building relationships of trust

7/21/2019 Building Relationships of Trust

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BuildingBuilding

Relationships ofRelationships ofTrustTrust

R. Blair Condie, AAVPR. Blair Condie, AAVP

BYU Human Resource SericesBYU Human Resource Serices

BYU ControllersBYU Controllers!! Retreat, "ct. ##, #$$#Retreat, "ct. ##, #$$#



TRUST%TRUST%

&irm reliance on the&irm reliance on theintegrit', a(ilit', orintegrit', a(ilit', or

character of a person orcharacter of a person or

thing.thing.



Why are trustingWhy are trusting

relationships sorelationships soimportant in theimportant in the

workplace?workplace?



)*+ of pro(lems in)*+ of pro(lems in

the or-place are duethe or-place are due

to interpersonalto interpersonal

pro(lems, rather than pro(lems, rather than

lac- of technical s-ill.lac- of technical s-ill.



The connections e ma-e are hat pull usThe connections e ma-e are hat pull us

through hard times and gie meaning to thethrough hard times and gie meaning to the

good. Simpl' put, e need one another. /egood. Simpl' put, e need one another. /eneed connections that matter, connections thatneed connections that matter, connections that

are heartfelt. /e need to connect00orare heartfelt. /e need to connect00or

reconnect00to our friends, our families, ourreconnect00to our friends, our families, our

neigh(ors, our neigh(ors, our

communities. /e also need tocommunities. /e also need toconnect00or reconnect000to our pasts, ourconnect00or reconnect000to our pasts, our

traditions, and our ideals.traditions, and our ideals.11

ConnectingConnecting

2dard 3. Halloell, 3. 4., Connect , 5666



A human moment occurs an'time toA human moment occurs an'time to

or more people are together, pa'ingor more people are together, pa'ing

attention to one another. Theseattention to one another. These

connections are the -e' to hat countsconnections are the -e' to hat counts

in life, from a happ' famil' to ain life, from a happ' famil' to a

successful (usiness to a sense of innersuccessful (usiness to a sense of inner

peace, een to ph'sical health and peace, een to ph'sical health andlongeit'.longeit'.11

Human 3omentsHuman 3oments

2dard 3. Halloell, 3. 4., Connect , 5666



23"T7"8A923"T7"8A9

78T2997:28C278T2997:28C24aniel :oleman, Working with Emotional Intelligence, 566)



2motional Competence2motional Competence

Results in "utstandingResults in "utstandingPerformance at /or- Performance at /or-

4aniel :oleman, Working with Emotional Intelligence, 566)



2motional Competence2motional Competence

&or star performance in all ;o(s, in&or star performance in all ;o(s, in

eer' field, emotional competenceeer' field, emotional competenceis tice as important as purel'is tice as important as purel'

cognitie a(ilities.cognitie a(ilities.




THR22 3"ST 42S7R24THR22 3"ST 42S7R24CAPAB797T72S "&CAPAB797T72S "& 23P9"Y22S23P9"Y22S%%

< Communication S-illsCommunication S-ills

<7nterpersonal S-ills7nterpersonal S-ills

< 7nitiatie7nitiatie




:ood Communicators%:ood Communicators%

< Are effectie in gie0and0ta-e, registeringAre effectie in gie0and0ta-e, registering

emotional cues in attuning their messageemotional cues in attuning their message< 4eal ith difficult issues straightforardl'4eal ith difficult issues straightforardl'

< 9isten ell, see- mutual understanding, and9isten ell, see- mutual understanding, and

elcome sharing of information full'elcome sharing of information full'< &oster open communication and sta'&oster open communication and sta'

receptie to (ad nes as ell as goodreceptie to (ad nes as ell as good




The most effectie people inThe most effectie people in

organi=ations naturall' use theirorgani=ations naturall' use their

emotional radar to sense ho othersemotional radar to sense ho othersare reacting, and the' fine0tune theirare reacting, and the' fine0tune their

on response to push the interactionon response to push the interaction

in the (est direction.in the (est direction.4aniel :oleman, Working with Emotional Intelligence, 566)

7nterpersonal S-ills7nterpersonal S-ills



Those ith initiatie act (eforeThose ith initiatie act (efore

(eing forced to (' e>ternal eents. (eing forced to (' e>ternal eents.

Those ho lac- initiatie constantl'Those ho lac- initiatie constantl'

react react to eents rather than (eingto eents rather than (eing

prepared for them. prepared for them.


