About HRDQ-U Virtual Seminars
About HRDQ-U Webinars
Toxic workplaces are obviously unhealthy mentally, emotionally, physically and spiritually to leaders and their employees. There is also a heavy financial cost. One in five Americans have left their jobs in the past five years due to a toxic workplace. This cost is an estimated $223 billion in recruitment, according to a recent SHRM report on workplace culture.
A toxic workplace culture is the result of multiple layers of broken trust and betrayals starting with top leadership. 76% of people surveyed say their manager sets the culture. When a leader, who is self-serving, throws a tantrum, yells and screams at his/her people, they set the stage for an unhealthy and unproductive work environment. People will respond doing what they have to get by and/or they leave for another job. The company and leadership do not get the best that people can offer.
What is not so obvious is that these workplaces are often the result of the accumulation of minor, unintentional betrayals that add up and become major betrayals. These betrayals may not get addressed, but they do not get unnoticed. Small but hurtful situations accumulate over time into the confidence-busting, commitment-breaking, energy-draining patterns. What is important is how you respond.
No matter your vantage point, this working session offers a proven process to heal pain, rebuild trust and renew the spirit of relationships. This compassionate, practical approach will help you reframe the experience, take responsibility, forgive, let go and move on. You will feel safe to give yourself and your organization your best thinking, highest intention, calculated risk-taking and creativity.
Reina Trust Building® clients are universal in expressing the need for trust in the workplace has never been greater! Leaders are feeling the stress and consequences of rapid changes that are challenging to keep pace with and make sense of. Many of the changes are new – heightened safety protocols, increased layoffs, furloughs, pay cuts, and changes to working relationships and workplace dynamics.
In organizations where trust is high, leaders who display strong character, communicate honestly and often, and trust their and their employees’ skills and capabilities will thrive in these challenging times. Conversely, in organizations where trust is vulnerable or regularly eroded, behavior and productivity look markedly different, as do business results.
Trust can be earned and strengthened during these difficult times in a way that will define your “new future”. The work will get done well through relationships, and effective relationships are built on trust – trust of character, of communication and of capability. It begins with you. We look forward to exploring with you, the positive impact of building a trust-based culture at work.
Drs. Dennis and Michelle Reina are the pioneers of trust building in the workplace and for 30 years their global firm, Reina Trust Building® has been acknowledged as the World’s #1 Trust Building® Specialists. The leaders and teams Reina supports are communicating better, being more inclusive, attracting more talent, posting higher earnings, reducing unplanned turnover, measuring higher engagement, and building stronger trusting relationships. As a result, Reina helps these organizations achieve faster growth, confident leadership, stronger teams and soaring profits through a research-based, proven and practical approach, a unique suite of psychometrically valid and reliable assessments, and powerful developmental tools – all centered around trust building.
Reinas’ recognition and awards include the Global Strategic Leadership Award at the World HRD Congress in Mumbai, India. Their client list is a “who’s who’ in finance, technology, medicine, education, pharma, entertainment, public service and many other sectors. A sampling of clients are: American Express, Astra Seneca, Ben & Jerry’s, CNN, Gulf, Harvard University, Johns Hopkins Medical Center, Johnson & Johnson, Lenovo, Lincoln Financial, MillerCoors, Qantas, Starbucks, Toyota, US Army, US Treasury, Visa, Voya Financial, and Walt Disney World. Their thought leadership has been valued by readers of The NY Times, Wall Street Journal, Bloomberg’s Business Week, Fast Company, Forbes, Fortune, Harvard Management Update, Inc, Time, USA Today, and CNN, BBC and CNBC TV and radio.
As business leaders, in-demand speakers, consultants, workshop leaders and executive coaches, Drs. Dennis and Michelle co-founded Reina Trust Building®, to specialize in measuring, developing, and restoring workplace trust globally. They have co-authored two award-winning, best-selling books: Trust and Betrayal in the Workplace (3rd ed) and Rebuilding Trust in the Workplace.
Learn more about Reina Trust Building® at www.ReinaTrustBuilding.com.
Trust Building® as Tonic for Toxic Workplaces
Hi everyone and welcome to today’s webinar, Tonic for Treatment of Toxic Workplaces, hosted by and presented by Doctors Dennis and Michelle Rayna. My name is Sarah, and I will moderate today’s webinar. The webinar will last around one hour, and you have any questions, just type them into the question area on your GoToWebinar control panel, and we’ll answer as many as we can during today’s session.
When you see a chat symbol in the upper right corner of the slide, you’ll be prompted to use your questions box to respond to a question when you see a pulse and you’ll be prompted to respond to a poll.
Today’s webinar is sponsored by Reina Trust Building, considered the Pioneers in the field of workplace trust for 30 years. Reina has worked with leaders worldwide to transform their cultures and accelerate business growth through trust building. Gain research based, Proven and practical methods to measure trust. Build trust: foster collaboration, increase engagement, and drive superior business performance. Learn more about Reina Trust Building at www.reinatrustbuilding.com.
