Building Higher Trust 11 Trust and the Need for Perfection

March 5, 2021

For leaders, there is a direct correlation between the level of trust and the need for them to be perfect. I discovered this phenomenon while doing the research for my third book, “Leading with Trust is Like Sailing Downwind.”

If Trust is low

If you are a leader of a low trust group, you need to be practically perfect, like Mary Poppins. The reason is that in an environment of low trust, people are poised like coiled snakes ready to pounce on any opportunity to misinterpret the intent of their leader.

Leaders need to spend continuous effort to spin every statement exactly right or suffer the consequences of the skeptical people who work them. These leaders find it difficult to relax and enjoy the ride because they are always on guard.

When Trust is high

When leaders can build up culture of high trust, things are a lot easier. People will cut these leaders some slack if something is not exactly right. The leaders might say something in a way that could be misinterpreted. They might make a wrong calculated risk. They might forget to deliver an implied reward.

In high trust groups, people are willing to give the leader the benefit of the doubt. They know that the right intent was there, even if something came out less than perfect. These leaders can relax and enjoy the wonderful ride of leading in a high trust environment.

Of course, leaders of high trust groups have that advantage because they have not done a lot of messing up in the past. There is low danger of making a lot of mistakes, and the art of leading is fun.

Bonus Video

Here is a brief video that explains the concept further.

Conclusion

Leading a low trust group is awfully hard work. It can be exhausting as you struggle to be perfect at all times. Leading a high trust group is a blast, because you can relax knowing the people who report to you are truly on your side.

Bob Whipple, MBA, CPTD, 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 1000 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



Leadership Barometer 82 – Leaders Empower People

March 3, 2021

There are hundreds of assessments for leaders. The content and quality of these assessments vary greatly. You can spend a lot of time and money taking surveys to tell you the quality of your leadership.

There are a few leading indicators that can be used to give a pretty good picture of the overall quality of your leadership. These are not good for diagnosing problems or specifying corrective action, but they can tell you where you stand quickly. Here is one of my favorite measures.

Strong Leaders Empower People

On this dimension there is a stark contrast between great leaders and poor ones. In organizations with great leaders, they empower people. They provide a clear and believable vision of the future that is truly compelling to the workers.

They provide the resources and support required to reach that vision. They encourage and enable people to put their best efforts into the journey toward success.

They celebrate the small wins along the way to reinforce the progress. If there is a problem, the leaders work to reduce or eliminate it quickly.

They communicate constantly how things are progressing toward the vision. People feel informed and motivated.

Weak Leaders

When leaders are weak, you see the exact opposite. Leaders are viewed by the employees as barriers. They get in the way of progress by invoking bureaucratic hurdles that make extra work or cause conflict.

They use a command-and-control philosophy that stifles creativity and empowerment. There is a foggy vision or the vision is not that exciting to employees. Like if they struggle to make it happen, the result will not be so great.

I felt that in my final years with a once-successful company. The vision was very clear; they had to shrink their way to success. This meant huge stress and more workers who would be let go year after year. What an awful vision! I left and never looked back.

In organizations that are led by weak leaders, people feel they are operating with both hands tied behind their backs. This condition leads to poor performance, and so the leaders put on more and more pressure to compensate. It is a vicious circle that reminds me of the water funnel in a toilet. In fact, it is very much like that.

Weak leaders also fail to communicate well, so quite often workers are left to create their own stories about what is happening in the organization. That condition will usually have a strong negative effect on morale.

Conclusion

If you want to measure the caliber of a leader, just start asking the people in the organization if their leader empowers people or is a barrier to progress. Their answer will tell you quickly how talented that leader is.




Bob Whipple is CEO of Leadergrow Inc., a company dedicated to growing leaders. He speaks and conducts seminars on building trust in organizations. He can be reached at bwhipple@leadergrow.com or 585-392-7763.


Talent Development 27 Change Management

February 27, 2021

Section 3.6 in the CPTD Certification program for ATD is Change Management. Section A reads, “A knowledge of change management theories and models, for example Lewin, Kotter, Bridges’ transition model, Kubler-Ross change curve, and appreciative inquiry.”

