Develop Leadership Trustworthiness for Game Changing Results

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Hi, everyone, and welcome to today’s webinar, Develop Leadership Trustworthiness for Game Changing Results, hosted by HRDQ-U, and presented by Doctors Dennis and Michelle Reina.

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My name is Sarah, and I will moderate today’s webinar. The webinar will last around one hour. If 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.

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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.

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When you see a poll cymbal, you’ll be prompted to respond to a poll.

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Today’s webinar is sponsored by Reina Trust building, considered the pioneers and field of workplace stress for 30 years. Reina has worked with leaders worldwide, transform their cultures and accelerate business growth through trust building. Reina’s clients gain researched based, proven and practical methods to measure trust. Build trust, foster collaborations, increased engagement, drive superior business performance.

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Learn more about Reina Trust building at www.reinatrustbuilding.com.

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Today’s presenters are the founders of Reina Trust Building, doctors Dennis and Michelle Reina. Dennis and Michelle are co-authors of two best-selling books. Trust and betrayal in the Workplace and Rebuilding Trust in the Workplace. Dennis and Michelle help organizations achieve faster growth. Cabinet leadership, Stronger teams and soaring profits, acknowledged as the global pioneer and leading provider for this important developmental work. Right as behavioral frameworks provide a common language for talking about trust, and assessment methodologies help people understand how their behaviors contribute to trust, their approaches systemic, holistic, and it’s customized based on client needs.

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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.

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Thank you, Dennis and Michelle for joining us today.

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And thank you, Sarah, for such a warm and gracious introduction, and thank you all for coming.

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Both Michelle and I, here today.

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We have a very engaging, very informative, and, quite frankly, a fun workshop working session for you and we’re going to get started right away.

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And we that, yes. Thank you all so much for being here.

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And we’re going to kick off with our first, you know, dialog to explore this whole aspect of leadership trustworthiness, then there is the need for leadership trustworthiness today more than ever around the world.

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And we’re interested in hearing your thoughts around why today, leaders really do need to be paying attention to trust and why might that be? We’d love you to please share your comments in the questions box. Please give us all an opportunity to hear from you.

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Why should leaders pay attention to trust, particularly today?

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See what we have.

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Ah, sure. We’re getting some good comments here.

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So, Sarah, if you could chime in and help us out here, I’m having a hard time reading. Some of them, I’m noticing, it creates stronger teams, Gordon, so that’s Alicia. And then Gorringe, you can’t lead anyone if you do not trust if they do not trust you. Absolutely. Michelle says, if people don’t trust you, they will follow your lead.

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Ah!

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Relief as it makes everything easier.

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John says people want to know things clearly.

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Helps employees and the folks they serve feel safe Asia also says people feel like they belong.

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Yeah, hmm.

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Sonya says trust us historically low within society. Hazel says, Effective leadership for employees.

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We have many more coming in, but those are a few good ones. Yeah, that’s fantastic.

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And I noticed Lisa trust is important while working virtually.

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Yeah, I think that it’s highlighting the virtual world is highlighting just how essential trust really is and to learn about one another. Yep.

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Yeah, these just really highlight, know, the myriad of reasons why it is so essential that leaders pay attention to trust. And I think that one comment, as you can’t really effectively leave, anyone know, if there is not trust at play, is the beautiful summary of it all.

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And when trust is present, there is increased effectiveness and efficiency, and deeper levels of knowing one another.

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And this virtual world, I think really highlights how important those relationships are and how important that is that leaders foster trust, What I have found through our work and the privilege to support many, many leaders around the world, there are business results that leaders are ultimately responsible for the delivery on strategic initiatives. The, the, the delivery to ensure that business is healthy, and vital.

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and growing and producing leaders are in a role to deliver results for the businesses they are leading, but the, the, the chat that we just engaged in really highlights that behind the need to drive those results for business. Are people, right?

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Working together, and those people are human beings, and as human beings, people have a need to connect with one another. Trust is the ingredient that supports leaders to lead in a very holistic way, and trust helps leaders to see is that component that that leverages those needs for results.

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and that human need for connection leaders today that are effective, and that are supporting collaboration and leading people into the future, are those leaders who are leading holistically.

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Trust is the bridge that supports both.

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The business need for results and the human need for Connection. Trust Build, that bridge, to that holistic leadership. Absolutely, Michelle and trust, lives, systemically, within organizations. Trust lives and breed systemically.

