NCCET Sustaining Workforce Trust For Distribution

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Information about NCCET Sustaining Workforce Trust For Distribution
Education

Published on October 20, 2008

Author: llarrabee

Source: slideshare.net

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NCCET 2008 presentation on Trust in the Workplace

Building and Maintaining Workforce Trust: The Key to Sustainable Partnerships Leslie Larrabee Interim Director Center for Training & Development College of the Desert Marty Waller, MBA Business Development Manager CNM Workforce Training Center Central New Mexico Community College

WORKPLACE TRUST: Just Another “Touchy-Feely” Topic?

Effects of Trust in the Workplace Enron failure fuels investor distrust SEATTLETIMES.COM December 6, 2001 The Fragility of Organizational Trust : Lessons From the Rise and Fall of Enron STEVEN C. CURRALL and MARC J. EPSTEIN April 3, 2003 ^ DIS-

Enron failure fuels investor distrust

SEATTLETIMES.COM

December 6, 2001

The Fragility of Organizational Trust : Lessons From the Rise and Fall of Enron

STEVEN C. CURRALL and MARC J. EPSTEIN

April 3, 2003

Effects of Trust in the Workplace Spouse Trouble: Management Consulting (management problems due to distrust between Andersen Worldwide units Arthur Andersen and Andersen Consulting) The Economist (US) June 1997 ^ DIS-

Spouse Trouble: Management Consulting (management problems due to distrust between Andersen Worldwide units Arthur Andersen and Andersen Consulting)

The Economist (US)

June 1997

Fallout: distrust , uncertainty WORLDCOM: The latest scandal isn't a surprise to some. Others await the next financial debacle. By JEFF HARRINGTON, Times Staff Writer © St. Petersburg Times, June 27, 2002 Effects of Trust in the Workplace ^ DIS-

Fallout: distrust , uncertainty

WORLDCOM: The latest scandal isn't a surprise to some. Others await the next financial debacle.

By JEFF HARRINGTON, Times Staff Writer

© St. Petersburg Times, June 27, 2002

Taking credit for someone else’s work Playing favorites Dishonesty Withholding information Talking about people behind their backs Lying Breaking promises Not following through No or negative feedback Demeaning Demanding Personal attacks Effects of Trust in YOUR Workplace Asking for input and ideas Validation Praise Recognition Encourage potential Sharing information Inclusion in decision-making Advocating Listening Safe environment Get results Caring ^ DIS-

Taking credit for someone else’s work

Playing favorites

Dishonesty

Withholding information

Talking about people behind their backs

Lying

Breaking promises

Not following through

No or negative feedback

Demeaning

Demanding

Personal attacks

Asking for input and ideas

Validation

Praise

Recognition

Encourage potential

Sharing information

Inclusion in decision-making

Advocating

Listening

Safe environment

Get results

Caring

We Know It When We Feel It The Ouch Factor : Trust Busters Behaviors that erode or destroy trust, e.g. lying The Aaaah Factor : Trust Boosters Behaviors that build and sustain trust, e.g. praise and recognition

The Ouch Factor : Trust Busters

Behaviors that erode or destroy trust, e.g. lying

The Aaaah Factor : Trust Boosters

Behaviors that build and sustain trust, e.g. praise and recognition

Trust is the Foundation All relationships Safe work environment Confidence building Productivity Risk taking Creativity and innovation Loyalty to organizations

All relationships

Safe work environment

Confidence building

Productivity

Risk taking

Creativity and innovation

Loyalty to organizations

Did you know that you can identify and modify trust boosting and trust busting behaviors?

Did you know that you can identify and modify trust boosting and trust busting behaviors?

TrustWorks! ® Model a Able b c d Believable Connected Dependable Demonstrate Competence Act with Integrity Care about Others Maintain Reliability ELEMENTS COMPONENTS Components include 3 identifiable behaviors Components include 3 identifiable behaviors Components include 3 identifiable behaviors Components include 3 identifiable behaviors

A Common Language Allows Communication About issues impacting performance, motivation, sustainability Without attacking or demoralizing That opens and encourages dialogue

Allows Communication

About issues impacting performance, motivation, sustainability

Without attacking or demoralizing

That opens and encourages dialogue

Self Assessment Give employees meaningful feedback on their performance Make sure employees receive sufficient guidance in how to be effective in their jobs Admit when I am wrong Avoid talking behind people’s back Listen well Share information about myself Do what I say I will do Make promises that I can keep Hardly Ever [ H S O V A ] Always

Give employees meaningful feedback on their performance

Make sure employees receive sufficient guidance in how to be effective in their jobs

Admit when I am wrong

Avoid talking behind people’s back

Listen well

Share information about myself

Do what I say I will do

Make promises that I can keep

Trust Scorecard Enter the number of H, S, O, V and A responses from your self-assessment for each section - A, B, C, D. Multiply by the number indicated and enter your result. Add the result of each to determine your total score for each section.