In this brief article, I will share three change models that I have found to be particularly useful in helping people accept and implement change at work.

Adaptation of Kotter’s Model

I found Dr. John Kotter’s theories of change to be most helpful. His eight-step change process was first described in his 1996 book, “Leading Change,” and he followed it up with a neat fable in 2006 entitled’ “Our Iceberg is Melting.” He also described change in his 2014 book “Accelerate.”

The eight steps proposed by Kotter were as follows:

1. Create a sense of urgency
2. Build a guiding coalition
3. Form strategic vision and initiatives
4. Enlist a volunteer army
5. Enable action by removing barriers
6. Generate short term wins
7. Sustain Acceleration
8. Institute change

In my own work in a manufacturing unit of a large company, I ended up adapting and adding to his steps so people would understand the concepts easier and adopt them in our specific environment.

I used the following nine-point list of steps to change:

1. Create the right environment
2. Demonstrate an urgent need
3. Carve out sufficient time
4. Create a compelling vision
5. Reinforce the small wins
6. Integrate the new methods in the culture
7. Develop a tolerance for risk
8. Demonstrate constancy of purpose
9. Understand the psychology of change

I found the final item to be particularly helpful for guiding groups through the change cycles much faster by using the grief-counseling model of change.

Grief Counseling Change Model

In 1969 Elisabeth Kubler-Ross proposed the five stages of grief. These were as follows:

1. Denial
2. Anger
3. Bargaining
4. Depression
5. Acceptance

Her observation is that human beings go through the five stages whenever faced with extreme grief. Using the model as a pathway to a better future is one method of coping with loss and shortening the time to a return to a normal life.

Transition Model

William and Susan Bridges suggested a four-stage model for dealing with transitions at work. They included:

1. Anticipation
2. Ending
3. Transition
4. Beginning

I found this model to be particularly helpful at accelerating the time from an impending disruption to full acceptance of a change.

For example, I once was involved in shutting down an operation of nearly 300 people and moving it to a new location with much improved processes. The move had been anticipated by the production workers for a few months.

When the decision was announced, it represented the “Ending” stage, and the workers were dead set against the change, even though it meant a better existence on the other end. They described it as a “death.”

We used the transition model to help workers through the various transition stages of anger and bargaining and included them in visualizing the physical set up in the new plant. Their energy shifted from trying to preserve the old way to helping invent the new way.

We had expected the entire process to take over a year to accomplish, but by involving the employees in this way, we were able to accomplish the change in less than two months. The result was a huge cash savings, and people were happier all the way through the process.

Conclusion

Using a formal change model, like the ones mentioned in this article, to help people cope with difficult changes in life is an excellent way to mitigate the pain and return life to a good quality once again.


Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, Leading with Trust is Like Sailing Downwind, and Trust in Transition: Navigating Organizational Change. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.


Building Higher Trust 10 Trust and Customer Retention

February 25, 2021

It is especially important for employees who interface with customers to work in a culture of high trust. If the esprit de corps within your group is high, it will attract customers to return to your business.

If your employees are bickering among themselves and with their managers, it will have a chilling impact on your revenue because customers will turn elsewhere.

Spotting the Level of trust

It takes only a few seconds for most people to identify the level of friendship and bonding between employees. It is in the body language between people. They do not even need to say anything for the level of trust to be evident.

For example, when the supervisor walks by, two employees might roll their eyes ever so quickly to signal their displeasure. The gesture would not be noticed by the supervisor but might be evident to customers who are observing.

A snarl of the lips when one person is talking at another person is a sign of displeasure and low esteem. It casts a negative shadow on the business.

Avoid Phony Graciousness

People can also spot a phony display of cordiality, because there will be a tinge of sarcasm that shows through. The affection that people feel for each other needs to be genuine or the effect will be negative.