Today’s presenters are founders of rain and trust building Doctor’s Dennis and Michelle Rayna. Dennis and Michelle or co-authors of two best-selling business books, trust and betrayal and the workplace and rebuilding trust in the workplace. Dennis and Michelle help organizations achieve faster growth, habitant leadership, stronger teams. It’s acknowledged as the global pioneer and leading providers for this important developmental work. Readiness behavioral frameworks provide a common language for talking about trust and assessment methodologies to help people understand how their behaviors contribute to trust. Their approaches to Senate, holistic, and customized based on client needs.
Reina partners with their clients to co create solutions for pinpointing their deepest trust building opportunities so that people can take ownership of the quality of trust in the organization as businesses define their new future. Thank you, Dennis and Michelle, for joining us today.
And thank you, Sarah, for such a gracious introduction, and thank you all for attending.
Michelle and I are very excited to be here with you today. We’re going to have a very informative, engaging, and dynamic session.
Yes, thank you all so much to join this exploration of a topic that’s catching quite a bit of attention and that is around toxicity.
We all are living at a time in history that we all are sharing of unprecedented challenges and shifts and changes through it all. There’s one thing that has not changed and that is the need for trust. and the needs that people have to connect with one another and the benefits that come from that. But what are people talking about today?
You’re not talking about what they’re experiencing as trust they’re talking about what they’re experiencing as toxicity and the impact that toxicity is having on their particular workplace. So we’d like to begin by checking in with you and we’d like to hear have you directly or indirectly experienced or observed toxicity.
This is a quick poll at this simple yes or no, but we’d love to hear from you of you except serine directly or indirectly or have you observed toxicity.
And we’ll give everyone just a few more moments here to submit their answer.
OK, great, and I’m going to share those results now, 94%, 94% of the people on this call have experienced it, OK? So we definitely have quite a few people that is actually very consistent with our researches over 90% of the people that we’ve had the privilege to work with, experience, toxicity in it. It comes as an impact on as absolute to people and to business.
In fact, it comes at a cost that comes at a cost to business and it comes at a cost to people.
Let’s first take a look at what is the cost to business.
We would like to hear from you.
So put in your chat box, or I should say, in your question box, your comments, your insights, your observations. What have you experienced as the cost to business? The cost of the cost to business of toxicity please in the question box place your chat.
Great and we have lots of comments coming through.
Loris says, production, leases respond, loss of employees.
Charlotte said, What Sarah?
Karla says, Low morale, OK, so we heard loss of employ lots of employees, low morale, morale, productivity sounds very familiar.
Let’s take a look at how some of these impacts align with some of the research. Yes, Matter, absolutely. As a matter of fact, we can always look at the research to really understand what is the impact, the businesses, and what we’re finding? Is that toxicity clearly impact retention, the loss of good employees? What is the impact of productivity? Absolutely loss of productivity? And morale, all three of the ones that you articulated, we actually have concrete evidence. In fact, one study by Sherm found that $223 billion were lost over the last five years in employee retention.
Another study found that $431 billion a year was lost in productivity due to unplanned absences. Because when there’s a toxic environment, people tend to stay home. They don’t, they don’t really want to go into work into a toxic environment. So this this data helps us to really understand that there is a dramatic, tangible impact on business, but there’s also an impact on people.
Because at the center of toxicity is people, people who are working together with one another or not. So what is the impact on people?
What we find is there is an impact on people that takes a number of shapes and forms, and it has a dramatic impact on how people work together, how they collaborate.
Siloes tend to replace collaboration and teamwork, and there’s an impact on people’s, physical, psychological, spiritual well-being. People talk to us about feeling stressed, exhausted, feeling challenged to focus, and concentrate on the work in hand, riddled with frustration, and anxiety, around what’s going to happen next. And the tendency to look over our shoulders rather than looking forward and lost opportunities for growth and development. These are examples of the impact that people talk with us about, how does this relate to the impact you’ve experienced, either directly or indirectly, and we have our second poll, absolutely. So if you could bring that up, Sarah.
Yes, I have launched the poll, and everybody can take a few moments here again, to submit their answer.
What are you experiencing? And you can select more than one of these behaviors and select all that relate to you.
OK, just a couple more moments here and see the people streaming in their responses.
Great. And I will now share those results.
All right. 80% frustration, anger, anxiety, and 8% stress and mental exhaustion. Yes, and look at this 70% increase desire to leave our jobs. And there is an impact on how people work together you know there is at the core of toxicity is as Denison I have mentioned. It’s really people and this is what toxicity has, the greatest implications for its people. And what we find is when there is toxicity it does trigger feelings and emotions that can be deeply felt.
We find that perhaps the most significant loss is what’s described as the lack of compassion in a toxic workplace environment. Absolutely. because when toxicity is strong, it can really break a work environment.
It can, you know, where people are feeling judged, and finger pointed and blamed.
