Let's Talk About TrustWritten by Nan S. Russell
I agree with Brooker T. Washington, "Few things help an individual more than to place responsibility upon him, and to let him know that you trust him." I agree with Mr. Washington because I've experienced trust. I've been on both giving and receiving side of equation, and I know first hand power of trust.That's what trust is. It's power. Power to transform an ordinary, everyday, OK place to work, into an environment where people are almost unstoppable. Power to unleash creativity, commitment, enthusiasm, and fun. Power to bring out energy, talents and gifts of individuals, to build teams, to achieve amazing results. Look around your organization. There's some division or department or work unit or team that's like that ... some pocket of excellence where people shine, ideas flourish, and exceptional work is achieved. That's where trust is. People work for people, not for companies. And no one needs permission to create his or her own pocket of excellence. Trust is not about them giving it to us. Trust is an action we can take. We start trust by giving trust. But, simple behaviors diminish it. The first question I ask when a staff member shows up in my office to tell me a tale of woe about a co-worker is a simple one: "Have you talked to them?" I can count on one hand how many times in twenty years of managing that someone said yes. Ninety-nine percent of time, person who is offending party was never told about issue before it was escalated to management. Will co-worker feel betrayed? I did when a peer went to my boss without giving me a chance to address their concerns, or informing me there even was an issue. Was trust diminished? You can bet on that one.
| | THE “SEVEN Cs”: PARTNERSHIP DANGER SIGNS - Conflict Becoming the Norm – Part 2Written by Dorene Lehavi
A series of articles exploring seven critical areas that can indicate a partnership is in trouble. Conflict Becoming Norm – Part 2 In a previous article, I wrote about how unresolved conflict can create havoc in your business and can often end in a failed partnership. Today, I share with you a story about a pair of clients I recently worked with. Sue and Vicki were partners in a service organization that thrived on new membership and putting on events. Sue and Vicki had been coaching with me for over a year and had learned well how to keep things running smoothly running between them. Now they were stuck on an issue that they weren't able to resolve on their own. They knew enough not to escalate it before their next coaching session. Vicki had decided that one of Sue's responsibilities had more appeal and status than some of her own. Sue enjoyed task and was loathe to relinquish it. In our session when Vicki pressed, and because they had developed deep caring for each other, Sue was ready to say a reluctant yes. Before allowing that to be unsatisfying resolution, I asked Sue to explain what task meant to her. She said that everything she did prior to that task was build up towards it and that completing task was closure to a job well done. Vicki had never looked at it that way. To her it appeared as an isolated task. It was a revelation and she had a different understanding, backing off of her request. Sue looked relieved. However, I wanted Vicki to feel satisfied as well, so I asked if any part of her responsibilities gave her that same feeling of fulfillment. She pondered for a few minutes and was able to affirm that a lot of what she did was that meaningful to her and she preferred to continue doing what she was doing.
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