Creating High-Trust Organizations

• Give credit, not blame
• Don’t make excuses for mistakes—they’re opportunities in disguise
• Disburse information, don’t control it
• Collaborate and facilitate, don’t dictate
• Emphasize “we,” not “me”
• Maintain focus on the big picture, don’t nit-pick divisively
• Value diverse points of view; they are a well-spring of innovation
• Manage conflict proactively, don’t let it fester
• Use positive, “can-do” attitudes and encourage people to express concerns, frustrations, discouragement, confusion, and anger
• Listen, seek feedback, initiate
• Embrace change In short, be a role model; they expect you to be

2. Defuse the Intimidation Aspect of Your Culture

    Overcome whatever denial exists around this issue. Discover that intimidation is a flaw of the culture, not its people. Model high-trust behavior.

   Assume that others:

• Want responsibility and want to make a contribution
• Care about their performance beyond the issue of compensation
• Want to participate in the big picture
• Are capable of self-managing, for the most part have significant reserves of untapped potential
• Want to be part of a high-potential team

3. Conduct Interpersonal Transactions with Finesse

   Avoid intimidation-causing behavior (in an ascending order of seriousness):

• Ignoring people
• Piercing eye contact—“the look”
• Curtness or brusqueness
• Ignoring another’s overtures
• Put-downs, sarcasm, under-valuing, blaming
• Using a command-and-control style
• Threats, yelling, temper, or loss of control
• Intimidating, physical confrontation

   Strive for trust-building behavior

• See relationships, not personalities
• Be patient and empathetic
• Find the win-win
• Be spontaneous and open
• Carry your weight
• Have a sense of humor
• Be generous and teach
• Keep others fully informed
• Follow through on every commitment
• Self-audit the “messages” you’re transmitting (i.e., be self-aware)
• Practice the Golden Rule

4. Reward the Messenger, Don’t Shoot ‘Em 

• Don’t be defensive
• Be patient and hear the whole message
• Create a DMZ around sensitive issues
• Depersonalize the problem and look for the big-picture, business issues embedded in it
• Encourage the sharing of bad news and seek feedback, good and bad
• Be open about your own shortcomings and developmental needs
• Acknowledge and thank those who deliver the difficult messages
• Broadcast the constructive outcomes of bad news

   Minimize unclear messages and behavior

• Be inclusive and collegial
• Get involved and let them know how you feel
• Be patient, make time, and be genuine
• Make room for conversation about likes, dislikes, questions