Generate a true Culture of Trust

Work to create a real environment where people support each other and display a fondness for working together. If people are playing games with each other to try to impress customers, it will be evident, and your company will suffer for it.

Bonus Video

Here is a brief video about Trust and Customer Retention

Bob Whipple, MBA, CPTD, 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 1000 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



Leadership Barometer 81 Build a SAFE Environment

February 22, 2021

There are hundreds of assessments for leaders. The content and quality of these assessments vary greatly. You can spend a lot of time and money taking surveys to tell you the quality of your leadership.

There are a few leading indicators that can be used to give a pretty good picture of the overall quality of your leadership. These are not good for diagnosing problems or specifying corrective action, but they can tell you where you stand quickly. Here is one of my favorite measures.

Build a SAFE Environment

In most organizations, there is a continual environment of fear. What we need to realize is that there are different kinds of fear. There is the fear due to market conditions or competition that may make a company go bankrupt.

We have learned over the past decade that just because a company is great now is no guarantee it will even exist in a year or two. There is really no such thing as job security anymore. As an example, look at Circuit City. Back in 2002, it was on top of the heap, and even qualified as one of the “Great” companies in Jim Collins’ book Good to Great. By 2008, the company was history. So, it is not surprising that few people feel the kind of job security that most individuals felt in the 80’s and 90’s. It is just a fact of life, and that kind of fear needs to be used to create the impetus to do better on a daily basis.

Create Psychological Safety

The more crippling kind of fear is a nagging feeling that if I tell the truth about something to my boss, I am going to suffer some kind of punishment. It may not be an immediate demotion or dismissal, but eventually I will be negatively impacted in ways I may not even recognize. So, I clam up and do not share thoughts that could be helpful to my organization.

Great leaders create an environment of psychological safety, where this kind of fear is nonexistent. Reason: The lack of fear will allow trust to grow, and in a trusting environment the organization has a much better chance to flourish.

What is the mechanism by which great leaders create psychological safety? They do it by reinforcing candor. They let people know they will not be punished for speaking their truth.

On the contrary, these leaders show by deeds that people who speak up are actually rewarded for sharing something scary or just not right. That gives these leaders the opportunity to correct small problems before they have huge negative consequences for the organization. That is brilliant leadership!

Bob Whipple is CEO of Leadergrow Inc., a company dedicated to growing leaders. He speaks and conducts seminars on building trust in organizations. He can be reached at bwhipple@leadergrow.com or 585-392-7763.



Talent Development 26 Communication

February 17, 2021

Section 1.1 in the CPTD Certification program for ATD is Communication. Section C reads, “Skill in conceiving, developing, and delivering information in various formats and media.”

I will share my process for injecting a great variety of communication tools in my leadership development work.

In a world where increasingly we do training and development remotely, it is imperative to spice up the content using a variety of communication methods to keep people from zoning out. Let’s apply this idea to several areas of leadership training.


Starting up

Have some kind of ice breaker or informal discussion to get people feeling comfortable with communicating openly. This activity is especially important if the group is just meeting for the first time.

Do not belabor this start-up ritual, but do provide some informal way to get things going. I like to go around the room and have all participants introduce themselves and state what they hope to get out of the training. Then I can make a comment.

For example, if one person says she wants to know how to build higher trust within her group, I might say “I’m glad you brought that subject up, Kathy. We will be covering the concept of building higher trust extensively in session two of this course.”

Brainstorms

You can get people involved by asking them to come up with a lot of ideas on a specific topic. You can work as a large group or put people into breakout rooms for more intimate discussions. If you do the latter, make sure to have each room appoint a spokes person who can report ideas generated to the larger group once people return.

Slides

The use of PowerPoint or some other form of content delivery is essential to keep things on track, but you must avoid the “death by PowerPoint” syndrome. Here are some rules I use to keep the PPT from taking over and putting everyone to sleep.

