Download Trust Effect: Creating the High Trust, High Performance by Larry Reynolds PDF

By Larry Reynolds

Belief is not any longer simply nice-to-have. to accomplish measurable effects, make groups paintings ,drive down charges, and achieve aggressive virtue, belief has develop into vital asset.

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Additional info for Trust Effect: Creating the High Trust, High Performance Organization (People Skills for Professionals)

Sample text

Being competent and open is not enough. You have to do what you say you are going to do. People will only trust you if you are reliable, dependable and consistent. Some time after his release from 27 years’ imprisonment, Nelson Mandela travelled to Cuba to appear at a rally with Fidel Castro. Politically, Mandela knew that it was unwise – at a time when he was building relationships between the new South Africa and Western democracies, it could do no good to be seen supporting a discredited dictator.

THE TRUST EFFECT A If you want a job done properly, do it yourself. SET 3 B I’m a firm believer in empowerment – if you simply take away petty restrictions in the workplace you can be sure that people will do a good job. C I will ask someone to do something only if I am confident that they have the skills and commitment to do it well – and I’ve assessed the consequences of failure. A The only way to make sure that people do a good job is to monitor them closely. SET 4 B Most people are trustworthy – they just need to be given a chance.

From the trust perspective, what bothers them more is whether the Reliability Equity 27 28 THE TRUST EFFECT transaction has been conducted equitably and fairly. Consider the case of Ontario-based Algoma Steel. In May 1991 the company’s owner, Dofasco, then Canada’s biggest steelmaker, decided that it could no longer sustain Algoma’s mounting losses and $752 million worth of debt. It proposed slashing the workforce of 7000 by half and imposing an across-the-board pay cut. Unsurprisingly, the plan was completely unacceptable to the workers and put an end to any residue of trust that the workforce had in the management of Dofasco.

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