7nitiatie7nitiatie



/hat/hat!!s Belo the /aterline 3a-es thes Belo the /aterline 3a-es the

4ifference in Performance?4ifference in Performance?

Necessary for topperformance, butnot sucient

Underlyingbehaviors ofcharacteristicsmore critical

to “t,”satisfactionand success

TechnicalCompetencies: Easier toidentify anddevelop

Behavioral

Competencies: Harder to identifyand develop

Skills(e.g.,

presentationdelivery)

Knowledge(e.g., MS!"cel)

Social #ole(e.g., $eader)

Sel%Concept(e.g., & am aTeam 'layer)

Traits

(e.g., nalyticalThinking)

Motives(e.g., rive to

chieve) “ Promoting the Power and Potential of People.”Sinclair Communit' College. 4a'ton, "H. CUPAConference, #$$#.



Star PerformersStar Performers

and the 8ine /or-and the 8ine /or-StrategiesStrategies

Ro(ert 2. @elle', How to Be a tar at Work!" Breakthrough trategies #ou $eed to ucceed% 5666



Show-and-TellShow-and-Tell

Perspective*Perspective*

Self-ManagementSelf-Management

CoreCore

Initiative* Initiative* Cognitive AbilitiesCognitive Abilities

Technical CompetenceTechnical Competence

Leader Leader

-ship-ship

Team-Team-

WorkWork

Networking*Networking*

FollowershipFollowership

rgani!ational Savv"rgani!ational Savv"

Ro(ert 2. @elle' % How to Be a tar at

Work!

" Breakthroughtrategies #ou $eed to

ucceed% 5666



7nitiatie7nitiatie

5.5. 3anage the3anage the hite space.hite space.11 See- outSee- out

responsi(ilit' a(oe and (e'ond theresponsi(ilit' a(oe and (e'ond the

e>pected ;o( description.e>pected ;o( description.

#.#. Underta-e e>tra efforts for the (enefit ofUnderta-e e>tra efforts for the (enefit of

coor-ers or the larger group.coor-ers or the larger group.

.. &ollo0through to completion don&ollo0through to completion don!!tt

delegate to the (oss.delegate to the (oss.




&any Work Hard 'ut in &any Work Hard 'ut inthe Wrong Waysthe Wrong Ways

7nitiatie7nitiatie




PerspectiePerspectie

&or too man' people, ten 'ears of &or too man' people, ten 'ears of

or- e>perience is merel' the firstor- e>perience is merel' the first

'ear 'ear !!s e>perience repeated ten timesDs e>perience repeated ten timesD

there is no learning to moe in and outthere is no learning to moe in and out

of the (asic enironment, no leap toof the (asic enironment, no leap tothe perspectie a(ilit' that definesthe perspectie a(ilit' that defines

e>pertise.e>pertise.





You need to learnYou need to learn*$,$$$ pieces of*$,$$$ pieces of

information to (einformation to (e

come an e>pertcome an e>pert





< See- out learning e>periencesSee- out learning e>periences

that push 'our limits ofthat push 'our limits of-noledge-noledge

< 3a-e sure 'ou learn from it ('3a-e sure 'ou learn from it ('

internali=ing patterns and formsinternali=ing patterns and forms




8etor-ing 8etor-ing

8etor-ing can hae 8etor-ing can hae

dramatic impact on thedramatic impact on the

speed, Eualit', andspeed, Eualit', and

Euantit' of 'our output.Euantit' of 'our output.




8etor-ing 8etor-ing


Build a -noledge netor-FaBuild a -noledge netor-Fa

relationship tree of man' different -indsrelationship tree of man' different -indsof people representing man' differentof people representing man' different

s-ills and interests.s-ills and interests.