1, Less than 5 bullets on each slide and less than 8 words per bullet
2. Use a plain white background
3. Include a photograph (not clip art) to illustrate the concept being discussed. Be sure to obtain a license for each photograph used. If you can find something humorous or provocative to illustrate your point, that helps.
4. Never read your slides. Talk about the concepts and ask questions. Engage the group.
5. Move quickly unless you are embellishing the content with a story or some kind of gag.
6. Switch in and out of the screen share frequently to add variety.

Stories

Work to add stories (humorous or serious) to help illustrate your points. Keep the stories brief and always ask if anyone in the group has a story they wish to add.

Demonstrations

It helps to have some demonstrations with actual props. That practice engages the brain in a different way and keeps the mind fresh. I have several quirky demonstrations to enhance my training. For example, here is a brief video of a demonstration I call my “Trust Barometer.”

Illusions

I use magic illusions to break up the presentation and to keep people fresh. The illusions need to be very well done and professional, and they must bear some relationship to the topic being discussed. For example, in a module on managing change, I might do a coin trick to help illustrate it.

Videos

I have a collection of over 200 videos I can draw on to liven the discussion and give participants a break from listening to me. Some of these are humorous and others are inspirational. The feedback from participants is always that the videos provide excellent inspirational content in a different format. I generally try to work in a video during every couple hours of classroom time. The videos range in time from 5 minutes to 25 minutes.

Role Playing

I have frequent role play exercises where I send people off in pairs or triplets to act out a scene. This technique gets tricky, because I need to arrange different scripts for each participant. It takes advanced planning to pull this off, and I need to pay attention to who is in which room. For example, if the role play is between a supervisor and a problem employee, each person will have instructions that look at the situation from just their point of view. They are blind to the point of view of the other person until the role play begins.

Polling

I insert polls on occasion so participants get physically involved in the presentation. It is important to debrief each poll stating the conclusion that can be drawn.

Annotating

I use the various annotation tools to help provide emphasis on certain slides. I am careful to not overuse the technique frequently enough to annoy people. Perhaps one in 20 slides will be suitable for annotation in some form.

Chat

The chat room is an excellent way to get people involved or allow them to ask questions on the fly. The challenge here is to be able to monitor the chat while you are still facilitating the entire class. I find it difficult to keep up, so I normally appoint someone to monitor the chat and rotate the chore for each class to share the load.

Debrief

Always allow time at the end of a session to debrief. Ask the group what went well for them and what things I might have done differently. Listen carefully to the input and make the appropriate adjustments for future sessions.

Conclusion

Delivering the content in this variety of ways makes the class time go quickly and helps the group retain the material longer. Participants report having a “great time” while learning some important new skills.

Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, Leading with Trust is Like Sailing Downwind, and Trust in Transition: Navigating Organizational Change. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.








Building Higher Trust 9 Trust and Communication

February 13, 2021

Communication is one of the most foundational skills in any organization. Leaders spend a lot of time communicating with people in their organization, yet when workers are asked what the most significant blockage is to motivation, most groups report that communication is the biggest problem.

In this brief article I will explore the relationship between how well communication works in a high trust environment versus a low trust environment.

When Trust is Low

Even in a world where everyone is physically in one place, communication becomes chancy if there is low trust. People tend to hear what they believe the leader is trying to say rather than what was actually said. It is so easy to get the wrong flavor of a message, and the real damage is done because the leader often does not know that his or her message was misinterpreted.

When Trust is High

When Trust is high, people have an easy time hearing the real message and interpreting it accurately. In these cases, the leader can tell by the body language whether the workers have absorbed the true meaning. This is true both in person and virtually.
With high trust, people will not feel intimidated if they are unclear about the real message. They will feel free to ask a question for clarification because there is psychological safety, and they know a legitimate question will not lead to them feeling punished.

Working Remotely

The issue of accurate and believable communication is amplified significantly when we have a hybrid workforce where some people are working in the office but others are working remotely, sometimes even in another country, where time zone and cultural issues can exacerbate the problem. It is so easy to have the remote workers feel at least inconvenienced or at worst left completely out of the tight communication loop.

