richard barrett building a culture of trust trust conference

Building a Culture of Trust

Monday, 16 September 13

Powerful metrics that enable leaders to measure and manage cultures.www.valuescentre.com

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Ques%ons

What is trust?

Why is trust important?

How do you measure trust?

How do you build a culture of trust?



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Trust is a rela?onship value. It determines the quality of

interac?on between individuals.

What is Trust?



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Trust is essen?al to bonding. It creates internal cohesion among a group of people.

What is Trust?



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Trust in teams can only be established when people share the same values and the same purpose: it enables them to rely on each to make decisions

that support the common good.

What is Trust?



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Energe?cally, we can say trust occurs when people resonate with each other.

What is Trust?



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The vital next stage of 14 billion years of evolu%on is human beings learning how to bond together to form internally cohesive human group

structures.*

*Communi?es, business units, na?ons, organisa?ons)

Trust



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What is Evolu%on?

“The unfolding ability of physical en??es and their group structures to aIain, maintain, and enhance their internal stability and external equilibrium in increasingly complex

environments.”



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Atoms became viable and independent, bonded through electro-‐magne?c aIrac?on to form molecules which then “cooperated” to form cells.

13 Billion Years of Atomic Evolu%on

DNA



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Cells became viable and independent, bonded through electro-‐chemical aIrac?on to form organisms which then “cooperated” to form creatures.

3 Billion Years of Biological Evolu%on



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Homo sapiens, is learning how to become viable and independent, then bond, through trust,to form teams/ communi?es which are then learning how to cooperate to form organisa?ons/na?ons.

60 Thousand Years of Personal and Cultural Evolu%on



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Cultural evolu?on is dependent on the ability of humans to bond and cooperate.

Cultural Evolu%on

Bonding and coopera?ng is dependent on our ability to trust and be trusted.

Our ability to trust and be trusted is dependent on our personal psychological evolu%on.


The Seven Levels of Consciousness Model


Stages in the Development of Personal Consciousness

Positive Focus / Excessive Focus




SurvivalFinancial Security & Safety

Crea4ng a safe secure environment for self and significant others. Control, greed , …




Rela4onship



BelongingFeeling a personal sense of belonging, feeling loved by self and others. Being liked, blame, …




Self-‐esteem

Rela4onship




Self-‐worth Feeling a posi4ve sense of pride in self

and ability to manage your life. Power, status, …




Transforma4on

Self-‐esteem

Rela4onship






Personal GrowthUnderstanding who you are, and what values are important to you . Becoming accountable for your life

by letting go of your fears.




Internal Cohesion

Transforma4on

Self-‐esteem

Rela4onship








Becoming an AuthenAc IndividualUncovering your sense of purpose. Opera4ng with integrity. Becoming more fully who you

are.




Making a difference

Internal Cohesion

Transforma4on

Self-‐esteem

Rela4onship









are.

CollaboraAng with PartnersWorking with others to make a posi4ve difference in the world

by ac4vely implemen4ng your purpose and vision.




Service

Making a difference

Internal Cohesion

Transforma4on

Self-‐esteem

Rela4onship









are.

CollaboraAng with PartnersWorking with others to make a posi4ve difference in the world

by ac4vely implemen4ng your purpose and vision.

Service to Humanity and the PlanetDevo4ng your life in self-‐less service to your purpose and vision. Leaving a legacy.



Stages in the Development of Organiza%onal Consciousness



Financial StabilityShareholder value, organisational growth,

employee health, safety. Control, corruption, greed, …


Survival





BelongingLoyalty, open communica4on, customer sa4sfac4on, friendship. ManipulaAon, blame, …


Rela4onship

Survival






High PerformanceSystems, processes, quality, best prac4ces,

pride in performance. Bureaucracy, complacency, …


Self-‐esteem

Rela4onship

Survival








ConAnuous Renewal and LearningAccountability, adaptability, empowerment, teamwork, goals orienta4on, personal growth.


