Isn't it interesting that as you work with other company departments, chambers of commerce, outside consultants, even community grassroots groups, you sense that no one in those organizations trust each other.
Why is that? Trust lives as a collaborative mood for an organization and cannot be commanded to practice.
Unfortunately, trust is usually sent to the background and not given the attention it needs to live.
Trust can be lacking because power appears to be in control of others, not you.
This perception leads to the death of innovation and boldness.
Trust operates at two levels:
Credibility is a key element of trust on both the ethical and the management sides.
Without trust there cannot be an effective learning environment or an effective organization.
We must not confuse trust with naiveté.
Prudence must not be confused with distrust.
At the organizational level, we must find ways to overcome distrust and resignation.
The best way of doing this is to emphasize the importance of doing what you state you are going to do in every situation.
Each of us must assist people to transform their willingness to do what they state that is necessary actions to do; and, in the time frame they state it will be completed.
Trust can be instinctual or nurtured.
What's the difference? Ask a 5 year old if they trust their dad.
In healthy families, this is a complete unawareness for the child.
They do not distinguish the bond of trust for either parent.
Nurtured trust is the continual building and bonding of people, whether in families, neighborhoods, or professional organizations.
And, this process is not sales meeting or 'pep' talk.
Trust is built on non-accusatory statements or blame finding.
Certainly, there are procedures to correct company over-runs or miss-tooling errors; but, trust is an essential element of people connectedness.
When trust is broken or has gone away, it is usually directly related to:
Anytime in your life's journey is the right time to reflect on whether trust has become tarnished.
Take all the time you need to build trust, re-build trust, and polish up the areas in your relationships where trust may have the tiniest bit of rust starting to spread.
For coaches, trust is a key element of the coaching relationship.
The coach becomes the 'guardian' of trust for the client after permission is granted for coaching to begin.
This dynamic process is not about pleasing the client, or just providing comfort, or simply protection.
The coach must be bold enough to direct the conversation beyond the boundaries of these safe narrow spaces.
The interaction with the coach must provide the ultimate conditions of impeccability.
Impeccability is generated in two different realms: the coach's own performance, and theassessment of professionalism.
Professionalism is an element of trust and is re-enforced by the capacity to make and keep commitments.
The manner in which you, the coach, fulfill your commitments becomes the 'keystone' of trust in each engagement.
If you are coaching around 'Trust Rust' these questions may be useful: · Have you re-negotiated so many commitments that no one trusts your credibility or follow through now?What conversations do you need to have in order to re-build your trust connections? Remember, forgiveness on both parties restores trust.
· What resources do you need to keep your commitments? If trust is based on timely delivery, are you allocating sufficient time for your commitments to be met with other parties, consequently, helping their expectations become reality? · How will you design in flexibility so that you don't become de-railed and abandon your commitment process? What vehicle or mechanisms will keep you focused on the delivery of your spoken word, possibly Office Project, a desk calendar, a daily check of your delivery sources, a phone call with your financial advisor, or a weekly call to your parents? · How will you discard old inner stories that you couldn't achieve the proposed actions or plans because you were 'too old to learn' or 'too slow to learn'?How will you feel when you discard these stories and build new trust with other organizations, relief, freedom, anxiousness, excitement, independence? · What could be the larger contributions you make to the school district, your community, a policital effort, an environmental cause, or a global cultural negotiation by establishing trust with any of these organizations? What will be your legacy in this effort? · What if your future contributions to the world and yourself are dependent on an appreciation of yourself? How will you build trust within yourself? You are all you have.
"Trust your hunches.
They're usually based on facts filed away just below the conscious level.
" Joyce Brothers
Why is that? Trust lives as a collaborative mood for an organization and cannot be commanded to practice.
Unfortunately, trust is usually sent to the background and not given the attention it needs to live.
Trust can be lacking because power appears to be in control of others, not you.
This perception leads to the death of innovation and boldness.
Trust operates at two levels:
- Assessment of sincerity, truthfulness--the ethical side
- Assessment of capacity-the management side
Credibility is a key element of trust on both the ethical and the management sides.
Without trust there cannot be an effective learning environment or an effective organization.
We must not confuse trust with naiveté.
Prudence must not be confused with distrust.
At the organizational level, we must find ways to overcome distrust and resignation.
The best way of doing this is to emphasize the importance of doing what you state you are going to do in every situation.
Each of us must assist people to transform their willingness to do what they state that is necessary actions to do; and, in the time frame they state it will be completed.
Trust can be instinctual or nurtured.
What's the difference? Ask a 5 year old if they trust their dad.
In healthy families, this is a complete unawareness for the child.
They do not distinguish the bond of trust for either parent.
Nurtured trust is the continual building and bonding of people, whether in families, neighborhoods, or professional organizations.
And, this process is not sales meeting or 'pep' talk.
Trust is built on non-accusatory statements or blame finding.
Certainly, there are procedures to correct company over-runs or miss-tooling errors; but, trust is an essential element of people connectedness.
When trust is broken or has gone away, it is usually directly related to:
- Promises or commitments that have not been met or re-negotiated that result in the sense of betrayal, or
- Expectations were not stated and parties are held accountable for anything unknown to them resulting in resentment, or
- Prior history or invisible rules are in place that is not open to discussion now to create a new future resulting in resignation.
Anytime in your life's journey is the right time to reflect on whether trust has become tarnished.
Take all the time you need to build trust, re-build trust, and polish up the areas in your relationships where trust may have the tiniest bit of rust starting to spread.
For coaches, trust is a key element of the coaching relationship.
The coach becomes the 'guardian' of trust for the client after permission is granted for coaching to begin.
This dynamic process is not about pleasing the client, or just providing comfort, or simply protection.
The coach must be bold enough to direct the conversation beyond the boundaries of these safe narrow spaces.
The interaction with the coach must provide the ultimate conditions of impeccability.
Impeccability is generated in two different realms: the coach's own performance, and theassessment of professionalism.
Professionalism is an element of trust and is re-enforced by the capacity to make and keep commitments.
The manner in which you, the coach, fulfill your commitments becomes the 'keystone' of trust in each engagement.
If you are coaching around 'Trust Rust' these questions may be useful: · Have you re-negotiated so many commitments that no one trusts your credibility or follow through now?What conversations do you need to have in order to re-build your trust connections? Remember, forgiveness on both parties restores trust.
· What resources do you need to keep your commitments? If trust is based on timely delivery, are you allocating sufficient time for your commitments to be met with other parties, consequently, helping their expectations become reality? · How will you design in flexibility so that you don't become de-railed and abandon your commitment process? What vehicle or mechanisms will keep you focused on the delivery of your spoken word, possibly Office Project, a desk calendar, a daily check of your delivery sources, a phone call with your financial advisor, or a weekly call to your parents? · How will you discard old inner stories that you couldn't achieve the proposed actions or plans because you were 'too old to learn' or 'too slow to learn'?How will you feel when you discard these stories and build new trust with other organizations, relief, freedom, anxiousness, excitement, independence? · What could be the larger contributions you make to the school district, your community, a policital effort, an environmental cause, or a global cultural negotiation by establishing trust with any of these organizations? What will be your legacy in this effort? · What if your future contributions to the world and yourself are dependent on an appreciation of yourself? How will you build trust within yourself? You are all you have.
"Trust your hunches.
They're usually based on facts filed away just below the conscious level.
" Joyce Brothers
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