Coaching To Trust: A Framework for Building Trust at Work Charles Feltman, PCC USA

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Coaching To Trust A Framework for Building
Trust at WorkCharles Feltman, PCCUSA
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Were never so vulnerable than when we trust
someone but paradoxically, if we cannot trust,
neither can we find love or joy. - Walter
Anderson
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Trust is the Foundation
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Trust is a Business Issue

TRUST

• A one-eighth point improvement in a score on the
  five-point behavioral integrity scale could be
  expected to increase profitability by 2.5 of
  revenues.
• Tony Simons, The High Cost of Lost Trust,
  Harvard Business Review, Sept. 2002
• Also by Tony Simons, The Integrity Dividend,
  Josey-Bass, 2008

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Defining Trust

• Trust is choosing to risk making something you
  value vulnerable to another persons actions.

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Distrust

• The belief that what I value is not safe with
  this person.

Distrust is toxic.
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Distrust is a Weak Link in Your Clients Success
Chain
How did that happen?
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Workplaces are Hard on Trust
Limited time, competing commitments, opposing
demands, miscommunication
easily lead to unintended breaches of trust when
people arent paying attention.
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What Your Client Needs to Know

• Trustworthiness is a practice
• Trust can be built and maintained
• Distrust can be repaired
• It is worth the effort

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Trust is not just Trust

• Sincerity
• Reliability
• Competence
• Care

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Sincerity

• You mean what you say, say what you mean, and
  act accordingly.
• Sincerity requires being internally and
  externally congruent.

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Reliability

• You deliver on commitments you make. You keep
  your promises.
• Reliability requires managing commitments.

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Competence

• You have the capacity, skills, knowledge, and
  resources to do the job.
• Competence requires being clear about and meeting
  mutually agreed on standards.

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Care

• You have my interests, or at least the interests
  of this team/group/company, in mind as well as
  your own when you make decisions and take
  action.
• Care requires finding ways to support others
  interests as well as your own.

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Trust Assessments and Action

• Identifiable behaviors underlie each trust
  assessment
• Trustworthy behavior
• Untrustworthy behavior
• Consciously practicing trustworthy behaviors and
  avoiding untrustworthy behaviors builds and
  maintains trust

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Coaching Trust Creating Awareness

• Create awareness
• The cost of lost trust
• emotional/psychic, physical, practical
• The benefits of trust-based relationships
• Trust-harming behaviors your client may be
  engaging in
• Trust-building behaviors your client may not be
  engaging in
• The body of trustworthiness and self trust

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Coaching Trust Moving to Action

• Declare a commitment to being trustworthy
• Paying consistent attention to trustworthy action
• Define practices for trust awareness and action
• Physical, mental, emotional
• Plan crucial conversations with people who have
  lost his/her trust
• Plan crucial conversations to heal trust
  damaged by his/her actions
• Help your client build a culture of trust

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Your Work as a Coach

• Learn how trust is built and how it can be
  damaged
• Behaviors, actions, thoughts, emotions
• Learn how people assess trustworthiness
• Be intentional about building trust yourself
• Practice listening and observing your client
  through the lens of trust

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Presenter ContactCharles Feltman, PCCInsight
Coachingcfeltman_at_insightcoaching.comwww.insightc
oaching.com805-784-9570The ICF values your
feedback. Please take a moment to complete an
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