun, while the supervisors who were not doing well were really miserable.

I noticed that the top-rated supervisors had created high trust organizations, and they were allowed to be human beings. They could make occasional mistakes and the people who work for them would still respect them.

The supervisors who were doing poorly were bundles of nerves trying to figure out how to be perfect, because there was low trust in their organizations. If they did not spin every statement the right way, people would jump all over them.

These supervisors of low trust groups were staying up all night trying to outsmart the workers, while their effective counterparts were sleeping soundly, knowing the employees were truly on their side.

Supervisors who know how to build high trust consistently enjoy a better life for themselves. That also translates into a more relaxed work environment for everyone, which further enhances the level of trust, and the cycle continues.

These supervisors are allowed the luxury of being fallible human beings because their employees know they are sincere. Even if something occasionally comes out with the wrong slant, the employees will cut these leaders some slack.

In environments of low trust, employees are poised and waiting to pounce on any misstep or misstatement the leader might make.

Exercise for you: If you are a supervisor in an environment of low trust, observe today how stressed you are most of the time.

Notice the amount of energy you have to put into every communication simply because employees are skeptical. Think about what it would look and feel like if the environment could be transformed into one of higher trust.

When a work environment has high trust, it is a better life for everyone. In that culture, the organization will thrive, even if there are some tough challenges.

It is absolutely worth the effort to build a culture of low fear and high trust. Not only will your area shine in comparison to others, but you will be having a great time leading your highly effective group.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on http://www.leadergrow.com/articles/supervision or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Successful Supervisor 85 Trust and Customer Retention

July 21, 2018

It is not hard to see the relationship between trust and customer retention.

In this article I will explore the topic on a deeper level to reveal the mechanism why trust is so potent at helping to retain customers.

We are all customers

In our daily life we assume the role of customer on a regular basis. You go into restaurants and retail outlets many times a week. How long does it take you to figure out if the crew that is servicing you is a high trust group? If you are like me, it takes only a few seconds for you to assess the prevailing culture in the group that is servicing you.

1. Body Language says it all

If you are in line at a fast food establishment, you will pick up on the non-verbal cues that go back and forth among the staff. If there is high trust and affection, it will be obvious to you even before anyone speaks. If people hate each other, it is even easier to tell, and you will be uncomfortable as you gulp down your meal, anxious to get out of the place.

2. Trust means that things are working as they should

Service is much better at an establishment that has high trust. Workers instinctively back each other up in order to maximize the experience for you; the customer. If something goes wrong, the entire group is all over the problem until it is resolved. If trust is lacking, you are likely to get an excuse like, “Filling the Catsup is not part of my responsibility,” or “I don’t wipe down the tables; Jeffery does that job.”

3. Good customer experiences bring repeat business

You are much more likely to return to an establishment where people have high trust. You get better service quicker, and the whole experience is comfortable. You will be back for more.

It works for any business

I have been using a fast food restaurant as an example thus far, but the logic holds just as well for any establishment where workers impact the customer experience. It is hard to imagine any place of business where workers have no impact on customers, so the ability to maintain and grow trust is good for both the top and bottom line.

1. You cannot fake it

A false smile and insincere “have a nice day” will not cover for bad blood between people working in a business. Customers are far more perceptive than they let on. They can sense a phony show of friendliness, and it can actually feel a bit creepy as they cannot wait to get out of the place.

2. Make respect and trust first on the agenda

If you focus on creating a culture of high trust and low fear, it will pay off huge dividends in all aspects of your operation. It is really what separates highly successful businesses from those who come and go with the changing of the seasons.

If you have managed to cultivate a culture of high trust, you will find that your whole operation is more robust. Things work like they are supposed to, and you will get the attention of higher management because your unit will outperform your peers and you will be able to attract and retain the best people. These benefits will put you in the class of elite leaders.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on http://www.leadergrow.com/articles/supervision or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Successful Supervisor 82 Trust Improves Productivity

July 1, 2018

Every supervisor knows that productivity is a bottom-line measure that is the net result of the entire culture within her operation. Productivity takes everything into account and is a brutally honest reflection of the level of engagement of the workforce.

After studying trust for about 40 years, I believe that the level of trust within a group is an accurate predictor of the engagement of workers in the group and thus their productivity. I believe the average organization manages to extract only about 30% of the inherent productivity that is within the resources that are already onboard.