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While it begins with me, it begins with you, begins with each and every one of us.

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It’s through that, the trust of the leader and their team that really helps spur that trust holistically and systemically throughout the organization.

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A recent, actually, your recent HBR study, a 10-year unprecedented study, actually revealed what great executives know and do.

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And in this study, what they found is that these executives, that, the key dimension, that separated the best from the best of these leaders from the second best, The key dimension that separated these leaders was their ability to reach beyond the superficial was their ability to create and form mutually serving, beneficial, trusting relationships.

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Trust doesn’t happen by accident.

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It takes concerted, conscious, and consistent effort to build trust. In our relationship, in this, this study revealed that the most effective leaders, the best of the best were those that were very intentional.

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They put forth the effort and took very deliberate steps to build those strong, deep relationships, and they did it from a place of authenticity, yes, they did it from a place of valuing relationships and caring about their people and knowing how essential those relationships are. Not just to delivering results but supporting people.

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To be their best, and to do their best in supporting people, to learn and grow over the course of time.

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And, absolutely, Michelle, and what we know to be true, is that business is conducted via relationships. And trust is the foundation of those effective relationships.

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That, and it’s because leaders care about their people, as you had mentioned, and they invest in the relationships. Because work gets done via people.

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People working in relationships, and, and those relationships that produce results.

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Those relationships that support people, to do their very best, and to be safe, to take risks, and take some chances, and to think outside of the box, and to move into soon new territories and new arenas are those relationships that are based on trust.

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So we’d like to go further into this, and more fully tap into your own experience.

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But Dennis and I have found, through our research, is that when people trust somebody, when they are in that relationship, that is experienced and perceived as trustworthy, people are willing to go that extra mile.

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They’re willing to bring forward their very best, their soundest intentions, their strongest effort, and their willingness to collaborate with others, and support others to do their very best. In that high trust environment, people are really not just out for themselves, know. They’re out for one another, and they’re looking out for one another, and they’ve got each other’s back.

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And there’s nothing that someone won’t do for a leader who they know that got their best interest and the heart of the business in mind. And people are inspired to go that extra mile.

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How does that resonate with your experience?

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So, we have our first poll, yes, CERA, Alright, so if everyone can take a few moments here to submit their answer.

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OK, great.

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And I will now share those results, OK.

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So, we have 49%, OK, almost 50% agree, 33% strongly agree, So here we’ve got 72%, actually, what am I saying, 82% that say that they either agree or strongly agree.

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And then, of course, 11 are neutral, but only eight disagree maybe, 92% are either neutral or a grace are always other things that are at play, that as well, there are other circumstances and other dynamics and other attributes and traits, but what we have found is, and the Harvard B Harvard Business Review study has found is how essential those relationships are. So, let’s keep going a little bit further and we’d like to share with you some additional research findings from our work around the world over the last 30 years, and some insights that we’ve been able to glean.

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So, here we have from the 30 years, can you believe that 30 years that Michelle and I have been solely focused on trust building. Very young. We started very young, now, is five years old.

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Ah.

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And that we, we totally looked at this topic from the inside out, upside down, for sure.

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but what we have found is that when a leader doesn’t isn’t trustworthy or they are what, what happens with pay, they’re surprised. There’s a price to pay. It comes at a cost and the consequences.

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When people perceive the leader is not trustworthy, they pull back, they actually withhold those best effort and they withdraw … Church, cetera. And, you know, here’s a list of some of the behaviors that are displayed when people do not trust their leisure.

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They may be resistant. They may dig in their heels. And, you know, always see sometimes dentists in a row.

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When people are with the leader that they don’t trust, or not fully trust, or even with one another, is they’re more inclined to go through the motion, absolutely. No. They may say what they think their leader wants to hear rather than what is their full truth.

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And when a leader is speaking at times, people may second guess or doubt what that leader is sharing, or they may doubt the guidance and direction that they’re receiving from the leader, and they may begin to pull back and withdraw. So their very best efforts get withheld. Yes, absolutely. And again, we have another poll.

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We would like to have you identify those behaviors that, um, when a leader is untrustworthy, what are some of the behaviors that you might practice that relate to you or your experience? Please begin.

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Yes, and again, we’ll give everybody a few moments here to submit their answer.