Enter the number of H, S, O, V and A responses from your self-assessment for each section - A, B, C, D.

Multiply by the number indicated and enter your result.

Add the result of each to determine your total score for each section.

Self-Perception Use Action Plan Sheet What Trust Elements are your highest? What Trust Elements are your lowest? Create Next Steps to strengthen trust behaviors

Use Action Plan Sheet

What Trust Elements are your highest?

What Trust Elements are your lowest?

Create Next Steps to strengthen trust behaviors

Think About a Situation Back Home Using the Trust Worksheet: Describe a situation that demonstrates trust, either good or bad low morale, poor results, strong team effort, good communication, etc . Identify the key person(s) and behaviors impacting the situation Using the ABCD Trust Model, identify the Trust Element where the behaviors occur A = lack of results Create a plan on how to address/manage the situation

Using the Trust Worksheet:

Describe a situation that demonstrates trust, either good or bad

low morale, poor results, strong team effort, good communication, etc .

Identify the key person(s) and behaviors impacting the situation

Using the ABCD Trust Model, identify the Trust Element where the behaviors occur

A = lack of results

Create a plan on how to address/manage the situation

The Trust Buzz… Rebuilding Trust in the Workplace healingtheworkplace.wordpress.com July 20, 2008 At least one quarter of all people visiting this blog have clicked on the post Building Trust in the Workplace.  I suppose that this shouldn’t surprise me given that this blog is called healing the workplace. Trust is a core value for most of us and the opposite of trust is betrayal. So…when trust is broken in organizations… employees feel betrayed.

Current Communications/Team Building/Leadership Programs

Trust Tools Facilitator Kit Participant Kit PACE Assessment 360 ° Assessment Support Tools

Words From the Master… Marty Waller, MBA Business Development Manager CNM Workforce Training Center Central New Mexico Community College

Lovelace Health Plan Addressing Trust TrustWorks tools in the solution mix Training Impact on client environment Sustaining client partnership

Addressing Trust

TrustWorks tools in the solution mix

Training

Impact on client environment

Sustaining client partnership

US Forest Service

TrustWorks Community College Channel Partner Program Discounts Facilitator Training Sales Training Channel Support Announcing!

Discounts

Facilitator Training

Sales Training

Channel Support

Building and Maintaining Workforce Trust: The Key to Sustainable Partnerships Questions?

Resources for You Leslie Larrabee Interim Director, Center for Training & Development College of the Desert Office Direct: (760) 773-2530 Email: llarrabee@collegeofthedesert.edu Marty Waller, MBA Business Development Manager CNM Workforce Training Center Office Direct: (505) 224-5229 Email: mwaller@cnm.edu Cindy Olmstead President/Founder TrustWorks Group, Inc. Office Direct: (619) 295-5678 Email: colmstead@trustworksgroup.com Barbara Dorris Channel Marketing Manager TrustWorks Group, Inc. Office Direct: (619) 295-5678 Email: bdorris@trustworksgroup.com TRUSTWORKS GROUP, INC. COMMUNITY COLLEGES

Leslie Larrabee

Interim Director, Center for Training & Development

College of the Desert

Office Direct: (760) 773-2530

Email: llarrabee@collegeofthedesert.edu

Marty Waller, MBA

Business Development Manager

CNM Workforce Training Center

Office Direct: (505) 224-5229

Email: mwaller@cnm.edu

Cindy Olmstead

President/Founder

TrustWorks Group, Inc.

Office Direct: (619) 295-5678

Email: colmstead@trustworksgroup.com

Barbara Dorris

Channel Marketing Manager

TrustWorks Group, Inc.

Office Direct: (619) 295-5678

Email: bdorris@trustworksgroup.com

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