1. Building a Culture of Trust
HR Florida
August 29, 2011
- Donna Burnette
“The ability to establish, grow, extend and restore trust with
all stakeholders - customers, business partners, investors,
and co-workers - is the key leadership competency of the
new global economy.”
—Stephen M. R. Covey
Welcome to the Trust
Workshop
ABC Organization
• People manipulate or distort facts
• They withhold & horde information
• Getting the credit is MOST important
• People Spin the truth to their advantage
• Many operate from a hidden agenda
• Blame game…badmouthing others
• Water cooler talk, people are ‘two faced’
• Overpromise, under deliver
• Excuses…violated expectations, cya,
• Leaders commonly skirt the real issues

2. XYZ Organization
•Information is shared
•The focus is on getting results
•People are loyal to the absent
•People talk straight, confront real issues
•Real collaboration, real communication
•Share credit abundantly
•No meetings after the meetings
•Transparency is a practiced value, people are
authentic
•High degree of accountability
•Great respect for people
What’s it like to work in your NEW organization?
• What % of your time is focused on the real work?
• What is your ability to partner...internally? Externally?
• How are sacred cows dealt with?
• What is innovation like? Collaboration?
• Do the decision makers get the data they need?
• What are meetings like?
• What about Ethics...is it compliance or do the right thing?
• What is turnover like...or attracting top talent?
• What is the span of control?
• What kind of systems/processes are developed?
The Trust Tax
Trust Speed Cost
=

3. The Trust Dividend
Trust Speed Cost
=
Building a Culture of
Trust
•Changing Language
•Changing Behaviors
The 5 Waves of Trust
“As trust is manifest in each successive wave, the
effect of trust becomes cumulative and exponential.”
—Stephen M. R. Covey
The Case for Trust 6, 7

4. The 4 Cores of Credibility
4. Results
Competence
3. Capabilities
2. Intent
Character
1. Integrity

5. “Self Trust” Scenario
Sal is an experienced project
manager known
for her no-nonsense
management style. She
has an excellent track record
for getting projects finished
and on budget.
Her team members get the
job done: she sees to that.
They don’t seem to last long,
though—she’s had to replace
a lot of people over the years
—and the ones who stay
with the firm rarely get
promoted.
Self Trust
“Self Trust” Scenario—Discussion
In small groups, discuss this question:
Which of the 4 Cores might Sal need to work
on to increase her credibility?
Self Trust
4 Cores of Credibility -
Self Assessment
www.speedoftrust.com

6. 21
Managing Trust Accounts
•Deposits
–Increase the amount of trust in a relationship
•Withdrawals
–Decrease the amount of trust in a relationship
© 2004, 2005 CoveyLink
Trust Cards on Your Chairs
© 2004-2007 CoveyLink

7. Straight Talk
The 13 Behaviors of High Trust
Relationship Trust 20
Video: Organizational Trust
What to watch for:
How systems create or destroy
trust in organizations.
Organizational Trust

8. Thank You!
- donna@speedoftrust.com
“Nothing is as fast as the speed of trust.”
—Stephen M. R. Covey