You know, in a toxic environment, the greatest one of the greatest losses we have found is there’s a lack of compassion and caring for one another that human connection gets sprayed. People do not feel respected. They do not feel honored for who they are and what they bring to the workplace, and they are not cared for or cared about. And so these are just some of the toxic implications of toxicity.
And these are, you know, very important for us to be sharing and acknowledging together, because it helps us to have an understanding and a perspective on the very serious implications toxicity has for the health and wellness of business, as well as the health and wellness of people.
There is a strong need in businesses for results. Of course, we all want the businesses that we’re supporting and serving, to perform and to have results it’s essential for business, to thrive, to sustain, to grow, that there are results that are being contributed. And what makes this has happened is people working together, hand in hand, and people, in relationship with one another have a need.
For Connection, Human, Connection, Trust is the catalyst, then helps to meet both sets of needs, the need of business, results, and performance and efficiency and effectiveness, and the need for people to connect on a human level.
Trust builds the bridge between that business need for results, and that human need for connection. What we have found from our 30 years of research and practice at Reyna trust building is that toxicity actually creates a fracture in that bridge.
And in fact, toxicity equals low trust and toxicity is often the sign, an indicator, that there are fractures that trust is either broken or eroded or in some way compromised. When silos are going up in collaborations is going down when people are feeling stressed and mentally and physically exhausted. When there’s feelings of frustration and doubt and confusion and an increased desire to leave, those are all signs and indicators of low trust. So for us, to truly understand trust as a tonic, for toxicity, we need to do the hard work first. Which is to understand, what is it that causes that low trust? How is trust broken?
But Dennis and I have found, is, there’s nothing more valuable than helping us understand how trust is broken, what contributes to its vulnerability, than our own life and our own life experiences.
So we’d like you to take a moment, please, and reflect on a relationship in your life.
Were you experienced low trust?
This might be a relationship from a personal point of your life, or a professional point in your life, but we’d like you to get that relationship in your mind.
Were you experienced low trust, or perhaps your trust was broken?
What behaviors did you experience that contributed to your trust being broken?
If you would write your comments, or insights, and observations or experiences in the question box, the behaviors, what behaviors you experienced that broke your trust, please, in the questions box.
Let’s see, we have Lisa, who said, Lies from my supervisor. Guys, yeah, Darcy says Backstabbing, yes, Backstabbing, absolutely.
Yeah. Stacie says, Selfishness of management.
Gina says, lack of follow up on Associates’ concerns, mm dishonesty.
Patrick did not stand up for me, but threw me Under the bus? Whoa, yeah. Communication, Judgement. Lies. No ownership.
Mmm hmm, mmm hmm, yeah.
So these are all experiences of behavior that, that actually does cause trust to break down. We hear the whole notion of backstabbing and selfishness. You know, what is that like to be in a relationship where the individual is more interested in themselves and their needs and their desires and their goals and their objectives. And looking good and sometimes at the expense of others. And have we not all pay the price of somebody who doesn’t follow through and do what they say they’re going to do?
And what’s it like to be on the receiving end of line where we often are on pins and needles? Are walking on eggshells with wonderment? Are we really being told the truth?
Are we being told a comfortable variation of the truth?
These kinds of behaviors that cause trust to break down does contribute to an emotional landscape, if you will, and when you’re in this relationship of low trust, how does it feel to be in that in that low trust relationship.
You would, again, put your comments in the question box.
Merita says, it’s unfair.
It’s unfair, absolutely.
cars as walking on eggshells. Oh, yeah. There’s das sting.
Absolutely, yeah, it’s isolating. Lisa says it’s hurtful.
Diane says, Frustrated, Mike says, Not feeling not valued.
You’re anxious, broken, hurt, belittled Yes, and all of these emotions, these are deeply felt. The emotions, you know, because trust is at the core of the human experience, and it’s at the core of the human need for connection. We feel these emotions very, very deeply.
And these are very indicative of what we have found from our years of research and practice in this field, is that people feel this very, very deeply.
And when trust is broken, there, there is a dramatic impact on one individual mentioned feeling exhausted and isolated. It is energy depleting when trust is broken, our energy is constructed contract it and we do feel exhausted, and people pull back. The back, they withdraw. And the looking over their shoulders, you because we’re not sure if harvest interest are being looked out for, we’re feeling in the presence of others who are a bit selfish. So we can become guarded in our communication and feeling the need to kind of pick and choose what are we going to say? Because we’re walking on eggshells, and not feeling valued. No. And the work itself becomes harder, more challenging. It takes longer.
Truth of the matter is the works of authors, and what’s unfortunate is that the lowest common denominator becomes the norm. People often feel betrayed. Yes. And we want to acknowledge that word trail. That’s a big word, but you know, for us to really understand toxicity and for us to discover trust as the tonic of toxicity.