That is why it is imperative that all leaders redouble their efforts to communicate as much or more with the remote people as they do with the people close at hand. Try to beat down the “us versus them” issues that result in silo thinking.

Conclusion

When trust is low, communication is going to be chancy and difficult to control. This is true for all types of communication, including electronic communication. When trust is high, there is a much better chance for robust and acceptable communication. Trust becomes a significant enabler of effective and timely communication.


Bonus Video

Here is a brief video on Trust and Communication.

Bob Whipple, MBA, CPTD, 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 1000 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


Leadership Barometer 80 Lowers Credibility Gap

February 10, 2021

There are hundreds of assessments for leaders. The content and quality of these assessments vary greatly. You can spend a lot of time and money taking surveys to tell you the quality of your leadership.

There are a few leading indicators that can be used to give a pretty good picture of the overall quality of your leadership. These are not good for diagnosing problems or specifying corrective action, but they can tell you where you stand quickly. Here is one of my favorite measures.

Lowers Credibility Gap

In any organization, credibility gaps exist between layers. These gaps lower the trust within the organization and make good communication more difficult. The credibility gaps may exist for a number of different reasons. I will share a few common examples for clarity, but recognize there can be hundreds of different causes for the gaps.

1. Managers may believe most of the workers are not working up to capacity in order to have an easier time. The manager perceives a lack of dedication by the lower-level workers.

2. Workers may not trust the managers because they believe the managers are insincere or really just don’t care about the workers. They are in it just to make more money.

3. Non-local workers, or those working remotely, may believe the people at the main office have built-in advantages and perks.

4. People may think they are not being given the full set of information and that some vital points have not been shared, like a potential plant shutdown.

5. Gaps in communication between on-site and remote staff can create mistrust.

Fill in the Gaps

Great leaders have a knack for lowering these gaps, first by recognizing their existence, and second, by filling in believable information in both directions, up and down the hierarchy.

These gaps form much more easily in an environment where some people are working remotely, so extra care must be extended during those interactions. The cure is to increase communication with people when they are working remotely.

When there is tension between one layer and another, great leaders work to find out the root cause of the disconnect. It could be a nasty rumor, it could be based on a prior breach of trust, it might be an impending reorganization or merger, it could be due to an outside force like a new government restriction. Whatever the root cause will determine how the gap can be eliminated.

Conclusion

Excellent leaders take steps to reduce the problem while the gap is a small crack and before it becomes like the Grand Canyon. They help people breach the divide by getting the two levels to communicate and really negotiate a better position. Weak leaders are more like victims who wait until the battle is raging and the chasm is too broad to cross without a major investment in some kind of bridge.




Bob Whipple is CEO of Leadergrow Inc., a company dedicated to growing leaders. He speaks and conducts seminars on building trust in organizations


Talent Development 25 Organizational Development Strategy

February 8, 2021

Section 3.3 in the CPTD Certification program for ATD is Organization Development and Culture. Section A reads, “Skill in designing and implementing organizational development strategy.”

I will share my process for helping organizations establish a constructive pathway for organizational development. The process always starts with knowledge of the organization.

Research

You must be intimately familiar with the needs, desires, purpose, vision, mission, and values of the organization before starting to craft a successful OD effort.

Going in with a standardized or cookie-cutter approach may allow you to make some progress, but the end result will be far off the mark from one that is totally customized for this particular application.

Start by talking with people in the organization. For sure, you want to interview the top leaders and managers to get their ideas. You also want to interview several people at different levels in the organization, because the view at lower levels may be significantly different from that at the top.

Obtain any extant data that is available, such as employee quality of work-life surveys, grievance data, turnover stats by area, blockage surveys, and other data. These data are usually collected by the Human Resources Staff.

Collect Additional Data

You need more specific data before starting to design an OD program. There are many commercially available surveys you can use for this purpose. I prefer some instruments that I have developed over the years that allow me to assess what topics have the greatest need in this particular group.