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And you can select as many responses that are and you see fit.

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Right? Yeah, they resonate with you.

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And your experience or what you observe and the others of what happens when people experience or perceive that their leader is not fully trustworthy.

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OK, great! I’m going to share those results now.

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Right, wow, 78%. We withdraw we disengage. Yeah. We pull back absolutely, 67%.

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We doubt, or second, guess, that leader, 52%. We hope to withhold our best efforts.

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And that’s exactly what you said, Michelle and 44% Oh no, actually say only what they think their leaders want to hear.

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Yes and what we found through this This is I so appreciate the honesty and candor here in.

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These are really important points of view and results to pay attention to because today in our world, we really do need there to be a level of safety for people to do their best work and to talk about their needs and their concerns and their issues, and to take some risks and to try some new things and particularly do it in this remote environment. Yes.

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And when this leader is not viewed as trustworthy, you know, the status quo can takeover. And work is no longer a fun place to go.

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And we’re not feeling the degree of joy and satisfaction that we otherwise might be feeling.

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When a leader is viewed as, excuse me, down, if they need a little help, advancing this slide is when a leader is not perceived as trustworthy, people do. They hold back. They disengage but now let’s take a look at what happens when the leader is …, what’s the other side of that coin, is a high level of trust.

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So when the leader, when they are aligned, and they do highly trusted leader, these are some of the behaviors people aligned with that, leaders decisions, they bring up issues that they may have, and they feel safe enough to bring up those issues with that leader.

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They get in the trenches, and they work together, and they collaborate with one another, and they grow in their confidence of themselves, in their confidence that their co-workers, because the high trust Leader Influenzas the entire environment.

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So people not only grow in their commitment to their leader, they grow in their commitment to the purpose of your organization, the purpose of their team, and they’ve grown your commitment to their colleagues, within their teams, and across their enterprise. Then they’re willing to give their best work, and then they embrace.

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You know, they embrace change as opportunities to learn and grow when a leader is perceived is. As a high trust leader, yes, but before we do that let’s hear from folks.

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We have another poll, and so, we’d like to hear from you, again, based upon leaders that you highly trust.

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How does these relate to you, and what are actions or behaviors that you may take?

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Please begin the poll now.

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So, again, take a few moments here to submit your answer and select as many that apply.

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Now, they, doing their best work is definitely coming out. The highest, isn’t that interesting.

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90%, yeah.

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Oh, 89. Now, it’s going back and forth. But there are some really high percentages here.

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And I’ll just share those results now, OK?

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Show 89%.

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Do their best work, are confident and committed, 78%. Bring up Issues directly, so they feel safe enough to bring up their issues. 72% to get in the trenches together, to collaborate to work through Issues and solve problems together. Oh, 73%, they embrace change as an opportunity to learn and grow than 72%.

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And then, 54% they align with the leader’s decisions. Now, that isn’t always the case.

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But they definitely bring out their best work. And as we saw, that, 8990% of the people who really shared.

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And of course, what we know to be true, is that, when we highly trust the leader, we’ll go the extra mile, we will do whatever it takes to produce those desired results.

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And there’s that, that degree of confidence, in an alignment and commitment to the present state in the future direction of the, of the organization. And that’s a real gift, actually, that high trust leaders bring to their people is actually creating that environment of confidence and commitment in forward thinking.

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So what does it take, you know, for, for a leader to earn the trustworthiness of others. What does it take?

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What we’ve found through our research is that there are four catalysts that that resonate very deeply with high trust leaders. First there’s a conviction.

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A very strong conviction that high trust leaders have two people, and two relationships. They don’t just build relationships because they think it’s something they should do. It’s not something that they cross check off a list as a as a task.

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It’s building the relationship that they invest in, because intrinsically they value people, and they value relationships, and they care.

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And trust requires growing in one’s awareness, and being tuned into how I’m showing up, how I’m behaving how I’m bringing myself to others. And high trust leaders lead from an inner place of courage.

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In inner place of courage to cultivate those high trust relationships in their willingness to be reflective.

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Their willingness to grow in their own awareness and be tuned into how they’re bringing themselves to relationships with others, how they’re showing up, and behaving.

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And high trust leaders recognize that you know, sometimes life can get tough.

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And work is not always easy, particularly in this environment where we’ve all been thrust into the unknown, and the uncertainty, and high trust leaders know that we’re all going to trip up.