We do need to understand that shadow side that causes trust to break down, which is betrayal through our research. And Denison I’ve been at this. Now, I think Sarah mentioned for close to 30 years. And by the way, we just celebrated 27 years of marriage, were still wearing. The glasses, the quality of trust, break down. What, what is Betrayals, though? We’re offering to you a lens that we call the Betrayal Continuum. And what this helps us to understand is, trust is broken in big ways, which we call major and small Sutter, subtle, which we call minor, simply look at the right-hand side of the side of the screen for a moment, major forms of betrayal. Our actions, steps that people take that have a dramatic impact in deep consequence to us, yeah. There may be times when they are intentional where an individual is knowingly aware of an impact of their behavior. But choose to do it.
regardless, it often in that is for self-serving purposes. And the unintentional is where there may have been an action, or a step taken that resulted in a dramatic impact resulted in a pretty significant breach of trust Yet. That was unintentional.
Quite often, we all tend to imagine that these major examples of intentional or unintentional breaches of trust are what contributes to a toxic work environment but does have discovered quite the opposite. Through our years, what we’ve learned in working with teams and leaders all over the world is that it’s minor, small, subtle, intentional or unintentional forms of behavior. They cause trust to break down some of the examples you all mentioned, where there is perhaps some back biting, some gossipy, some finger pointing team. Somebody didn’t come through, you know, how many of us worked late one night, how many? We worked through a weekend. Or had to actually give up some vacation time because somebody didn’t come through for us? Or have we been looking over our shoulders because, you know, we hear people talking about one another, and we just wonder, what are they saying about me?
So often these small, subtle forms of the breach of trust that we call minor betrayal often gets swept under the rug, you know, in, and of themselves. Each Act appears somewhat innocent human. Beings were always inclined to extend Gray’s extend benefit of the doubt. We want to always give somebody a second chance.
Yeah, what’s important for us to be aware of, is when these small, seemingly innocent asks continue to unfold, and they continue to be practiced again.
And again, over time, they have in a cumulative effect, and the cumulative effect breeds toxicity.
Any roads that delicate fiber of trust in relationships and compromises both the results that business needs, and the human connection that people star for 90% of the time when trust is compromised. We as people, are not even aware that our behavior is contributing to toxicity, but they add up, and they accumulate. and they become as powerful and as impactful as major betrayals. It’s these minor, unintentional ways that trust is broken that are the most insidious because they creep up. They often don’t get addressed. What they don’t go unnoticed, or I’m felt, or I’ve felt particularly if you’re on the receiving end.
So we’d like to hear from you. How does these perspectives relate to your experience? And we have another poll on a scale of 1 to 5, 1 being not at all, 2, 5 being very much.
So, if you would jot down, how did these perspectives relate to your experience? Please begin.
Great. I’m launch the poll. Again, everybody can just take a few moments here to submit their answer.
Just a few more seconds here.
OK, great, and I will share that.
All right. So as it shows 40%, very much, so number five, and a close 30, 6%, number, 4, 23.
Somewhat for number three, percent, 1%, 1%. So, yeah, people here clearly on this call have experience anywhere from three, to most of us, 4 or 5.
And that is very much indicative of our research and what we have found in our work.
Helping organizations move through toxicity, and I think I think the poll results do help us to, to see and to acknowledge that we all have varying experiences. And in the key contribution that Dennis and I would like to offer to you all in this call today, is that it is behavior, and sometimes small acts of behavior that contribute to, others being hurt or disappointed or let down unintentionally. Yeah, our actions that we do need to pay attention to. because they have consequences. None of us by and large gets up in the morning and sets out to behave in ways to contribute to the breach of trust. But because we are human, we’re going to trip up in there are going to be those behavioral patterns.
That caused trust to be compromised and that can contribute to toxicity.
When we’re in that environment, often people can feel frustrated as we’ve mentioned, confused, it’s energy depleting and people can also feel helpless and hopeless. And as though they have no control whereas with Dennis and I have found through the years is that we don’t have control over what’s happening around us. We do not have control over how other people behave with this D or how or what they do.
We do, however, have control over our choice in respond and response and when trust has been broken and those emotions are being stirred within us.
There are some who may choose to remain locked in those feelings and emotions of anger and frustration. And some may actually become bitter over time and cough a little bit of an attitude and have a sense of entitlement.
And in that choice to be locked into that pain and that frustration is the quality of victim.
But there’s another choice that we can make, which is the choice to step into, the disappointment, the hurt, the letdown, the pain, and to work through it.
And the only way is to truly step in and work through it.
And when we take that choice, we’re actually choosing life. We’re choosing the future, and we are choosing the ability to learn how to trust again, and how to renew the spirit of relationships, and restore collaboration, and teamwork with Dennis. And I would like to do, is introduce you to a roadmap, a pathway, that helps you to actually exercise that choice, and move through that disappointment in that frustration to rebuild trust. And what you see here on the screen is our seven steps for rebuilding trust.
And these seven steps, as Michelle had mention, provide a roadmap. And it’s a tool to really help process the toxicity and all the broken. The ways that trust is broken each and every day to really begin to rebuild trust.
Because at the core is healing and renewal, and these steps begin with first, observe and acknowledge. What’s happened.
What caused the breakdown to happen in the first place, and what would that impact the cause and the impact to you, and to others? And to make it safe, to be able to talk about this, and our allow our feelings to surface.
