Trust is “hot.” Today, more than ever, it’s increasingly recognized as an essential asset to break down silos, foster collaboration, deepen teamwork, drive engagement, and manage the never-ending process of change.

When trust is present, people step forward and do their best work, together, efficiently. They align around a common purpose, take risks, think outside of the box, have each other’s backs, and communicate openly and honestly. When trusting relationships are absent, people jockey for position, hoard information, play it safe, and talk about — rather than to — one another.

In all teams, trust will be built and trust will be broken. It comes with the territory of human relationships. It’s especially vulnerable during periods of rapid growth or change, or when the team is virtual.

It’s no secret that trusting relationships are what people most want and need at work. But despite the importance, need, and demand for it, teams struggle to build and sustain it for the long term. Why is that?

This article (available for download below) aims to provide answers and solutions to that very question by exploring:

  • Why it’s is nonnegotiable in teams — the business case for trust.
  • Why leaders turn to trust building.
  • The challenge of building it.
  • The Reina Dimensions of Trust: The Three Cs®.
  • How to use our Reina Team Trust Scale® to strengthen trusting relationships.
  • What it takes to sustain these relationships.

Read the full article (below) for more insights.

 
Authors
Dennis Reina, PhD., and Michelle Reina, PhD., co-founders of Reina, A Trust Building Consultancy, specialize in helping leaders deepen engagement and leadership effectiveness, manage change, raise productivity, and create environments of open and honest communication. Speakers, consultants, and coaches, they are co-authors of the award winning bestsellers Trust and Betrayal in the Workplace and Rebuilding Trust in the Workplace. Their suite of statistically valid and reliable trust assessments that measure trust at the leadership, team, and organizational levels support healthy relationships and superior performance. Among their clients: American Express, Johns Hopkins, Harvard University, Johnson & Johnson, Lincoln Financial Group, MillerCoors, Qantas Airlines, Turner (CNN), and the U.S. Treasury. Their work has been featured in New York Times, Wall Street Journal, Forbes, Fast Company, Bloomberg’s Business Week, Harvard Management Update, Inc.com, Time, and USA Today.

David Hudnut, MIA, is a Senior Faculty member at CCL. He is a lead trainer in CCL’s Leading Strategically Program. He also designs and delivers custom interventions; facilitating organizational leadership initiatives, change strategies, and culture work. Over the last 15 years, David has focused on multicultural leadership and team effectiveness. He is fluent in English, German, French, and Spanish, carrying out coaching, leadership training, and organizational development work in each. Additionally, he has co-developed and delivers a workshop that trains people in the special skills needed to become effective team coaches. He has hosted many World Café meetings with up to 350 participants, is also an Open Space facilitator, Future Search facilitator, and Dialogue (D. Boehm) and Appreciative Inquiry facilitator. David studied Political Science and Economics as an undergraduate at U.C. Berkeley. He received his Master’s Degree in International Affairs from the School of International and Public Affairs at Columbia University.

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