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We’re all going to make some mistakes. Occasionally we may not always come through 100% of the time.

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But a high trust leader brings compassion.

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They are willing to use disconnects, or missteps, or mistakes as opportunities to learn and grow.

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Compassion is the vehicle where high trust leaders are not out to blaming.

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They’re not into Finger pointing are always willing to extend the benefit of the doubt to look at extenuating circumstances, and to use compassion to create an environment where it is really safe for people to be human, and where it is safe for them to support one another in deeper levels.

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And the high trust leaders are not looking out just for themselves.

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They are in service to something that is greater, and bigger than themselves.

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They are in service to their community, to their customers, to their stakeholders, to their constituents, to the health of their organizations. These are cabalists that reside within a leader, and these catalysts support them to actually show up and behave in ways that are experienced as trustworthy.

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And so what are those ways? What are those behaviors?

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Dennis?

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And I would like to segue in introduce you to a constructive trust that is rooted in our years of research, that we call the three dimensions of trust as we introduce you to these three dimensions.

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We’d like you to be listening for what the SNC meaning of those dimensions are, and the behaviors. that a leader practices to actually bring those dimensions alive.

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With the understanding and the heightened awareness, that it is business, all business is conducted through those relationships.

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So, how do we all behave?

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Because there are leaders within roles, and leaders with, with responsibilities.

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But each and every one of us sitting here at this moment in time is a leader. We are a leader of our own thoughts, a leader of our own outlook, and we all are leaders of our own behavior, and trust begins with us. We all need it.

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We all want it, and Dennis and I, and our team are devoted to the belief that we all deserve it.

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Yet trust is reciprocal.

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So high trust leaders actually give trust. They extend trust because they know. And they understand to have a high trust relationship. We have to be willing to give trust.

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In order to get trust, it is built incrementally step by step over time.

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The three dimensions of trust define three specific dimensions. So the first is trust of character. We do what we are saying.

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We can, we do, and we are able to rely and depend upon one, another.

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trusted communication. We communicate openly, and honestly, and transparently with one another, it basically defines how we speak with each other.

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And thirdly, trust and capability. We not only acknowledge the skills and abilities and talents and expertise of our people, but we leverage their skills and abilities, and we help them learn and grow.

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So let’s take a deeper dive now into each of these behaviors and the dimensions and what they, what they look like.

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So here’s trust of character, have you ever had your expectations misunderstood or understood?

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How are they playing out to people that you want them to know?

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Are people certain about their expectations? That they are certain, about what you want them to deliver.

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And have you ever been let down, because you didn’t get what you needed?

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The essence of trust of character is that people do what they say they’re going to do, and they’re able to rely on one another.

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Some of the behaviors that contribute to trust and character are managing expectations.

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Do we are we clear about the implicit expectations and making them explicit, establishing boundaries, particularly during these working remotely, and in this cold climate.

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How our boundary shifting and what are the roles and responsibilities that are shifting and repositioning themselves. And high trust leaders bring clarity to that, they bring clarity to what people expect to need from one another and in a.

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In a high trust leader, people know what that leader expects of them, and what they expect from that leader, and that high trust leader delegates appropriately when they delegate.

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They ensure their people are set up for success, that they’ve got the resources, and the latitude and the autonomy.

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And that high trust leader is always looking out for the success of their people through those mutually serving intentions. Sure, they want to do a good job, and they want to be successful, but not at the expense of anybody.

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Oh, absolutely, and they’re willing to invest in those relationships, and, of course, they, when they delegate these leaders, they not only give their people the responsibility, but they give them the authority, and the resources, and they keep agreements, and they keep agreements they do, and what they say they’re gonna do.

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Boston, our brain is, they are consistent in their behavior, these are the behaviors that contribute to trust of character, And when there is trust of character present in that relationship, and that team, people are aligned, They understand where they’re going, and they’re aligned to move in that direction, to gather. absolute.

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They’re aligned around goals, and objectives, and vision and mission in this trusted character develops a foundation that supports the acceleration of growth and supports the acceleration of collaboration.

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The second dimension of trust, distrust of communication, it opens the door for no reflection on how willing.

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are any of us to share information with others? Are we willing to freely share it or are there some who have a need to kind of hold back a little bit? And what process of discernment do we go through?