The BondsThe Bonds

That 3a-eThat 3a-eUs &reeUs &ree

C. Terr' /arner C. Terr' /arner



We all have a sense of theWe all have a sense of the

““to ays of beingto ays of being”” andandthe di!erences beteenthe di!erences beteen

them"them"

C. Terr' /arner % (he Bonds (hat &ake )s *ree

“ #o Ways of #o Ways of

$eing$eing””



707t707t

< /orried a(out self /orried a(out self

< Scarcit'0mindedScarcit'0minded< Resents othersResents others!! successsuccess

< 7nsecure7nsecure

< Sees others as rialsSees others as rials < ControllingControlling

70You70You

< 7nterested in others7nterested in others

< A(undance0mindedA(undance0minded< 4elights in others4elights in others!! successsuccess

< Secure, peacefulSecure, peaceful

< Sees others as friendsSees others as friends< TrustingTrusting


To /a's of BeingGTo /a's of BeingG

707t and 70You707t and 70You



707t707t

< 3anipulatie3anipulatie

< Concerned ithConcerned ithEuantit'Euantit'

< SelfishSelfish

<9onel'9onel'

< ReactieReactie

< :uarded:uarded

70You70You

< SincereSincere

< Concerned ithConcerned ithEualit'Eualit'

< SharingSharing

<SupportieSupportie

< SolicitousSolicitous

< "pen"pen

C. Terr' /arner, (he Bonds (hat &ake )s *ree





707t707t

< An>iousAn>ious

< SuspiciousSuspicious< &earful&earful

< RigidRigid

< Self0centeredSelf0centered< 4efensie4efensie

70You70You

< AssuredAssured

< TrustingTrusting< SereneSerene

< &le>i(le&le>i(le

< "ther0centered"ther0centered< AccommodatingAccommodating






%elf&$etrayal%elf&$etrayal




““ #he folloing chart #he folloing chart

illustrates the perfectillustrates the perfectcorrelation beteencorrelation beteen

various commonplacevarious commonplaceaccusations that self&accusations that self&

betrayers ma'e and thebetrayers ma'e and the

resulting sense they haveresulting sense they haveof being victimi(ed)of being victimi(ed)””




AccusingAccusing

udgmentudgment


7t!s 'our fault1

You!re not (eing fair1

"ur suppliers are unrelia(le1

The instructions eren!tclear1

You insisted on haing this -id1

Sense of BeingSense of Being

Victimi=edVictimi=ed

7!m suffering (ecause of 'ou1

7!m getting cheated1

/e ere preented from

meeting our production Euotas1

You made me foul up the ;o(1

8o m' hole career isgoing to pot1



CHA8:2 A84CHA8:2 A84

H"/ /2H"/ /2

R2ACTR2ACT



2ffects of Change2ffects of Change

GGAt the indiidual leel, change canAt the indiidual leel, change can

engender emotions and reactions thatengender emotions and reactions that

range from optimism to fear, an>iet',range from optimism to fear, an>iet',

challenge, resistance, am(iguit',challenge, resistance, am(iguit',

energ', enthusiasm, helplessness,energ', enthusiasm, helplessness,

dread, motiation, and pessimism.dread, motiation, and pessimism. http%II.microsoft.comItechnetIAnalplnImanorg.asp



2er'thing that can2er'thing that can (e inented has (een (e inented has (een

inentedinented11Charles 4uell, 5)66,Charles 4uell, 5)66,

4irector, U.S. Patent "ffice4irector, U.S. Patent "ffice



““Who"ants toWho"ants tohear actorshear actors

tal'*tal'*””Harry + Warner,Harry + Warner,

-./0, Warner $rothers-./0, Warner $rothers



““Heavier than airHeavier than air1ying machines1ying machines

are impossibleare impossible””2ord 3elvin, -4.5,2ord 3elvin, -4.5,

6resident, 7oyal6resident, 7oyal%ociety%ociety



ChangeChange

Change is fundamentall' a(outChange is fundamentall' a(outfeeling% companies that ant theirfeeling% companies that ant their

or-ers to contri(ute ith theiror-ers to contri(ute ith theirheads and hearts hae to acceptheads and hearts hae to acceptthat emotions are essential to thethat emotions are essential to the

ne management st'le .ne management st'le .11 eanie 4aniel 4uc-, &anaging Change% (he +rt of Balance,

Harard Business Reie on Change



To 7mproe 7s toTo 7mproe 7s toChangeD To BeChangeD To Be

Perfect 7s toPerfect 7s to

Change "ftenChange "ften11J/inston Churchill



ChangeChange

GGThe issue isnThe issue isn!!t hether ort hether or

not people haenot people hae negatienegatie11 emotions Ka(out changeLD itemotions Ka(out changeLD it!!ss

ho the' deal ith them.ho the' deal ith them.11

eanie 4aniel 4uc-, &anaging Change% (he +rt of Balance, Harard

Business Reie on Change

building relationships of trust

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