- Trust in the Workplace
- In a nutshell
- Common questions
- Common myths about trust
- Why trust is important
- Contractual trust
- Communication trust
- Competence trust
- Trust tips
- Broken trust in the workplace
- Rebuilding trust in the workplace
- Trust and individuals
- Your role in helping others
- Getting and giving support
- Case studies
- The Reina Trust quiz
- Want to know more?
- Why is trust important to business?
- If a leader engages his/her team in trust building, does that mean something is wrong or they are dysfunctional?
- How do you work with someone you do not trust?
- What do you do when you do not trust your boss?
- How do you confront someone who betrayed you?
1. Why is trust important to business?
- Business is conducted via relationships and working relationships drive business results.
- Effective working relationships are based upon a foundation of trust.
- In trusting work environments, there is open communication, willing collaboration, fluid information and knowledge sharing, and the support for one another that is necessary for delivering business results.
2. If a leader engages his/her team in trust building, does that mean something is wrong or they are dysfunctional?
- No, not necessarily. While there may be some issues to address, it is important to understand that trust building is a sign of healthy and productive teams.
- All high-performing teams meet to openly discuss interpersonal dynamics and trust related issues on a regular basis.
- High-performing teams address concerns or potential pitfalls in an upfront and timely manner.
- Trust is the fundamental basis of effective teamwork.
3. How do you work with someone you do not trust?
- Start by exercising the behaviours that build contractual trust– establish boundaries and manage expectations closely.
- Make sure that both parties (you and them) are keeping agreements.
- Set up regular checkpoints to ensure everyone is operating with mutually serving (win/win) intentions and actions versus hidden agendas.
- Follow up any inconsistencies in behaviour.
- Then, build communication trust – share information regarding what is working in the relationship; give constructive feedback regarding areas of opportunities and improvement.
4. What do you do when you do not trust your boss?
- If you cannot transfer to another unit within the company or another job outside the firm, then follow many of the steps in the preceding question.
- Minimise your exposure to your boss.
- Start with the behaviours that build contractual trust – establish boundaries and manage expectations closely – ask your boss what he/she expects of you and share what you need from him/her.
- Make sure you keep your agreements; question him/her when he/she does not.
- Set up regular checkpoints to meet to review status on work assignments.
- Then build communication trust – share information regarding what is working in the relationship; give constructive feedback regarding areas of opportunities and improvement.
5. How do you confront someone who betrayed you?
We offer this simple framework to help you clearly observe a trust-breaking situation and acknowledge its impact in order to confront someone who betrayed you.
- When: describe the situation or context regarding when and where the trust-breaking situation took place. Be specific. An answer may sound like:
Last Wednesday, when we were in our morning team meeting discussing the necessary resources each member needed to complete their part of the team project…
- What: describe the behaviour concerning the specific actions you observed, listing specific behaviours, not inferences. For example:
You took credit for my part of the project without giving me any acknowledgement of my hard work. The way you spoke, it was as if you did the whole project single-handedly. That was both misleading to the team and totally disrespectful to me.
- How: express the impact of the behaviour on you. Help the other person understand what was lost by their behaviour.
I was so angry that I could not voice my needs or express my perspective regarding my part of the project. Even though we are supposed to work together to bring this project to the next level, I wanted to have nothing to do with you.