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When we’re deciding what information to share and what information to hold back?

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Trust of communication establishes how people really talk with one another. How we’re engaging with each other into personally.

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High trust leaders foster an environment where information is shared: people have access to what they need to perform their roles efficiently and effectively. And people feel safe to tell the truth.

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To tell the truth about thoughts, feelings, opinions, or even to tell the truth about the status of a project if they’re behind on a milestone, if they’re struggling to deliver within a particular timeframe.

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A high trust leader is the leader that people are feel safe to go to and say, hey, I’m struggling I’m behind. I need an extension. This is why and when mistakes are made.

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People feel safe to admit a mistake to a high trust later, because they know they will not be judged. They will not be criticized.

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they will be supported to learn and grow. Safety is a big key that, yeah, this the cars are a high trust leader doesn’t focus on the mistake.

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A high trust leader focuses on the learning, and the growth that can emerge from on Mistake and Feedback. Feedback is a is a behavior that a high trust leader practices to support your people to learn, and grow, and to be their best.

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Feedback is not used by a high trust leader to make somebody feel less than, or as a weapon.

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Yes, it’s used to support Growth and development, because wow, people grow in their own confidence.

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In a high trust leader relationship, leaders that are Fostering Trust, or Building Confidence in their people, and Feedback is used to help people become more confident to grow in their car in themselves, and in one another.

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In confident the information that is confidential can be shared with a high trust leader.

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Yes, there is always confidentiality around business.

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There’s Intellectual property. There are confidential documents. There are things that are very specific to strategy that just reside in very close quarters.

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But people can also share personal confidence is with the high trust Leader, and know they’re going to stay right there.

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And when there are issues and when there are concerns. A high trust leader is a leader that is safe to bring those issues and concerns too.

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People are less inclined to engage in Gaza.

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They are less inclined to fuel the rumor mill or the grapevine. They are more inclined to go directly to the source.

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In that high trust leader relationship, people are safe to be open, and honest and transparent. I just want to make one more comment about trust and communication, because entrusted communication.

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What we have found too, from our research, is that the number one killer of trusted communication in workplaces is gossip and backbiting, and when there is high trust that doesn’t happen and in fact people are there to support one another to grow and learn in the process.

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Now let’s take a look at the third dimension: Trust of Capability.

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Do you ever find yourself hesitating to delegate?

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And you can read the rest of the comment there on the screen.

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But what is getting in the way? one of the essences of trusted capability is that we acknowledge and leverage the skills and abilities of each other.

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And in fact, that’s actually one of the first behaviors.

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We acknowledge the skills and abilities, and we vert, and the opposite of that is micromanaging.

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What we don’t want to do is micromanaged. Now, yes.

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When somebody is new to our project or new to a major deliverable and they’re learning, we want to support them, but we don’t want a micromanager.

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We also want them to not only allow but maybe even empower people to make decisions and involve them and seek their input and help them learn new skills if we are in fact going to grow the bench versus hire from without.

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We need to help people learn and grow in those jobs, interests of capability. Foster an environment where people, again, feel confident that their work makes a difference.

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Yes, that they are making a contribution, that they are a part of something, and they are supporting progress and success in helping the effectiveness and the profitability of their organization. Everybody wants to be a part of success, and contributing to success, and those high trust leaders leverage the skills and talents and the full capabilities of their people, and help them to continue to, to further develop them. And then, of course, what you have here is all three. And what’s most interesting is that these behaviors are inter-connected and inter-related.

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with one another, that trust of character, just a communication and trust of capability.

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And these three dimensions, you know, work hand in hand, and together, they’re building a very holistic environment of trust in a very systemic way.

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Trust, character sets the tone and direction and builds alignment in relationships and teams and contributes to the effectiveness of that leader and everyone around them. Trust the key make. Communication establishes that environment, a power actually speaking to one another, and trusted capability allows us to learn and grow.

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I’ve written a book that brings these three dimensions to life. And it’s chock full of tools and … and resources for you.

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And by the close of our session today, we’re going to give you some information on how we can bring to your complimentary chapter of this book. And it’s something we very much like to make available to you, we wrote it for you to help you grow in your trust, so we’ll give you some information on how you can receive that complimentary chapter.

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So, here we have, what we know to be true is that trust is multidimensional, have you ever trusted someone’s core capabilities, but discovered that you couldn’t rely on them to deliver, as promised? We have our next poll.