Because, let’s face it, we’re dealing with loss when there’s a breach or break of trust is a loss, and it needs to be, in some way, shape, or form greed and through our talking about it, through support, we can actually begin to step through and work through it to really understand and gain perspective of what is happened.
And, because, and through this, we’re able to reframe the experience, can blame to problem solving. Take responsibility. And, you know, it takes courage to take responsibility, but take responsibility for what’s our part in the process, or what is not our part as well. And then, of course, forgiveness and Forgiveness is working with talking about here is our inner work and we all have inner work to do, but in doing so, we’re able to let go and to move on to be able to let go of the pain and the and the past and begin to move on to a new future.
We’d like to bring these steps to life a bit more fully for you through a story.
We’d like to tell you the story.
one team, and how they moved through these seven steps to rebuild trust within their team and to deliver results for their company.
This is the story of a operations team of a global airline.
And when we first met this team, they were struggling devised their boss. The Vice President, who was the leader of this team, was perplexed because the team consisted of talented people, but they weren’t really working together. They were working at odds with, rather than with one another.
They were responsible as a team for a pretty significant initiative of an IT Assistance Integration project that they were leading for their company. And it was stalling out. and the deliverables were at risk.
They also had just received their engagement results, and the scores had declined for the second year in a row.
So, the pressure was on, the team was struggling, and, as you can imagine, there was, they certainly were in their own space of frustration.
So the first step, the team took, what to observe and to acknowledge what they had been experiencing that were contributing to some of their challenges.
And because when, whether you’re in a personal or professional business relationship, when there’s a breach of trust, we need to understand what, what was the breach, and what was the impact of both the business and the culture. And we need some objectivity. So, we introduce the team to a tool, which is called the Team Trust Scale Assessment.
And this was a tool to help them to gain an objective, honest perspective on what it was that they were experiencing, because, let’s face it, trust is too important to be left to blind assumptions or guesswork, and the leaders, particularly, in this case of this, global airline, needed to understand where trust stood.
So, the team trust scale, we equip them with this team trust scale, and they were able to identify, based upon these three dimensions of trust. This is what the teen trust scale measure. They were able to identify and learn where trust stood, and what they realized is they were in the low end of trust for scale.
So with the benefit of three dimensions of trust in 16 behaviors that helped the team to have an objective and concrete understanding of what trust meant, the behaviors that built it. And they were able to discover along this scale from very low to low, moderate, or high.
That they actually reported themselves as having a low level of trust. But with the benefit of the data, they were also to gain some additional perspective on what was contributing to trust being low. And I think based on the earlier comments from this group, these are going to be very relatable to that. Absolutely, because they really discovered the behavioral patterns that were impacting trust and contributing to the toxicity and their work environment.
They notice the sidebar conversations, and the gossip in the back biting that were hurting them, and the meetings before the meetings, where they weren’t open and honest in the meeting with each other. But, in fact, they were jockeying for position and really undermining one another.
So this lack of constructive feedback, all of these were some of the reasons why trust was so low in this team, and impacting their ability to deliver results. And then actually, there were feelings and emotions that the team had, the benefit of the team trust scale. We gave them a safe environment and some objectivity, to talk about the range of feelings that they experienced anywhere from confusion to her, to disappointment and anger, and the feelings that disconnection from one another. They lost that.
But through all of this, what was very interesting and almost even surprising is, they actually felt relieved.
They felt relieved because finally, everything was out on the table. There are issues and concerns were known or understood, and they felt safe to talk about them. Talk through and work through their issues. In fact, they gave each other permission, if you will, to duke it out in the meeting versus extractable constructively together, and help the honest, open dialog, and debate. But, you know, it’s, it’s something that often, teams, experiences. When there are challenges, people all know about it, but are we really talking about it? So, with the benefit of having data in their hands, in it, in an objective perspective, and a process and the methods that made it safe. The team was actually relieved and felt safe to be even more open and more honest with one another, with the benefit of support. You know, rebuilding trust is a journey. We all need support.
The team made the decision and made a commitment to support each other. They made a commitment to give one another, the benefit of the doubt, to extend compassion, and cut each other, some slack, and to work on assuming positive intent. And they made a commitment to receive the support, that their team leader was providing to them. It made a commitment to engage in team coaching, and to engage in Team trust, our team, trust work, out sessions that would help them become equipped with skills and tools.
And they made a commitment to use their experience as a steppingstone to reframe where they could look at what opportunities they could create to strengthen trust, and learn, and grow, and what new future they can create for themselves. What was also very important about this reframing experience is they shifted from blaming, blaming one another, and their leaders to problem solving, and they zeroed in on their strengths.
And what they realized is they all wanted the same thing and they were committed to the organization that took pride in what they did. In fact, this organization was very representative of their country.
And they looked for opportunities to deepen that collaboration. And through that, they had real conversations to really understand each other’s roles and responsibilities.
