Part 1 – Why Leverage Trust?
Contributed by Andy Hass and Richard Bents
“Trust is the highest form of motivation. It brings out the very best in people.” Stephen R. Covey
Google conducted a massive research project to study what made their most successful teams and called it Project Aristotle. After studying 180 teams, using 250 variables and 32 statistical models, they found the absolute #1 variable by far in their highest performing teams was trust / psychological safety (we’ll explain similarities and differences in the two – in Part 2) – above intelligence, accountability, responsibility, diversity, strategy, process and everything else.
Neuroscientist / NeuroEconomist Paul Zak found high trust organizations had 50% higher productivity, 50% higher retention, 74% less stress, 76% more engagement, 106%, more energy, 17% more pay. Zak is also a researcher of the brain chemical Oxytocin which is released when we trust.
Professor Amy Edmondson from Harvard has studied and established best practices for effective teaming – across multiple industries, and the critical element of trust and psychological safety for team success.
In MIT’s Executive Education Course on Neuroscience for Leadership, one of the four areas of focus is “Creating the conditions for success in your organization by leading teams and shifting the culture from fear to trust.”
Trust is at the foundation of our own research, consulting, and collaboration with the University of Minnesota’s Carlson School of Management, the University of Wyoming and business partners across Europe. We seek to better understand trust levels over a period of time and the associated impact on organizational performance. We are also in the process of writing our I TRUST book.
We like to approach individual, team, and organizational leadership developments like scientists by collecting and interpreting data. In a 360 review of a leader, we look at 22 aspects of management and leadership.
We take a holistic, systems-based approach to leadership, but if we could greatly emphasize just one aspect, we would frequently help a leader develop more trust – self-trust, trustworthiness, and a propensity to trust others. We’ll explain more on this in Part 2 of the Greatest Growth Lever.
Part 2 – What is Trust and How is it Measured?
“Trust is the conduit for influence; it’s the medium through which ideas travel.” Harvard Professor Amy Cuddy
A belief in the reliability, goodness, truth, ability, or strength of someone or something; it is that in which we have faith or confidence. In this sense, trust is an emotion. In addition, trusting or placing trustworthiness includes a process of analysis, a cognitive, more objective thought process. Trust typically is earned or developed over time.
Some people like to understand the differences in Trust versus Psychological Safety.
“A shared belief within a team that it is safe for interpersonal risk taking… and that one will not be punished or humiliated for speaking up with ideas, questions, concerns or mistakes.” Harvard Professor Amy Edmondson. It is the instantaneous feeling of safety that someone has to feel free to speak up.
We find it helpful to think about trust in 3 ways to leverage it to its full power. Self-Trust (how you view and trust yourself), trustworthiness (how others view and trust you), and propensity to trust (trusting others, looking for the good in others, seeing their strengths, and giving them autonomy to perform).
It is critical for the leader of a team to exhibit (or develop) sufficient self-trust (having self-confidence, self-esteem and self-acceptance), because without it, it is difficult to be seen as trustworthy by others (show integrity/responsibility, show benevolence/kindness, and show their abilities/competence) and for them to have a propensity to trust others.
In addition, the leader has to show enough benevolence (authentic concern for others) to be seen as trustworthy. “It’s not uncommon for people to overvalue the importance of demonstrating their competence and power, often at the expense of demonstrating their warmth.” (Amy Cuddy).
Benevolence is critically important in psychological safety and is typically more important than the other two. Finally, your behaviors in your collaborations will influence your collective results with others.
We use a variety of assessments and instruments to measure various aspects of trust in our efforts to accelerate individual, team, and organizational trust and performance. It involves self-evaluation questions and team/group member questions.
We’ll share more about closing the trust gap between the desire for high trust relationships/teams/organizations, and the acceptance of what it takes to get there in Part 3 of the Greatest Growth Lever.
Part 3 – The Trust Gap –
Closing the gap in the Desire for Trust… and the Work it takes to Achieve Trust
We believe there is increasing awareness in the value of trust. We see organizations putting it in corporate Vision, Mission and Values statements.
It feels good to say trust is important in relationships and even with customers – and from Part 1 (Why Leverage Trust), we shared research where high trust organizations had 50% higher productivity, 50% higher retention, 74% less stress, 76% more engagement, 106%, more energy, and 17% more pay.
Unfortunately, awareness of the value of trust, or declaring you or your organization is all about trust, doesn’t always translate to a high-trust organization and the corresponding benefits.
Research Case Study 1:
We conducted a 2-hour awareness training along with measurement assessments on various aspects of trust with the senior executive team of a US-based company. At the time, they were completely aware of the benefits and elements of trust.
With this company, we did not do any coaching/consulting. A year later, when we did a post 1-year measurement assessment, there was no statistically significant change in levels of trust. The takeaway – awareness does not always lead to change and results.
We were later brought in to help the leadership team through a combination of 1:1 executive coaching and team development using our assessments, change process and coaching.
Case Study 2:
Another client, a large European Insurance company, faced a difficult future with declining sales and profitability in a competitive insurance market. In less than a year, they successfully reversed and transformed sales and profitability.
The top 86 executives were assessed, then went through a 7-month program using our change process involving coaching and training. They exceeded their sales plans. The post-assessments showed statistically significant increases in all levels of trust. The following year showed increased market share and increased profit.
“I am very confident of the next steps. I already know that management skills development is a long road requiring patience, willingness and determination, and of course measurement. People are understanding what is happening now because they started experiencing that behaving differently is possible and can be a source of success. As a ‘rational’ leader, we just have to admit that time to time it is worth investing much less in IT tools and process …and a bit or much more in human potential.” – Yann Menetrier, CEO
Our “I TRUST” Change Process
One example of an assessment we use measures the character and emotional intelligence of a person. It has high correlation to how effective individuals and teams are in their ability to create a high-trust, high-performing team.
Our efforts are to move individuals into the transforming, WeGo, quadrant, where they exhibit behaviors, actions and characteristics of self-trust, trustworthiness and trusting others. When the vast majority of people in a team are in this quadrant, we often see breakthrough results (e.g. innovation, productivity, sales and profits).
What will you do to increase self-trust, your trustworthiness, and your trust in others to realize the benefits of the greatest growth lever?
Consider working with a trusted colleague, mentor or coach/advisor to improve:
- Creating a safe environment for your team to speak up with ideas, questions, concerns or mistakes
- Your showing vulnerability and stating you need the entire team for mutual success
- Self-trust, insecurities, imposter syndrome, being authentic
- A specific relationship
- Your benevolence/kindness to others
- Your solicitation and sincere listening to other points of view and new ideas
- Results – shore up skills through self-learning/education and pay attention to results
If you want to learn more about building a high-performing team by increasing the trust within the team, learn more here. Visit Doug’s Team Trust Model.
Or if you’d rather just talk about your business, schedule a time with Doug Thorpe www.TalkwithDougT.com