Even if I am wrong by quite a bit, it is still safe to say that any supervisor would be wise to first think about improving trust before requesting more resources to get the jobs done. In many of the organizations where I have worked, the productivity of the groups can be doubled and still have some headroom left before people are maxed out. That is why culture is often the sleeping giant in most organizations.

Let’s examine why the lack of trust is such a drag on organizational productivity by describing just a few example reasons why the correlation is so high.

Trust increases productivity

The enemy of productivity is waste. Here I am not talking about physical waste, although that is also involved. I mean that when someone is not performing at peak capability, his or her spare capacity is waste to the organization. Here are four ways that trust improves productivity directly.

1. People abusing the rules

It is easy to spot time being wasted when you observe how many workers do not follow the prescribed rules of the organization. If the morning break is set for 15 minutes, you will see workers away from their functions for roughly twice that time or even more.

The same phenomenon occurs with lunch breaks and smoke breaks (if allowed at all).

With a culture of high trust, people follow the rules as cast because they understand why they are important.

2. Poorly trained workers

In many cases the training given to new employees is sketchy and incomplete. If workers do not know how to run the operation as designed, then not only are they going to cause waste, they will be in danger of becoming injured in certain circumstances.

In a culture of high trust, supervisors are fully aware and follow the rules of proper training.

3. Distracting conversations and arguments

It is easy to observe people in production jobs spending a lot of time bickering among themselves. Curiously much of the wasteful banter is about not having adequate resources to do the work. I once knew a worker who would spend at least 70% of his day griping about that there is not enough time to get his work done.

Higher trust means that people get along better and do not get distracted by useless bickering. This is because higher trust is the result of respectful behavior.

4. Poor setups and staging of materials

If the area has not been set up for maximum workflow using “lean” principles and proper supply chain methods, then the workers are subject to be “waiting for work” frequently, which is a pure form of waste.

A culture of high trust is based on running the operation as it was designed to operate without glitches and hassles.

Trust improves morale

Everyone feels better in an environment of high trust. Coming to work is not a burden; in fact, many people truly enjoy the camaraderie at work. Great supervisors are able to achieve a light and buoyant environment.

1. Supervisors have gained the respect of the workers

Workers in a culture of high trust recognize they are there to do a job, but they are happy to do it because of the respect they are shown by supervision. When people are properly led, they almost universally enjoy their work and do it with pride.

2. Workers participate and buy into the vision

Workers understand that their labors are for a reason, and that reason is to make a better future for themselves. They do not feel ignored or beaten; rather, they are enlivened by the challenges that are put before them.

3. Rewards are appreciated

As the workers perform well over time, the management effectively reinforces the good work and that helps perpetuate the excellent productivity.

Take the time to invest in a higher trust culture in your organization. You will see remarkable improvements in productivity as a result.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on http://www.leadergrow.com/articles/supervision or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Successful Supervisor 78 Trust and the Development of People

June 3, 2018

There are many things supervisors need to do to build a culture of high trust. One important concept is to continually develop their people.

When people see a pathway to higher capability, their work is more interesting and rewarding. They trust their supervisor to improve their lot in life by making them more valuable to the organization.

They recognize the company’s investment in growing them, and they look to return the favor by investing themselves further into their work.

There is a solid correlation between development of people and the level of trust an organization can achieve with the work force. Development of people also creates low employee turnover because employees are happier.
Cross training is one of the easiest ways to develop people.

Here are some of the benefits of a good cross training program.

Improved Bench Strength

Every time an employee is out for an illness or vacation, it is a simple matter of moving people around to cover the lost function. Having several back-ups for each position generates the flexibility to operate efficiently in today’s frenetic environment.

Better Teamwork

When people train others on their function, a kind of personal bond is struck that is intangible but powerful. It is really a large teambuilding effort to install a cross training program in a company.

People actually enjoy it and rightfully feel the additional skills have something to do with job security.

Interestingly, in organizations that do not cross train, many people are protective of their knowledge thinking that being the only one who knows procedures makes them appear to be indispensable.

Reduction in Turn Over

An organization that focuses on cross-training suffers less from employee churn. Why? Because people have more variety of work and higher self esteem. They have more fun at work and tend to stay with the organization.

Also, the opportunities to learn new things add to the equation. Basically, people operate at higher levels on Maslow’s pyramid in organizations that cross train.