That wasn’t a major turning point for this team, you know, because, as we heard from this group, people can feel very frustrated. And people can begin to withdraw and check out, and can begin to question, is this the place where I want to be, is, is this really a hole for me, Can I do my best work here? And all of those were thoughts and consideration on this, this team’s mind, but when they reframed and looked at the strings, it was very empowering for them when they weren’t able to discover that.
You know, we all really do want the same thing, and we all are committed, and we all have pride in them. to do that work, to consider, how can we take responsibility. You know, as a team, with the benefit of knowing, we do want the same thing, and we do care, and we do take pride. What? What is ours now, to own?
The team? went through some very thoughtful consideration and intense soul searching, and asked themselves what, you know, what can we focus on? What specific behaviors that if we give our intention in focus and dedication to, will really help us?
So, they returned to the three dimensions of trust, and those 16 behaviors that give us a reference point for how we can show up and behave to build trust.
The team selected two specific behaviors in the trust of communication: dimension: to work on, give, and receive feedback, and speak with good purpose.
They made the decision to focus on those behaviors together, and to recognize with one another, this was going to require some experiment.
We were going to have to practice and trying on new ways of talking with one another of experimenting with how do we put issues on the table and work through them. They made the commitment to help one another practice. It was OK to be a little bit awkward and a little bit clumsy.
And they all committed to participate in team trust workouts where they really learned skills and pools and getting some reference points to really learn how to practice these behaviors. And they gave each other the benefit of the doubt. Yes, yes. And they made the commitment to monitor their progress.
They really wanted to know how they were doing, what progress in games. So, they establish the milestones, and they establish. So check in points.
And in their ongoing working sessions, they touched point two to check in with one another. And then, at the nine-month mark, they made a commitment to engage, and the team trusts scale, again, so they could quantifiably monitor their progress. And what they found was, at the nine-month mark, they actually went up 51 points. That was 14% increase.
And that was pretty phenomenal for this team, because what was interesting was all 48 questions of the TTS, the Teen Trust Scale, went up. Anything from two points to 117 points. And the air. You stay focused on giving machine feedback, and speaking with good purpose, went up the highest, 115 points, and 117 points, respectively. Know, what this really shows dentist is, is what can truly happen when a team becomes aligned. Then they become aligned in their understanding of what trust means when they become, they exercise the courage to become aware of how they are actually showing up in behaving when they give themselves. The benefit, and the gift of data, to know objective, Lee. And it gives them a safety net.
The other thing that we found that this, that this story illustrates is this team focused on two behaviors in a very diligent way, but trust went up. all the way around. It shows the power of what occurs through trust building when we become aware of our behavior.
When we make choice around how we’re going to show up, and we go to work, and learn how to practice those behaviors together, and this is some of the comments, this is actually real live data, right, from the feedback report, this is some of their comments that were more aligned, and working together on the same page, are willing to talk through the issues, and work through concerns.
And they, they stopped worrying about what was going on, be held behind their back, because the team felt that we now have each other’s back. Right. They no longer felt themselves jockeying for position with one another. They felt aligned, and they no longer felt left out, and on the sideline, because they noticed they were getting input from one another.
So collaboration, deepened, teamwork was, was alive and well, and the team made a commitment, you know, to keep on working to keep working on it continue to focus on trust, and their behaviors, and how they showed up. because we must remember, they shared a commitment to their organization, they shared a point of pride in their roles, and they wanted to make a difference for their organization.
And they each of their own, in working together, because let’s face, it begins with, trust begins with you, and they more aligned. They were more aware of themselves. And they were more working on their own issues, as well as the interpersonal issues.
So, let’s take a look at what, some of the results. So, so, T, right? What do they make happen as a result of Strengthening Trust? So, this isn’t just a nice thing to have, this is sound business.
And what these people realized and actually achieve, The IT systems integration project that they were working on that was behind budget, was delivered on time and on budget.
Second of all, this team saved one million dollars in strategic planning efforts through efficiency and effectiveness.
And remember, that engagement survey, or, I should say, assessment that they took, they went up. That was declining, for two years, in a row, they went up nine points, which was double what they had promised the organization. So these are just some of the business results that they achieved and prioritizing trust, build in what it’s an example of the business results that can be generated through the deepening of the human connection and building that bridge between that human connection and those business needs for results. The deepest, some capabilities, you know, they had, they had tools to strengthen their awareness and they made a commitment to continue to grow in their awareness. They have the benefit now of a language and an understanding to talk about trust related issues and open, honest, and transparent ways.
They have the benefit of three dimensions of trust and 16 behaviors. They became their guideposts on how they were going to behave, to build trust, how they were going to behave to collaborate.
This became their tonic for toxicity, and as a result they grew through trust and produce results. Were their company and a satisfying environment for themselves and their team. And they grew in their own awareness. Absolutely. So we’re going to give you an opportunity to really take a look at and practice starting with, observe, and acknowledge what’s happened. So from our research, we found that in teams, hundreds and hundreds of teams that we have assessed over the years. These are the five top trust building struggles.