The one I use most often is what I call the “Analysis of Leadership Training Needs.” This instrument is a broad look at what specific training modules would be most helpful for this particular population. A total of 56 different skill areas are on the survey, and each individual gives all of the skills a score of 0-3. Zero means there is no need for training on that skill. Three means there is an urgent need for training on that skill.

I have a suite of ten different surveys that I use depending on the data generated in the interviews. For example, if there is an issue with ethics in this organization, I have an instrument that will measure what types of skills need work.
If the group might be considering a merger or acquisition, I have an instrument that measures readiness for that. These assessments can be accessed on my home page www.leadergrow.com under “Services.”

Design Phase

Once the data phase is complete, it is time to start the design phase. You will need to select not only the topics to cover, but also the OD methods to use. In general OD activities fall into four categories. (There are others, but they are usually combinations of these four.)

1. Action Search
2. Appreciative Inquiry
3. Future Search
4. Whole System Intervention

Although the objective of each of these methods is the same, the viewpoint and methodology for each is different. I will give my personal views of the strengths and problems with each method from my experience. All of these can work. The trick is to match the leadership style and organization culture so that the one selected has the best chance of success in a particular case.

Action Search

Most organizations contemplating an OD initiative, do so because they are not satisfied with how things are going. If the current trajectory of business is meeting or exceeding goals, there is little impetus for change. The Action Search approach takes on a somewhat negative spin from the outset. The idea is to determine what is wrong and fix it quickly.

Appreciative Inquiry

This approach is the mirror image of the “action research” technique. The process starts by asking what is working well. Groups focus on what is going right rather than what is going wrong. The idea is to find ways of doing more of the right things, thus providing less reinforcement for doing the wrong things.

Future Search

In this process, the focus is on the vision rather than the current state. The idea is to get groups engaged in defining a compelling view of the future. When compared to the present, this allows clarification of the gaps between current practices and organizational goals. Outstanding vision is the most powerful force for all individuals and organizations.

Whole System Intervention

This is a kind of zero-based approach to OD. In this case, the activities of the organization are viewed through a “systems” approach. The emphasis is on getting a critical mass within the organization to redefine the business. Processes become the focal point for redesign efforts. This approach is less threatening than the action research technique because of focuses on the “what” and “how” rather than the “who.”

It is always best to work with a skilled facilitator whenever doing any form of Organization Development. Groups that try to navigate these choppy waters without the help of an experienced sea captain often end up in a bigger mess than when they started.


Bob Whipple, MBA, CPTD, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, Leading with Trust is Like Sailing Downwind, and Trust in Transition: Navigating Organizational Change. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations.


Building Higher Trust 8 Trust and Focus

February 3, 2021

It is quite easy to determine the level of trust within a group simply by observing what the people in the group focus on most of the time.

High Trust Groups

I have observed that very high trust groups spend the majority of their time and energy on what they are trying to accomplish. Maybe it is because high trust groups have an exciting vision they are pursuing.

Let’s say the group is coming out with a new product. If you listen to the conversations members of the group are having, they are going to be centered on the new product. That is what they are trying to accomplish.

If they are trying to accomplish better customer service, then that dynamic will dominate the conversations.

Whatever the vision is will be the main topic of discussion, and people will do very little griping because they have good feelings about the other people in their group. Those good feelings and affection tend to raise the level of trust even higher.

Low Trust Groups

By contrast, people who work in low trust groups seem to focus their energy on each other. They are myopic and talk about the problems they are having getting along.

You might hear one person complain that another person spends too much time on the phone or is frequently late to Zoom meetings. You may hear people that are stationed in different countries complain that the time zone differences make life very difficult for their families.

The focus becomes “how can I protect my own interests from these other people who have their own agendas.” The conversations become mostly negative and often are hurtful.

That dynamic tends to perpetuate the lower trust atmosphere, so it becomes a vicious cycle of negativity.

Conclusion

Listen to the conversations that are happening in your organization and see whether they demonstrate low or high trust. It will be an accurate indication of the current level of trust inside your organization.

Bonus Video

Here is a brief video on Trust and Focus.


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 1000 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