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So if you would, yes or no, 1 or two, jot down your answers.

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Again, we’ll take a couple moments here as you submit your answer.

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Ha, yeah, look at this Dennis’, very interesting.

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Thank you, Sarah.

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Millimeter, hmm, we’ll share those results now.

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Obviously. Yeah, yeah, yeah. So this is just so insightful. It helps us to see that. We at times can trust in one aspect of a relationship, but not the other aspect of the relationship.

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And it highlights the need for, you know, what it is that high trust leaders do and their commitment to really looking at how are they showing up? And how are people able to trust in them?

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Dennison, I would like to share with you some deeper aspects of our of our research. And what we’ve learned about what are the innate strengths of high trust Leaders and where do they struggle?

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And these are results from a leadership trust assessment that we’ve had the privilege to provide to thousands of liters for worldwide for many, many years. And this is a 360, that helps the leader really understand the level of trust in their behaviors.

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These are the strengths that high trust leaders demonstrate consistently.

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And on this slide, you’ll notice there are patterns of behavior that high trust leaders do not participate in.

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They don’t shoot the messenger who brings them bad news. They don’t point the finger or engage and gossip. Rather, they’re sincere, and candid and, and perceived as authentic and genuine. And that really speaks to, that trust is built by what we do, and what we don’t. Yeah.

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We’d love you to take a moment and consider how these strengths resonate for you. How would you identify yourself in these trust building strengths?

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So, Sarah, we have our next poll asks, and everybody can take a few moments to select all that apply.

40:02

Cool.

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These are all high, little bit more, even here. But there, that’s where their people are identifying with, Yeah, many of them.

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Great. And I will share those results now with everyone.

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All right, 86% keeping in confidential information confidential.

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And 63 do not gossip. So these are the inherent strength that leaders around the world are practicing most consistently. now, let’s take a look at the other side. Where do leaders tend to struggle?

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And here we have a picture of the behaviors that leaders tend to struggle with the most and will notice, where they may rustle of the feedback and coaching or healthy people, learn new skills. And, again, we’d like to tap into your own experience, and how these struggles resonate for you, where would you identify yourself and the struggles?

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So, please begin the poll.

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You can select all that apply.

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Yes?

41:34

Just take a few minutes here, a few moments, here, I should say, to submit your answer.

41:58

Mmm hmm.

42:00

OK, great, and I will share those results.

42:08

Shunt Yeah, Get feedback. And isn’t that always that?

42:12

The toughest thing, because it’s a real skill, giving, feedback that is timely and effective, and we can see how these struggles, you know, resonate, and these are worldwide.

42:23

So I think there’s, there’s value in knowing that this there’s some of these behaviors that are a little bit tough for us. We’re not, we’re not alone in.

42:31

high trust leaders go to work on these, and they’re their commitment to their own learning and growth and development.

42:40

And so what happens when a leader is honoring that inner conviction and exercising that courage and living from that place of compassion?

42:51

What happens?

42:52

What kind of results does the leader generate, and what culture do they foster?

43:00

Here are a couple of examples.

43:02

So imagine a $30 million initiative that was at risk was turned around by a high trust leader who went to work in building trust throughout their enterprise. And a million dollars was Safe, and Strategic Planning Cost Manufacturing Facility. That was the lowest producer in a 12 nationwide network, rose to the top performer in a year and a half, and maintained that position for five consecutive years.

43:33

And what happens to a culture, what results what environment is the leader able to generate through building high trust related ships?

43:44

We can see the impact on engagement when trust is low. People withdraw their trust as Thai.

43:51

People engage in the impact on collaboration, 84% of the business unit reported building trust in that environment, impact, collaboration. And 60, 76% reported an increase in their desire to work for the organization. And what people say about what it’s like to work for a high trust leader. well, and they know greater efficiency for one.

44:20

And, you know, that they can trust their leader, no matter what they say, and they’re inspired. They want to be, like, that leader.

44:30

And they know they can trust what that leader says, when we consider the business results and the cultural impact, and how people are touched, It helps us to see that, trust is everything, yep. It is an asset that a leader cannot be effective without. And where does it begin with me, with you, with each and every one of us? And, so, given that trust begins, with you, and with us, what can you do to foster trust in your leadership and in your environment?