Dressing breeches of trust directly, speaking with one another, avoiding gossip, giving constructive feedback, and getting defensive when receiving.
Feedback. This is another poll, so we would like to hear from you. We’ve been talking quite a bit over the last few minutes. We’d like to hear from you.
How do you, how does these struggles relate to you, if you would, Sarah, please help us out with the poll.
Launch the poll. Again, you can select as many as you see that resonate with you, and we’ll give you a couple of moments here, again, to submit your answer.
Great, getting great participation in the poll, Sarah. We are yes, and we’ll give it another few seconds here for any last-minute respondents.
great, and I will share those results now.
OK, alright, so 61% of you are addressing breaches of trust directly, the next one is 56% of speaking directly with individuals’ when you have an issue or concern. In, turns out, of course, 53% of you, in getting defensive, when receiving feedback, mentioned, that was an issue of concern, giving constructive feedback, 47%. And then, of course, avoiding gossip, 45%.
So these are pretty strong, ruggles, that you all are wrestling with, and you know what most workplaces are.
But this is a start you know, a start to rebuilding trust is, is this courageous step two, observe and acknowledge and pay attention to what is actually contributing to the breakdown of trust. What is contributing to toxicity with the benefit of this particular data on the slide? It gives us some perspective, that these are struggles, that all team have, learning how to put issues on the table, learning how to address breaches of trust directly, learn how to speak, with good purpose, and to avoid gossip.
Tough work, that is tough work, but the starting point is acknowledging this is where we struggle, a key component to rebuilding trust to support. We all need the support. In the story of the global airline, we shared with you some examples of the support they gained for themselves, the utilization of a team trust, skill assessment. They gave them an objective neutral, very powerful starting point. Helped them to be able to zero in on what they were going to focus on and move into collaborating with one another. And the support, they were able to give, and receive … skills, and tools, and develop new ways of working together. We would like to provide you with support as well, because what this team experienced is something you can experience as well.
We’re going to be opening up for Q and A, very shortly, but before we do that, we want to make available to you a few things.
Again, in the spirit of your support, for all people who have attended this Webinar and registered, we’re delighted to offer a 30-minute consultation, to help you more fully explore what you might be experiencing. You’ve heard us talk about what remarkable shifts can occur through the utilization of data. So we’re going to be equipping you with the quizzes that will help you have an experience of data, as well. You heard us talk about the utilization of an assessment, the supportive back, global airline team. These are things that are available to you also.
So the 30 minute consultation, we hope that you’ll take advantage of that. You may have questions on your mind. You may be wondering, gosh, what would trust building look like in our organization? How might I gain access to that team trust assessment? How could I talk to my boss about trust? Gee, would it be possible for me or my colleagues to become certified in these assessments to 30 minutes open consultation available to you to talk about anything that would pertain to a tonic?
For toxicity in your workplace will also give you an opportunity to actually give you a glimpse into your own trustworthiness. We have a range of trust quiz that’s a sampler, but it’s derived from are valid and reliable psychometric resounds, trust, measuring assessments, so you will get an actual feedback report. You will learn, you will get a score, you will alert, you will get a feedback report. It will give you some tips, it will give you some insights. It will give you some things to do. So, you don’t feel the need to write everything down that Dennis scenario telling you because we’re going to send this information to you. And we are really hoping that you take advantage of this quiz because we developed it for you and to give you value and some tangible data that will help you take positive action. And you also have an opportunity to participate.
And our Trust Assessment Certification program, which is actually coming up the start of it, the end of this month. And it’s a modular format that we start out with, foundations of trust building. And then you have your choice. You can pick a leadership, trust assessment, team trust assessment, or an organizational justice assessment. And attend on those various days is marked. And, again, you’ll be receiving this wide along with the others, so that you don’t have to write everything down, and we still have some seats available for that program. And we’re thrilled that currently, we have people, I think, from poor countries. 4 or 5. Yeah, yeah. So, it will definitely be a global, a global experience. Absolutely.
And then, of course, we also have our trust workouts. And this will be our first virtual trust workout developing your leadership trustworthiness and that’ll be happening in early November, yep.
And there will be a three-hour program and this is the first time we’ve offered this to the open public and we’re doing it because we know this work is so needed, especially this time. Absolutely. And of course, we have to keep books that we’ve written for You Trusted Trail, which is our flagship book and Rebuilding Trust in the Workplace which focuses on the seven steps that we reviewed with you today. And of course, we’ll be sending you a case story, another case story of another organization and her team. And what she did to go through the steps to rebuild trust, Senior Vice President of Human Resources Yolanda, Conyers for Lenovo.
It’s a very powerful story of she and her team, and I think that’s one of the most powerful ways that we can learn is through stories and examples and experiences of other people. And Yolanda was so gracious and her team so gracious to share their story. And so we’re excited to share that with all of you. And of course, last, but definitely not least, stay tuned for another exciting episode. We have session webinar number three right here, with our beloved HRG, Sarah, on October 14, from 2 to 3 PM Eastern, daylight savings Time. And the link for registration is at the bottom of your screen, so develop your leadership trustworthiness, game changing results.
