CHOOSE TO TRUST

Occasionally, there are gaps between what we expect people to do and what they actually do.

We CHOOSE what goes in those gaps.

We choose to BELIEVE the best or ASSUME the worst.

Two things make it difficult for us to believe the best:

1. What I SEE.

2. Who I AM.

Developing a culture of trust is critical to the health and success of our organization.

Trust fuels PRODUCTIVITY.

A culture characterized by trust attracts trustworthy people and quickly surfaces those who AREN’T.

You will never know who you can’t trust until you TRUST them.

"The moment you feel the need to tightly manage someone, you might have made a hiring mistake." — Jim Collins

• You will never know who you can trust until you TRUST them.

• Trusting is risky. Refusing to trust is RISKIER.

• Trust enables an organization to move FASTER.

"Teams use trust as currency. If it is in short supply, then the team is poor. If trust abounds, the members of the team have purchase power with each other to access each other’s gifts, talents, energy, creativity, and love. The development of trust, then, becomes a significant leadership strategy." — Reggie McNeal

Developing a culture of trust begins with the leader.

Trust and suspicion are both TELEGRAPHED from the leader throughout an entire department or organization.

When you can’t choose to trust, you must choose to CONFRONT.

Concealed suspicion poisons the relationship.

The moment there is suspicion about a person’s motives, everything he does becomes tainted. — Mahatma Gandhi

The consequences of confrontation are far less severe than the consequences of CONCEALMENT.

To develop a culture of trust, leaders must be TRUSTWORTHY.

Five Commitments

1. When there is a gap between what I expected and what I experienced, I will BELIEVE the best.

2. When other people assume the worst about you, I will come to your DEFENSE.

3. If what I experience begins to erode my trust, I will come directly to you about it.

4. When I’m convinced I will not be able to deliver on a promise, I will inform you AHEAD of time.

5. When you confront me about the gaps I’ve created, I will tell you the truth.

Conclusion

Personal Evaluation

1. Are there people in our organization or in your department you have a difficult time trusting?

2. Is it your issue or theirs?

3. What can you do about your part?

4. What do you need to address with them about their parts?

5. Who do you sense has a difficult time trusting you?

6. Why?

7. What can you do about it?