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Newsletter: March 2010

Building Trust: Looking at Motivation Again.

Who do you trust? Really trust, that is! Family, friends, a colleague at work? Your boss? Your staff?

And what do you mean by trust? Trust - to tell you the truth? Trust - to back you up if you’re wrongly accused of doing something unethical, or innocently make a mistake? Trust - to tell you when you're doing the wrong thing? Trust - to behave in the same way that you are expected to behave? In short, trust means that you can rely on the other person, that you have confidence in them to do the right thing by you.

There's not much trust around us in the world today. Open any newspaper or turn on the TV and we're quickly reminded that we can't trust anyone: politicians to do the right thing by us; scientists to save us from ourselves; the law to deliver justice; teachers to educate our children; other drivers to let us get home safely; the food we eat to nourish and not destroy us. We're a cynical lot really.

The thing is, can you afford to condone this level of cynicism, of distrust at work? If you doubt me, listen to what people say: 'Another memo - wonder what the bosses will say next week' or 'Fred always nicks off early – he knows how to fool the boss'; or from a manager as she wriggles out of her responsibility, 'I explained to Mary exactly what had to be done'.

If you are the manager or leader, can your staff trust you? What do you do to make sure they can trust you? Do you trust them? And is it important that you trust each other?

Dr Peter Goldsmith, Director of MV Strategies in Melbourne, has studied the issue of trust in the building industry where the culture is adversarial and workplace relationships often volatile. Workplace safety and personal survival depend on trust in this industry; but at another level, where contracts are won or lost, trust is minimal and relationships fragile.

There are implications for every workplace though: as managers depend more and more on teams to be innovative and highly productive, while teams depend on their manager to be 'fair dinkum' and allow them the freedom to do their job properly.

Read the Media Release >>>

Leaders who train as workplace coaches explore how they can build trust with staff, and still maintain the boundaries they have as a manager.

In practice there is little conflict. Honesty from the beginning, builds a level of trust that allows the manager wearing a coaching hat, to level with a team member who is not performing. But trust goes both ways; a team member needs to trust his manager.

 It's worth thinking about the level of trust in your workplace. Try this exercise yourself and think of examples to illustrate your ideas:

  • Who trusts who at your workplace?
  • What do you do to build trust at work?
  • What could you do to destroy trust?
  • What can team members do that destroys trust?
  • List 3 actions you are going to do this week to build and maintain trust.
  • See how Coaching Skills can equip you and your managers to build trust and improve workplace relationships.

Contact us now for a confidential discussion.

Worth Reading & Seeing

One hour/per day = one book/per week
= 52 books/per year!

Employee Motivation Revolution

Genos International, have produced a short and snappy video clip to highlight the complexities behind what motivates people, with some surprising statistics drawn from their reseach. Watch this with your team; discuss how well it relates to your situation.

See the video >>>

Contact us to discuss how emotional intelligence assessment and coaching might be able to improve communication and relationships in your workplace.


Can you recommend a book or video - just a short paragraph and include the purchase details.

Be the first to send a review we use, and we'll reward you with a copy of '2 Way Feedback'.

Share your favourite now >>>

The purpose of this Newsletter

Positive Change Consulting shows people how to build great leadership, manage change, improve teamwork for business productivity – and restore balance to your life.

In this newsletter we aim to alert you to the latest research into leadership, report people-related workplace news, suggest ways for encouraging staff involvement to improve your business and alert you to the things we are doing and the services we can offer you.

Disclaimer: any links provided are for your information only. They do not consititute an endorsement by us. So, please ensure that you fully investigate any materials/offers/information presented before entering into any contracts or agreements to ensure that they meet your individual needs. Positive Change Consulting cannot accept responsibility for your choices.

Positive Change Consulting

ABN 96 095 506 924

Jennifer McCoy

Jennifer McCoy Director & Principal Consultant

Tony Austin
Director & Administration Manager

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