Leads to Higher Trust

Trust is directly related to how people feel about their development. In organizations where people have a solid training program for the future, people know their supervisor cares about them as individuals.

The discussions to develop the plan are trust-building events because the topic is how the individual can improve his or her lot in life.

Not Expensive

Of all the ways an organization can improve employee skills, cross-training is the least expensive. Reason: Training can be inserted during the little slack periods within the operating day.

Training keeps people occupied in growth activities when there is little else to do.

The real cost to the organization is much lower than it appears on the surface. When compared to the benefits, the ROI is fantastic.

Keeps the Saw Sharp

The best way to learn something is to teach it to someone else. This is because in order to explain what you are doing, you have to understand it very well.

Also, in the process of training someone else, the trainee may suggest better ways of approaching a task, so the process is being honed and refined all the time.

If your organization does not have an active and specific cross-training process, get one started. It generates many advantages and no significant disadvantages.

If you have a program, ask yourself if it is fresh and vital. Are you milking this technique well or giving it lip service?

Benchmark Example

Wegmans is a grocery chain in the northeast United States that is based in Rochester, NY. This private organization has been on the list of top 100 companies to work for in America every year since 1998, often scoring in the top 10, and won the top slot in 2005.

I am familiar with this company because I live in Rochester.

They have worked for years on developing a culture of high trust. They do this through numerous methods championed by their late founder, Robert Wegman.

One hallmark of Wegmans is that they are fanatical about the development of people. It is not the only underpinning of their culture, but it is an obvious pillar of why they are so successful.

As a result, they have extremely low employee turnover: significantly lower than 10% percent in an industry that normally suffers high turnover of about 40% per year.

Take stock of how much development you are doing in your organization. The best companies spend more than $1500 per employee and provide more than 50 hours of training each year. If you are doing less, think about increasing that amount.

Trust and development of people go hand in hand. Companies that stress development normally enjoy higher trust, which translates into much better performance. It is one of the hallmarks of an excellent organization.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on http://www.leadergrow.com/articles/supervision or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763.


Successful Supervisor 75 Handling a Trust Betrayal by Upper Management

May 6, 2018

Last week I discussed a process of recuperating from a trust betrayal between a supervisor and an employee. This article deals with the situation where the supervisor has lost trust in upper management.

Unfortunately, this situation is common, and it can be as problematical as the downward loss of trust between the supervisor and employee.

Picture a loss of trust between a supervisor and her manager because she feels she is being required to support a policy or decision that she believes is wrong. What advice can we give the supervisor who finds herself in this common but delicate situation?

1. You must support the decision to your people even though you are trying to get it reversed. Reason: if you tell your people you are going along with it simply because it is an order but you think it is wrong, you are undermining the authority of your superior, and that is a certain black mark on your reputation.

Too many black marks and you will find yourself on the outside looking in. When you publicly support a decision that you privately don’t agree with, employees might sense a lack of transparency. I will deal with how to prevent the loss of trust in this case later in this article.

2. Seek to understand the nature of your disagreement. If it is a matter of style and you think there is a better way to handle this issue, then push back with your logic about why a different approach is wiser.

Be flexible and ready to negotiate to find a win-win way of framing up the problem. Often there is a third approach that will satisfy both you and upper management.

3. If instead you believe upper management is violating one of the values or advocating some policy that is unethical or illegal, then you need to decide if you are willing to die on that hill.

Point out the reason for your belief in clear but gentle terms to give your manager the opportunity to give a counter point.

Be willing to listen and be flexible, but do not bend on a matter of principle. In the end, you may have to indicate your desire to work somewhere else if an illegal policy is being contemplated. Just make sure of your facts before becoming adamant.

4. It is a delicate discussion to stand up to a superior in this way, so remain open minded for a solution that is a reasonable compromise as long as the values are not breached.

When arguing your case for why you feel uncomfortable with a decision, avoid the logic that it is not going to be popular with your employees. Supervisors are sometimes called upon to administer unpopular policies, and you need to step up to the challenge of doing that or leaving your position.

In trying to explain unpopular decisions, you must support the management position, even if you argued against it strongly before or after the decision was made. This is one of the most difficult challenges any supervisor will face.

You cannot say, “This is a really dumb decision but we are going to have to do it anyway.” Here are some considerations to think about when this situation arises:

1. You should tell your employees the decision with the sensitivity that you would want if the roles were reversed. Often people need to be reminded of the larger picture and that some sacrifices are required for the greater good. Say something like “There were other possible alternatives, but our management believes this path is the best one for all of us in the long run, so we are going with it.”