45:07

So we’d like to offer you, for example, a complimentary 20 minute consultation your manage will leverage the 30 years of experience that we’ve had.

45:21

But really, people have honest questions. You know, how do I bring trust in my organization? Where do I start? How can I learn? And we have been at this for 30 years.

45:30

And we’d love you to leverage, leverage our experience in the experience of our team and take it up on a complimentary consultation that will just help you explore what it is that you can do and what steps you can take to foster trust in your leadership, Ben?

45:48

We are very soon going to be making a very exciting announcement. We’re going to be offering a very exclusive Virtual Working Session that we call a trust workout dedicated to helping you grow in your trustworthiness dedicated to leaders all around the globe. And we’d like to send you a complimentary chapter from Trust and betrayals, and you can have immediate access to some tips to help you bring trust to life in your relationship.

46:17

Shoot us an e-mail, and we will get that chapter off to you, and we can all learn through other leaders.

46:25

So, we will also be sending to you two case studies, one from Voy, a financial and one from Lenovo. And these will be the stories of steps that leaders took to foster trust in their environment and the impact that it had.

46:42

Sarah, I think we’re close to time, but we may have a moment, too.

46:47

You know, take a question.

46:50

Yeah, so if you have any questions, please type them into the question area on your Control Panel, and we’ll be able to answer a few of those for you today.

46:59

And we did have a question come in, and just from Kristin asking what’s involved in the complimentary 20-minute consultation.

47:09

You’ll have an opportunity to speak directly with our global Director of Client Engagement. Whose name is Dan ….

47:16

In there will just be openly readily available to you to talk about whatever is on your mind and let ever would be most helpful. Just send us an e-mail and let us know that you’re interested in that consultation, and Dan will follow up immediately and schedule a time that’s convenient for you and you’ll find him very responsive, just set the agenda Indiana’s there to serve and support you.

47:43

Great, and this next question we have is from Barbara and Barbara would like to know how to rebuild trust, when it is compromised from gossip?

47:52

Yes, so that’s a very involved question. for Michelle, you know, Sarah. We actually, our last webinar with HRDQ-U is dedicated to rebuilding trust.

48:03

In the case stories that we’re going to be sending, actually give some insight in how to rebuild trust and the complementary chapter of trust and the trail, will give some insight as well, but that I would encourage Barbara to please take us up on that complimentary 20-minute consultation, and Dan will give you some insight and deeper response to that question. How to rebuild trust because that is a deeper exploration that Dan would love to support you, to more fully understand. Absolutely and we also wrote a book on rebuilding trust in the workplace.

48:44

Yes we can take Sara.

48:47

Yes, we had a question come through from a Hazel and Hazel would like to know. how can you respectively convey cheerleader that you do not trust him or her?

48:56

That’s a good question. That’s a wonderful question.

48:59

And you know, trust begins with each and every one of us and what we find that often the most effective way to begin a conversation of that nature is by really asking permission and setting intention And Hazel, I too, would love to ask you, please take us up on that complimentary consultation, but very briefly, I do want to give a little bit of guidance.

49:24

Then often it would begin with expressing what your intention is, you know, expressing that you do care about this relationship and there are some aspects of it that you’re struggling with a little bit and asking this leader if they’re open and receptive.

49:41

To having an open conversation with them.

49:46

And again, at the risk of repeating myself, please send us an e-mail so we can send you that book chapter. And please send us an e-mail so we can equip you with that complimentary consultation.

49:59

Because it’s a very important question that you’re asking and warrants more thoughtful attention than we can really provide to you in the interest of time in this moment. So please take us up on the bulk and that complimentary consultation. And I would imagine there are many other people who feel the same way. So thank you so much for raising that question. Trustee Volks these questions and e-books, these explorations, because it is so important to us.

50:31

So, we’re here to support you all in bringing this to life and in your life and in your relationships. Absolutely.

50:39

Other questions, Shera?

50:41

Yes, so Alice said, these components all really resonate with me. Thank you so much for sharing.

50:48

And how would you recommend bringing these takeaways to a very small leadership team? that is, generally speaking, closed off to radical honesty and change.

51:00

I think it really begins by setting the tone in introducing this team to, you know, an open conversation around Trust, trust is built incrementally, step by step.