Transforma4on

Self-‐esteem

Rela4onship

Survival









Building a Sense of CommunityShared values, shared vision, commitment, integrity, trust, crea4vity, openness,

transparency .


Transforma4on

Self-‐esteem

Rela4onship

Survival

Internal Cohesion










transparency .

Strategic Alliances and PartnershipsEnvironmental awareness, community involvement, employee fulfillment, coaching/

mentoring.


Making a difference

Transforma4on

Self-‐esteem

Rela4onship

Survival

Internal Cohesion










transparency .

Strategic Alliances and PartnershipsEnvironmental awareness, community involvement, employee fulfillment, coaching/

mentoring.

Service To Humanity and the PlanetSocial responsibility, future genera4ons, long-‐term perspec4ve, ethics, compassion,

humility.


Service

Making a difference

Transforma4on

Self-‐esteem

Rela4onship

Survival

Internal Cohesion


Measuring Culture


Personal Values

Pick ten values/behaviours that most reflect who you are, not who you desired to become.


Current Culture Values

Pick ten values/behaviours that most reflect how your organisa?on currently operates.


Desired Culture Values

Pick ten values/behaviours that, in your opinion, are essen?al for your organisa?on to achieve its highest performance.


Placement of Values by Level

Top Ten Values

1. tradi?on (L) (59)

2. diversity (54)

3. control (L) (53)

4. goals orienta?on (46)

5. knowledge (43)

6. crea?vity (42)

7. produc?vity (37)

8. image (L) (36)

9. profit (36)

10. open communica?on (31)

10

42 5

7

9

6

8

3

110

Current Culture 100 Employees

Service

Making a difference

Internal Cohesion

Transforma4on

Self-‐esteem

Rela4onship

Survival


Distribu?on of Values by LevelCurrent Culture 100 Employees

7

6

5

4

3

2

1

0% 10% 20% 30% 40%

10%

9%

16%

19%

20%

10%

4%

11%

1

2

3

4

5

6

7

Cultural Entropy

Service

Making a difference

Internal Cohesion

Transforma4on

Self-‐esteem

Rela4onship

Survival

7%

2%

2%


Low Trust Organisa?onal Culture

Internal Cohesion

Employee Perspec?ve (255)

bureaucracy (L) 145 3(O)

confusion (L) 127 3(O)

cost reduction (L) 115 1(O)

hierarchy (L) 101 3(O)

short-term focus (L) 89 1(O)

silo mentality (L) 84 3(O)

control (L) 80 1(R)

risk aversion (L) 77 1(O)

job insecurity (L) 66 1(O)

balance (home/work) 65 4(O)

Cultural Entropy 49%

No top ten values at the level of Internal Cohesion


High Trust Organisa?onal Culture

customer satisfaction 16 2(O)

making a difference 15 6(S)

commitment 13 5(I)

balance (home/work) 12 4(O)

continuous improvement 11 4(O)

employee fulfilment 10 6(O)

teamwork 10 4(R)

humour/ fun 8 5(O)

customer collaboration 6 6(O)

shared vision 6 5(O)

Internal Cohesion

making a difference 41 6(S)

customer collaboration 38 6(O)

information sharing 37 4(O)

continuous improvement 34 4(O)

commitment 30 5(I)

partnerships 29 6(O)

continuous learning 27 4(O)

professionalism 26 3(O)

shared values 25 5(O)

accountability 22 4(R)

customer satisfaction 22 2(O)

leadership development 22 6(O)

shared vision 22 5(O)

Employee Perspec%ve (19)

Customer Perspec%ve (98)

Internal Cohesion

Cultural Entropy 2%

Cultural Entropy 5%



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Low Trust Na?onal Cultures

BureaucracyCrime/violenceUncertaintyCorrup4onBlameWasted resourcesMedia influenceConflict /aggresionDrugs/alcoholApathy