2. Often the organization is facing a decision that might temporarily disappoint employees but be beneficial to customers or some other stakeholder. Remind the employees that we cannot win every point and that the bigger battle is more important to their long term objectives.

3. It is important that you remember who is in charge and act that way unless the proposed action is illegal, unethical, or dumb. Which of those three problems are in play will determine the intensity of your push back on upper management.

When you took on the role of supervisor, you accepted a difficult position. You need to recognize the job is not always going to be an easy one and that you will be called upon to administer unpopular policies at times.

Think of this as a test of your ability to see the management perspective, but if the proposed action is unethical or otherwise violating the values, it is time to stand firm for your convictions.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on http://www.leadergrow.com/articles/supervision or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Successful Supervisor 74 Trust is Bilateral

April 29, 2018

Trust between individuals is bilateral. At any point in time, we have a balance of trust with every person whom we know.

Since supervisors have numerous relationships with different people who have different needs, maintaining high trust with everyone can get very complicated.

Trust is also directional; you will trust a worker at some level and the worker will trust you as well, but not always at the same level. In all your daily transactions with others, the trust fluctuates based on what happens, what is said, body language, texts, and even what other people are saying. It is a very complex and dynamic system.

I believe that if the trust in one direction is very different from the reciprocal trust for a long period of time, that relationship will be problematical.

Picture the situation between a supervisor and a worker who has a habit of lying to keep out of trouble. The supervisor has low trust in the employee because there is overwhelming evidence that there is a lack of integrity. The worker may trust the supervisor at some level, even if the relationship is a stormy one. The relationship is usually forced to endure because the worker wants to keep his employment.

Unfortunately with each low trust exchange, a kind of resentment builds up that may take years to resolve, if ever.

This article will deal with the typical situation of a supervisor who has lost trust in an employee. Next week I will take the reverse case where the supervisor has lost trust in her manager. That situation can be even more difficult.

Rebuilding trust is a situational thing, and not every situation calls for the formality offered below. These steps constitute a solid path toward reconciliation for a breach of trust between two people who have previously had a strong relationship that has been severely compromised.

The idea is to move swiftly and create an atmosphere of finding 1) the truth, 2) understanding of motives, and 3) a pathway to healing.

Nine tips to rebuild lost trust

1. Act Swiftly

Major trust withdrawals can be devastating, and the trauma needs to be treated as quickly as possible. Just as a severe bodily injury requires immediate emergency care, so does the bleeding of emotional capital need to be stopped after a major letdown.

The situation is not going to heal by itself, so both parties need to set aside normal routines in order to focus significant energy on regaining equilibrium.

Most often we see a situation where the employee has done or said something that lowers the supervisor’s trust in him, but it is possible that the supervisor is the one who let down the employee. If this is the case, the employee will often try to hide the negative feelings in order to stay out of trouble, so astute supervisors look for small changes in body language that can signal something has changed and initiate a discussion early.

2. Verify care

Both people should spend some time remembering what the relationship felt like before the problem. In most cases there is a true caring for the other person, even if it is eclipsed by the hurt and anger of the moment.

It may be a stretch for some people to mentally set aside the issue, but it would be helpful to do that, if just as an exercise. If the problem had never happened, would these people care about each other? If one person cannot recognize at least the potential for future care, then the remedial process is blocked until that happens.

3. Establish a desire to do something about it

If reparations are to be made, both people must cooperate. If there was high value in the relationship before the breach, then it should be possible to visualize a return to the same level or higher level of trust. It may seem out of reach if the problem was a major let down or ongoing issue, but it is critical that both parties really want the hurt to be resolved.

4. Admit fault and accept blame

The person who made the breach needs to admit what happened to the other person. If there is total denial of what occurred, then no progress can be made. Try to do this without trying to justify the action. Focus on what happened, even if it was an innocent gaffe.

Often there is an element of fault on the part of both parties, but even if one person is the only one who did anything wrong, an understanding of fault is needed in this step. Sometimes neither party did anything particularly wrong, but the circumstances led to trust being lost. In addition, the problem may be an act of omission rather than something that was done.

5. Ask for forgiveness

It sounds so simple, but many people find it impossible to verbalize the request for forgiveness, yet a pardon is exactly what has to happen to enable the healing process. The problem is that saying “I forgive you” is easy to say but might be hard to do when emotions are raw.