51:19

Today, you’ve been introduced to those three dimensions and those behaviors, we’re actually going to be sending you some summary slides from this webinar, that’s starting point. I’m sorry, Sarah, please remind me, the name of the person who asked this question.

51:38

Elizabeth, Elizabeth. Elizabeth, thank you, it’s a beautiful question.

51:43

The three dimensions in their behaviors resonated with you, what Dennis and I find is they resonate with everybody, right, because it gives us the language and it gives us an understanding and they give us a starting point.

51:57

So, again, I would encourage, um, please send us your e-mail so we can get you that chapter, sign up to have that conversation with Dan. Utilize the slides that we send you. In the case studies, we send, you take one case study, share it with your team.

52:18

Ask us for multiple complimentary chapters.

52:21

Share that chapter with your team, invite them into a conversation and gained some guidance and support from Dan.

52:32

He’ll he will give you some additional support in what to say and what to do so that you can very effectively and very appropriately open the door for an exploratory conversation with your team and brings something to them that will be of support and assistance to them all. But I just want to underscore what you said is that trust is created incrementally step by step.

52:58

So you might move a little step in your mind, But to them, it might be a huge step, and acknowledge that, and go with that.

53:09

There are other parts.

53:11

This next question we have is from Amy and Amy asks, what does it take to bring trust building into my organization?

53:21

So, Amy, what does it take?

53:25

It takes the openness and the receptivity on behalf of yourself, which I’m assuming that it’s there because you’re here with us in this moment, asking this question.

53:39

It takes the leader being open and receptive to having a dialog and having an exploration.

53:47

It begins with an e-mail, know, any request for a conversation.

53:52

Can we talk, can we learn more, and here’s my organization and here’s our situation and here’s our need and we’d really like to learn more about trust. And there’s a myriad of starting points and ways that you can begin.

54:10

Some immediate steps you can take yourself are talk to Dan.

54:15

Ask us for this chapter.

54:17

Let us get it in your hands and allow Dan to support you in exploring what range of options might be most appropriate and helpful to you and how. How can you put that whole chapter in front of your team? How might you share a case study with your team? What are some steps you can take on your own?

54:40

And then with the benefit of dance support, where might you be able to go a bit further and deeper?

54:44

Yeah, ’cause there’s no one right way to build trust in an organization. There are many different ways. And will support you and whatever.

54:54

You choose those case studies, tell a story, Yeah, Leaders who have gone through the process, and it is a journey, they’ve gone through the journey, and they have discovered for themselves, and their leadership team, benefits, in fact, in one of those, they went from just the middle of the pack to the number one leader, industry, yeah? Or I should say, number one leader in their industry.

55:23

Great, and I’m gonna allow us to have time for one more question, and that question comes from Alex. And Alex says, how can I, or a member of my organization, get certified in your trust assessments?

55:35

I’m so thrilled to hear that question. We are actually very excited to share, we are currently in the midst of our very first virtual live virtual certification program.

55:50

We’re thrilled with how well it’s going.

55:52

We have participants from five countries participating, and we are continence, and Dan has actually set the date for our next program right January and February and March and April. We’re going to be sending, we will, so, Dan is here on this call with us.

56:11

He will ensure that the participants here in this webinar receive information specifically about the certification program.

56:20

But I also would love you to please respond to our offer for a dialog with Dan. And Dan would love to talk with you more about the program.

56:32

He’ll review with you in further detail, what you can expect from the program, what it which you with. He’ll, review the timelines and options with you, and, and support you to become enrolled and began. The preparatory work.

56:48

So, we’ll send you information, so you have the dates, and please, please, take us up on the offer to talk to Dan, I promise, you’ll have a really rich, meaningful conversation.

56:59

Thank you, Michelle, that was great.

57:03

Share this is that.

57:04

This is the third in a series that we’ve done together, and we’re so grateful to HRDQ and share out your, your gracious, um, holding this space, and supporting us then, and just being a very high trust post. Thank you so much, Sarah. Thanks. Thank you very much.

57:26

That is all the time that we have for today. Thank you to our sponsor, Arena Trust building. Again, you can learn more at www.reinatrustbuilding.com. Thank you, Dennis, and I shall again for providing us great expertise today and abundant amount of information.

57:45

Thank you, Sarah. And thank you to all the participants for joining us today. So, yes.

57:52

Thank you all for participating in today’s webinar, happy training.

57:56

Bye now.

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