1. ENGAGING STAFF DURING
TIMES OF CHANGE
2013 Annual Training Conference
Dr. Monica Scamardo
monica@variateconsulting.com
2.
3. Millennials
• desire immediate feedback
• prefer the instant gratification of texting to the slow
response of email
• prefer casual attire at work
• want more flexibility with scheduling and work location
• value the nature and importance of the work over the
pay and benefits
• want to be involved in strategy and not only in
executing it
From Dan Schawbel
6. “Trust is the willingness of one to be vulnerable
to the actions of another whose behavior and
actions they cannot control.”
--Academy of Management
8. Results of Trust in the Leader
organizational
productivity
job satisfaction high performance
collaborative
teams
positive opinions
of leader
innovative
behavior
crucial
communications
achieved goals organizational
alignment
9. Circumstantial Reasons for Trust
• Sense of control/influence
• Perceived similarity
• Consistency
• Expectations met
• Understand motives behind actions
10.
11. What are the
3 causes of distrust
in organizations & teams?
13. Results of Low Trust
suspiciousness
turnover presenteeism
marginal work lack of
communication
time wasted
increased
operating costs
gossip fear
14.
15. Best Practices for Building Trust
Make & Keep Commitments
Explain decisions & direction
Give Recognition
Get Results
Seek & Implement Feedback
Sever Grapevine
Be Visible
Use Empathy
Acknowledge Errors
Engage in Crucial Communications
UCLA research indicates that only 7% of leadership success is attributable to intellect; 93% of success comes from trust, integrity, authenticity, honesty, creativity, presence, and resilience (cited in Cooper and Sawaf, 1996).Trust between managers and employees is THE primary defining characteristic of the very best workplaces. --Fortune Magazine’s 100 Best Companies to Work for in U.S.47% of employees surveyed in 4 different countries indicated trust is an issue in their organization.--Development Decisions International (2001)50% of time wasted in business is due to lack of trust (John O. Whitney, Director, Deming Center for Quality Management).
20s and early 30s
The Value of TrustTrusted people tend to be promoted, make more money, receive better opportunities, have more fulfilling relationships. (Covey, 2006)Trust in organizations is related to work attitudes and job satisfaction across the organization. --Journal of HR Management, 2005
Facts About Trust in LeadershipActions that enhance trust, such as fair treatment, open and honest communication, and supportive behaviors will not only promote trust but will improve morale. (Armstron-Stassen, 2002; Mone, 1997)Empathy in the work environment is related to the trust in the department. (Cherniss & Adler, 2000)High-trust organizations have 3 times the performance as do low-trust organizations. (Covey, 2006)