The loss of trust may be so severe that the injured party may not believe the person who is asking for forgiveness.

True and full forgiveness is not likely to happen until behavior has changed and the final healing process has occurred. It takes time to rebuild trust.

6. Determine the cause

This is a kind of investigative phase where it is important to know what happened in order to make progress. It is a challenge to remain calm and be as objective with the facts as possible.

Normally the main emotion is one of pain, but anger can accompany the pain. Both people need to describe what happened, because the view from one side will be significantly different from the opposite view.

Go beyond describing what happened, and discuss how you felt about what happened. Do not cut this discussion off until both parties have exhausted their descriptions of what occurred and how they felt about it.

Sometimes it helps in this stage to do some reverse role playing where each person tries to verbalize the situation from the perspective of the other.

7. Develop a positive path forward

The next step is the mutual problem solving process. Often two individuals try to do this without the preparatory work done above, which is more difficult. The thing to ask in this phase is “what would have to happen to restore your trust in me to at least the level where it was before.”

Here, some creativity can really help. You are looking for a win-win solution where each party feels some real improvement has been made. Do not stop looking for solutions just because they are difficult to find.

If you have gotten this far, there is going to be some set of things that can begin the healing process. Develop a path forward together. Realize that it may be difficult to reach a compromise easily.

One person may harbor a grudge for a long time, so keep looking for a win-win solution. What new behaviors are you both going to exhibit with each other to start fresh.

8. Agree to take action

There needs to be a formal agreement to take corrective action. Usually this agreement requires modified behaviors on the part of both people. Be as specific as possible about what you and the other person are going to do differently.

The only way to verify progress is to have a clear understanding of what will be different. It is critical to not have one person dominate the other during this exploration phase. You want each party to have an equal stake in following the agreed-upon action. That is not going to happen if one party feels bullied into agreeing on the suggested actions.

9. Check back on progress

Keep verifying that the new behaviors are working and modify them, if needed, to make positive steps every day. As the progress continues, it will start getting easier, and the momentum will increase.

Make sure to smell the roses along the way. It is important to celebrate progress as it occurs, because that reinforcement will encourage continued progress. If there is a another set-back, it is time to cycle back on the steps above and not give up on the relationship just because the healing process is a long one.

This process needs to be taken with a grain of salt and modified to fit the particular situation at hand. Every rift between people is unique, and the ideas here are directional, depending on the situation, rather than literal to be followed without reason.

Modify the process to fit your particular application and do not follow a get well plan blindly. If a step seems like overkill or is just not practical, then you can skip it, but for serious breaches, the majority of steps will help.

In many cases, it is possible to restore trust to a higher level than existed before the breach. This method is highly dependent on the sincerity with which each person really does want the benefits of a high trust relationship with the other person.

Achieving higher trust than before is really good news, because it allows a significant trust withdrawal to become an opportunity instead of a disaster.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on http://www.leadergrow.com/articles/supervision or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Tap Into Trust

April 21, 2018

I am associated with a group called Trust Across America: Trust Around the World. This week, Barbara Brooks Kimmel, our CEO, announced an initiative to celebrate the 10th anniversary of the group. The initiative is called “Tap Into Trust.” We invite you to participate in the program at the attached site: You and your group can “Tap Into Trust” by following these principles and behaviors:

 

Truth

We are honest and humble – we put the truth ahead of personal gain.

Accountability

We hold one another accountable – we each take responsibility without regard to level or role.

Purpose

We engage our stakeholders to build shared purpose – we avoid short term “wins” that undermine future success.

 

Integrity

We do what we say – our everyday actions and talk are consistent.

Notice

We seek out and listen to diverse perspectives – every voice can matter.

Talent

We reward moral character – we hire and promote in alignment with our purpose and values.

Openness

We are open and ready to learn – we can be vulnerable and not have all the answers.

 

Transparency

We reject hidden agendas – we are transparent wherever and whenever possible.

Respect

We respect each other – we encourage questioning and create a “zero fear” environment where innovation can thrive.

Understanding

We celebrate our successes – we acknowledge and examine our failures with empathy, and learn from both.

Safety

We call out unethical behavior or corrupt practices – we make it safe to be honest with no fear of reprisal.

Tracking

We define and scorecard our performance against our value and values – we measure both.