So this will be focused on leadership and what leaders can do to build trust and to build a high trust workplace environment. So, we will be focusing on that in October. So we’re giving you plenty of opportunities to participate in any way you choose to get the part and get support. Absolutely. And with that in mind, I’ll turn it over to Sarah for Q&A.
Yes, So, we have some time remaining to have a Q and A, and you can just type your response into the questions box, and we’ll get to as many as we can. We have maybe, time for about three questions, here. And Dennis and Michelle, we did have a question come in from David, and David’s question was, what’s the best way to counter the actions of the creator of the toxic behavior, when they are not seen as a perpetrator of the toxic environment? But, rather, the recipient is expected to rise to the higher rate.
Sarah, can you read that question one more time, please?
What’s the best way to counter the actions of the creator of the toxic behavior, when they are not seen as the perpetrator of the toxic environment?
But rather, the recipient is then expected to rise to the higher role.
I think what I’m hearing here is, is that that dynamic, where there’s a person who is behaving in a way that’s contributing to toxicity, they don’t know it. But the person on the receiving end is being asked to rise above, right?
Right, and that even though they’re not a originator, they contribute to that toxicity and therefore, become part of that toxicity.
Yes, I think this, this is, wow, such a pervasive example, you know, a person who is contributing to Toxicity but does not know it, is not aware of it, and other people essentially are being paid the price. Now there’s a couple of ways of being able to respond to this. You’ve heard us talk again and again about the trust assessments, because they are just so powerful for being able to support exactly this from happening, is creating a safe environment for a team or an individual to become more aware of their behavior, as is the airline team.
When they receive that feedback report in a working session, they were all able to have a safe environment to consider how their own behavior was contributing to that toxicity. The leadership trust assessment gets to that as well, above and beyond the assessments.
This is where there really does need to be the support for teams and people to acquire skills and tools to learn how to step into this kind of a situation. Where feedback can be provided when people can have an opportunity to put the issue on the table, express their concerns with positive intention, and to be able to move through them. In our Trust Leadership Trust worked out that we’re going to be offering in November. We’ll be getting into that more fully, but this is a very complicated situation, which I do want to acknowledge, which is why we have the assessment to help deal with that. And then also, the trust workout methodology to equip people with skills and tools to have these kinds of conversations. Sure.
Because the start of building trust there, is the start of their own awareness. They may not even be aware that they’re contributing to this toxic environment. Yeah.
Sarah, we have another question, because I think we still have two minutes.
Yes, and the next question we have for you is What kind of time investment do people need to make to improve the environment based on trust?
You know, it’s The time investment, you know, really varies quite heavily based on that particular situation.
We find that with the utilization of assessments, the rebuilding and the building of trust is dramatically accelerate now. Because there is nothing more powerful than the benefit of data.
To give a team and objective perspective and to help them have a very safe container to see where we really are at What are we doing well that we want to leverage and build upon? And where are we potentially unknowingly and unintentionally getting in our way, and holding us back, with the benefit of that perspective, in the team, being able to focus in a very razor sharp way On what they’re going to go to work on.
Impact is accelerated.
Now it’s an ongoing journey. So there will be the need for the team to continue to pay attention, and have due diligence. We’re never done building trust in our life and our workplace relationships, but in a matter of weeks and months, a team can have very dramatic, positive results when they step in and engage in this work together, because leaders need data, and data speaks.
Great, thanks, Sarah.
I think we have time for one more question, and this question from Megan, and Megan asked, how do we work on forgiving and moving on when the other person won’t admit wrongdoing that that is a great one, and I’ll take a first crack at that one. You know, forgiveness is a very much an individual endeavor.
And you might have people all around you who clearly need to forgive, but they never do, you give the gift to yourself. Forgiveness is about letting yourself off.
Know, I used to think forgiveness is about letting the other person off the hook. The truth of the matter is, it’s really the gift that you give yourself because it frees you up of the baggage of finger pointing and blame. The other did me dirty. They did me wrong, etcetera, etcetera. And what you absolutely want to do is for yourself of that, and that’s what the true value of forgiveness is. It’s for you and yourself. If they engage, great compassion is the key compassion, and for yourself, and only in the, it’s the hardest thing when the other person is not willing to take responsibility. In case you’re doing your own inner work. Yeah. But what we find, through our own experience ourselves, is compassion.
Finding a way to look at that other person through the lens of compassion. It doesn’t necessarily mean that you may be able to restore that relationship, but through compassion, we can find a way to actually forgive that, which brought harm to us. Was a beautiful question. Thank you so much for asking it, Thank you.
Great, and that is all the time that we have for today. Thank you, Dennis and Michelle, for joining us today.
Thank you, Sarah. We look very much forward to sending the materials on to the group that we’ve promised so people can keep their eyes and ears open, because support is coming your way. Absolutely.
Anyone warning us today?
Yes. Thank you all for participating in today’s webinar, happy training.
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