UK2012


BureaucracyCorrup4on Blame Uncertainty Wasted resourcesMaterialis4cCrime violenceUnemploymentConflict/aggressionMilitary strength

USA 2010


No Focus on Internal Cohesion

16th in Democracy (2012) 21th in Democracy (2012)

Development as Economic Growth



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Con4nuous improvementEnvironmental protec4onMoral/religious codesPoli4cal rightsEduca4onNature conservancyShared visionInforma4on availabilityShared valuesContentment

Bhutan2008

Cultural Entropy 4%

Development as the Evolu%on of Human Consciousness

(Buddhist Philosophy)(Focus on GNH)

107th in Democracy (2012)

High level of Internal Cohesion

A High Trust Na?onal Culture



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Cultural Entropy and Trust in Na?onal Leaders

0%

23%

45%

68%

90%

Italy UK France Australia US Canada Brasil Sweden UAE

83%

60%57%

54%

47%

40%

34%34%

27%

12%

42%

51%

32%

56%

42%

57%59%

73%

Cultural Entropy Trust

There appears to be a rela-onship between the trust that people have in their leaders and the level of cultural entropy.

(Based on data from the Edelman Global Trust Barometer )



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The Impact of Entropy in Organisa?ons

Research carried out in 163 organisa=ons in Australia by HewiB Associates and the BarreB Values Centre in 2008.

Cultural Entropy



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Cultural entropy is a func?on of the personal entropy of the current leaders of an organisa?on and ins?tu?onal legacy of past leaders as embedded in the structures, systems, policies

and procedures.

How Does Cultural Entropy Arise?



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What is Personal Entropy?

Personal entropy is the amount of fear-‐driven energy that a person expresses in his or her day-‐to-‐day interac?ons with other people.



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What is Personal Entropy?

Personal entropy is the amount of fear-‐driven energy that a person expresses in his or her day-‐to-‐day interac?ons with other people.

WARNING ENTROPY DESTROYS TRUST



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The Trust MatrixAn Exercise for Building Trust in Leadership Teams

Based on Stephen Covey: Speed of Trust

Trust

Character

Intent

Caring

Transparency

Openness

Integrity

Honesty

Fairness

Authenticity

Competence

Capability

Skills

Knowledge

Experience

Results

Reputation

Credibility

Performance


Trust

Character

Intent

Caring

Transparency

Openness

Integrity

Honesty

Fairness

Authenticity

Competence

Capability

Skills

Knowledge

Experience

Results

Reputation

Credibility

Performance


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Cultural WeaknessesAn Exercise for Building Trust in Leadership Teams

Leadership Group of 24 People



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Cultural WeaknessesAn Exercise for Building Trust in Leadership Teams


Trust

Character

Intent

Caring

Transparency

Openness

Integrity

Honesty

Fairness

Authenticity

Competence

Capability

Skills

Knowledge

Experience

Results

Reputation

Credibility

Performance


Trust

Character

Intent

Caring

Transparency

Openness

Integrity

Honesty

Fairness

Authenticity

Competence

Capability

Skills

Knowledge

Experience

Results

Reputation

Credibility

Performance


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Cultural StrengthsAn Exercise for Building Trust in Leadership Teams




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Cultural StrengthsAn Exercise for Building Trust in Leadership Teams


Trust

Character

Intent

Caring

Transparency

Openness

Integrity

Honesty

Fairness

Authenticity

Competence

Capability

Skills

Knowledge

Experience

Results

Reputation

Credibility

Performance



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Strengths and WeaknessessAn Exercise for Building Trust in Leadership Teams

Trust

Character

Intent

Caring

Transparency

Openness

Integrity

Honesty

Fairness

Authenticity

Competence

Capability

Skills

Knowledge

Experience

Results

Reputation

Credibility

Performance

Based on Stephen Covey: Speed of Trust


richard barrett building a culture of trust trust conference

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