Training Industry Quarterly - Fall 2012 - (Page 13)

LeADershIp 2.0 | ken BLanChard and sCott BLanChard I can your peopLe TruST you? peopLe eiTher TruST you or They don’T or-nothing concept — people either trust you or they don’t. Conley suggests a five-step model to regain credibility if trust has been broken: 1. Acknowledge that there has been a breach of trust. Show the person that you recognize the situation exists. 2. Admit your part in the breach of trust. Own up to whatever you did that caused a loss of trust with that individual. 3. Apologize for it and make amends for whatever you did to break the trust. 4. Assess. Use the ABCD Model to evaluate what you did and which core elements of trust were broken. 5. Agree with the person on an action plan for what you’re going to do differently moving forward to help rebuild trust. Leaders must not use the “ostrich” approach of sticking their heads in the sand, hoping the problem will go away or improve on its own. That rarely happens. Most often, the situation gets stuffed below the surface where the lack of trust works as a persistent drag on performance. When people are distrustful they are less willing to extend themselves, make themselves vulnerable, or do much beyond simply what is expected of them. the Benefits of a trusting environment For leaders who address trust issues successfully, the benefits are many. At the individual level, leaders can expect to see higher levels of productivity, efficiency, creativity and morale. When there are high levels of trust, people are willing to invest their energy in achieving the goals of the organization rather than spending their time questioning decisions and gossiping about what’s going on in the rumor mill. When there are high levels of trust at the organizational level, companies experience increased levels of profitability, productivity, and retention of talent, as well as higher levels of customer loyalty. Scott Blanchard is the co-founder of Blanchard Certified. Ken Blanchard is the best-selling co-author of The One Minute Manager and 50 other books on leadership. You can follow Ken Blanchard on Twitter @KenBlanchard or @LeaderChat and also via the HowWeLead and LeaderChat blogs. Email Scott and Ken. 13 t may sound cliché, but people don’t care what you know until they know that you care. Employees increasingly value leaders who connect with the workforce on an emotional level. A 2010 Watson Wyatt report found that the most desired attributes employees wanted in senior leaders were trustworthiness (79 percent) and concern for the well-being of others (67 percent). But the reality is that today’s workforce remains largely disaffected and lacks trust in senior leaders. A 2011 employee satisfaction report from Maritz Research found that “Poor communication, lack of perceived caring, inconsistent behavior, and perceptions of favoritism” were cited by respondents as the largest contributors to employees’ lack of trust in senior leaders. As a result, the report identified that “only 10 percent of employees trust management to make the right decision in times of uncertainty” and only 12 percent believe their employer “genuinely listens to and cares about its employees.” Four Leadership Behaviors that Build — or destroy — trust Randy Conley, who heads up our trust practice, constantly reminds leaders that trust is not something that happens by itself. It is built by consistently demonstrating four specific behaviors using an easy-to-remember ABCD acronym. • Able — Does the leader demonstrate competence, expertise, experience, and capability in getting the desired results accomplished? • Believable — Does the leader walk the talk of a core set of values, demonstrate honesty, and use fair, equitable practices? • Connected — Does the leader interact with staff on a regular basis, communicate and share relevant information, provide praise, and give recognition? • Dependable — Is the leader accountable? Does the leader take responsibility for actions and consistently follow up? How would you score yourself in each of these four areas? Are there some areas that could use improvement? Remember — people cannot see your intentions. They can only see your behavior. no such thing as ‘i sort of trust you’ All four behaviors need to be in place to gain people’s trust. A leader cannot be strong in two or three areas and expect that people will give them a 50 percent or 75 percent trust level. Trust is an all- Training Industry Quarterly, Fall 2012 / A Training Industry, Inc. magazine / www.trainingindustry.com/TIQ http://www.blanchardcertified.com/Home.aspx http://www.twitter.com/leaderchat http://www.twitter.com/kenblanchard http://www.howwelead.org/ http://www.howwelead.org/ http://www.leaderchat.org/ http://www.trainingindustry.com/TIQ

Table of Contents for the Digital Edition of Training Industry Quarterly - Fall 2012

Training Industry Quarterly - Fall 2012
From Where I Sit: Learning Technology Market Segments
Table of Contents
Ad Index
Guest Editor: Supporting the Business of Learning
The Coherent Enterprise
Tracking Informal Learning with Tin Can
Can Your People Trust You?
5 Critical Skills to Survive Tomorrow
Expert Education: Training, Technology & SMEs
Cloud Transition: More to Consider Than Just Security
My Training Dashboard? Which One?
5 Gaming Elements for Effective e-Learning
Let's Get Multi-Platform Training Right
Casebook: Colorado Secretary of State's Office
Tracking Trends: Technology: Supporting Key Initiatives
Tweet Suite
Company News
Closing Arguments: Must-See Technology

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