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With REVOLUTIONARY WORKPLACE team building and High Performance Teams development, trust plays a vital part in creating cohesion, connection and collaboration.

At least one-third of working Americans apparently plan to jump jobs when the economy gets better. and their main reason cited… 48% claim a loss of trust in their organisation. This startling revelation from research conducted from Ethics & Workplace Survey by Deloitte.

This research also reveals that about 65% of Fortune 1000 business leaders believe that TRUST will be a big factor in the potential increase in employees jumping jobs.

A key finding from the Edelman Trust Barometer research, an annual survey on business trust and credibility reveals that for the first time in recent history, trust and transparency are more important to corporate reputation in the USA than the quality of products and services.

The Edelman survey reports that CEOs rank close to last on the list of trusted spokespersons for the organisation!

Seems our GREEEDERS have lost their credibility and power to truly lead with honor, integrity and dignity….

Broken trust and-  betrayal menu

Major breaks in trust and ongoing betrayals  in the workplace has cause a serious rift in capitalisms’ shiny shield.

From companies abusing worker trust with layoffs and right sizings to leaders committing crimes, corruption and credibility suicide.

Minor breaches in trust and small betrayals, such as back biting, gossiping, undermining, finger-pointing, and taking credit for coworkers efforts, are more frequent than big betrayals.

Even the little betrayals destroy trust incrementally over time.

The steady accumulation of these “small” betrayals becomes a serious challenge, impacting highly negatively on people’s connection, confidence, commitment, and energy.

From our experience and research, up to 80% to 90% of staff reports that they are impacted by the effects of reducing trust daily.

The real deal is this… betrayal is a universal experience: we have all felt betrayed at some time…  We have all betrayed our word at some time.

The real issue is this… it keeps taking longer to rebuild trust after each betrayal.

Trust–or no trust.  When workplace trust is low, it impacts all aspects of culture and performance. The consequences come with serious costs.

There are serious reductions with productivity, passion, performance, and profits.

Employees reveal that their feelings  and passions at work are blunted. “My heart isn’t in this place anymore” or “I just look out for myself.” Team members confess, “We’ve stopped thinking big and taking risks.”

And leaders report “a real loss in energy, passion, and creativity.” (Some even sheepishly utter the words, “I hope we make it.”)

Broken trust won’t magically disappear, however, and the process of rebuilding it can’t be short-circuited.

A seven-step process for leaders

Trust is easy to break and hard to repair. Yet, as a leader, in the absence of trust, your vision and objectives are virtually irrelevant.

The good news is that there is a proven seven-step process, drawn from two decades of research, for taking concrete, constructive, and compassionate action. By practicing these seven steps, you can muster courage, mend broken trust, and move forward with a more engaged and energized workforce.

1. Observe and acknowledge what happened. When trust is broken, most people experience the impact as a loss–the loss of what was or what could have been. Tune into how employees are responding to that loss. Acknowledge their experience, listen to what’s important to them, and demonstrate that their views matter. Be sure to interact face-to-face, plus use tangible tools such as organizational surveys and special instruments that measure trust.

2. Allow feelings to surface. Provide people with nonthreatening environments to express their feelings and begin to work through them. Focus groups, team meetings, and one-on-one conversations can all be helpful in creating safe, ongoing forums and ensuring that employees’ emotions don’t go underground.

3. Get and give support. Help people recognize where they are stuck and how they can shift from blaming to problem solving. Also, make sure that no one is moving ahead blindly. Share key information and insights to help employees feel involved and “in the know.” And seek support for yourself, too, perhaps through fellow leaders, a mentor, or an executive coach.

4. Reframe the experience. Put the experience into a larger context. Help people to see the bigger picture, such as the business reasons behind a set of decisions, and to consider the individual choices and opportunities now in front of them, including potential benefits.

5. Take responsibility. Own up to what is yours to own. Determine the lessons learned and the actions you can take to improve the current situation. Hold yourself accountable, plus help others take responsibility and hold themselves accountable, too.

6. Forgive yourself and others. Forgiving doesn’t mean excusing; it means acknowledging the impact of broken trust and then agreeing not only to move through it but also to learn from it and do better going forward. Ask people, “What needs to happen for forgiveness to take place?” Additionally, ask yourself the same question if you need to forgive yourself.

7. Let go and move on. There is a difference between remembering and “hanging on.” Employees may not forget what happened, but they can choose to look forward rather than stay stuck in the past. Help people in letting go and moving on with a sense of shared responsibility

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