123
Chapter 14
It’s All about Trust
In preparation for the work on trust that she and Karen
were planning, Eliza sat down with her executive
team to set some expectations. She explained what the
retreat would entail and made explicit her expectations
that the language, distinctions, and material that would
be presented in the workshop needed to be both mod-
eled and reinforced by the executive team.
“People will only believe in and support the work
we’re presenting if they see their leaders—you—
embrace and support these distinctions,” Eliza said to
them. “Your teams will be watching you, observing
whether you buy into this, whether you are going to
change the way you behave with each other and with
those around you. And I’m telling each of you now that
I am going to hold you accountable for your actions
going forward, just as I expect you to hold your subor-
dinates accountable. Karen and I are going to provide
124 ◾ Transforming Teams
you with the tools to move forward, and I expect you
to use them.”
Turning to Kirby, she said, “At this point, I want
to hold off including the production team. I want to
start with the sales and customer service teams and,
depending on how things work out, we can expand to
production and other areas within HDS Tech. Don’t feel
left out,” she kidded with Kirby. “Depending on how
this works out, you’re next.”
“Oh goody,” he said with a grin.
Eliza invited Dave and his nine sales representatives
and Claire and her seven customer service profession-
als to attend an offsite workshop at a local hotel. She
selected an offsite location because she expected some
intense engagement in the sessions, and she wanted
everyone to be free of distractions.
The site she selected was upscale and comfortable,
as she wanted to show them her willingness to invest
in this learning. The seats were arranged in a large
circle with an opening for access to a ip chart and a
wall where charts would be hung.
The meeting was scheduled from 8:00 a.m. to
5:00p.m., with happy hour at a nearby tavern to fol-
low. Participants were specically asked to show up
by 7:45a.m. so that they could settle in, grab a cup of
coffee, and be ready to go promptly at 8:00 a.m. They
were also asked to do a little homework. Karen had
developed an assessment that she called a Trust Test,
and participants were asked to ll it out and bring it
with them to the session.
It’s All about Trust ◾ 125
Trust Te st
Self-Assessment
(check the most appropriate answers)
Always OftenSometimesRarely Never
I am honest when having to deliver diffi cult or
unpopular messages (Sincerity)
I speak up in meetings when I disagree with
others, even when management is present
(Sincerity)
I deliver what is asked of me on time and in the
format that is requested (Reliability)
I decline work when I know I already have
more work than I can realistically complete
(Reliability)
I am clear with myself and others about my
abilities and limitations (Competence)
I am honest with others when I suspect I don’t
have the expertise or skills to do what’s asked of
me (Competence)
Total Number of Checkmarks Above
=====
Multiplier
(Multiply the sum above by the multiplier)
(Score
above
×
20) =
(Score
above ×
15) =
(Score
above ×
10) =
(Score
above ×
5) =
(Score
above ×
1) =
Self-Trustworthiness Score
(Sum of scores above)
Total Score =
Team Assessment
(check the most appropriate answers)
Always OftenSometimesRarely Never
My colleagues are honest with me about their
concerns and opinions (Sincerity)
My colleagues speak their mind in meetings and
share openly their concerns in meetings and
with managers and supervisors (Sincerity)
My colleagues keep their promises to me and to
each other (Reliability)
My colleagues set realistic timelines and deliver
on those timelines (Reliability)
My colleagues are up front about their
limitations (Competence)
My colleagues are honest about whether they
have the skills or abilities to do what is asked of
them (Competence)
Total Number of Checkmarks Above
= ====
Multiplier
(Multiply the sum above by the multiplier)
(Score
above
×
20) =
(Score
above ×
15) =
(Score
above ×
10) =
(Score
above ×
5) =
(Score
above ×
1) =
Team Trustworthiness Score
(Sum of scores above)
Total Score =
S
Note: See full-size Trust Test in Chapter 20.
coring Guide
6–15 = Not Trustworthy
16–45 = Rarely Trustworthy
46–75 = Somewhat Trustworthy
76–105 = Frequently Trustworthy
106–120 = Highly Trustworthy
126 ◾ Transforming Teams
Eliza and Karen agreed that Eliza would facilitate the
rst 30 minutes of the session while Karen observed,
starting with logistics, the purpose of the session, the
desired learning objectives, and the schedule for the day.
At 8:00 a.m. sharp, Eliza welcomed the group. Claire
was in attendance with six of her seven customer
service reps. The seventh, Claire explained, had sent a
text to say that she would be running a little late due to
unexpected trafc at the toll bridge. Missing was Dave
and about half of his sales team. Over the next 30 min-
utes, the remaining sales team members straggled in,
with Dave being the second to last to enter the room.
Carlos was the last to arrive.
Some of the latecomers apologized for their absence,
blaming a variety of factors for their tardiness. Others,
including Dave, slipped into their seats without excuses
or apologies.
Eliza interrupted her talk to ask Dave why he was
late. “I had a couple of sales calls I had to make. I
wanted to give Fred at ANCO a heads-up on the new
delivery date, and I’m trying to set up a meeting with
the guys at Y-Line,” Dave said with a shrug and a smile
that conveyed “Hey, no big deal.”
Returning to the group, Eliza asked who had com-
pleted and brought in their Trust Test. Only about half of
the group raised their hands. She asked those with their
hands down why they hadn’t completed the assignment.
“I completed it but forgot to bring it,” was one
answer.
“I had too hard a time lling it out,” was another
answer.
It’s All about Trust ◾ 127
“Honestly, I just forgot all about it,” was another.
“Well,” Eliza continued, “fortunately we brought
some extras. Let’s take a couple of minutes so that
everyone can complete them now.”
Eliza couldn’t believe that the session was off to
such a rocky start. She was annoyed at the sales team,
and at Dave in particular, for not seeming to take the
session seriously and for setting such a poor example
for his team by arriving late. She was angry that so
many of the group, both customer service and sales,
had failed their one and only assignment—to com-
plete Karen’s Trust Test exercise. She was also embar-
rassed to have such a poor display of discipline in
front of Karen.
But true to her “high S” behavioral style, Eliza didn’t
show any of these emotions. She simply smiled, turned
to introduce Karen to the team, and then took her seat
to see what Karen would make of this mess.
Karen bounded forward and engaged the team
immediately. “Welcome!” she boomed, startling the par-
ticipants, who had not expected such a petite woman
to be so thunderous and energetic. “How many of you
are totally thrilled to be away from the ofce, totally
out of pocket, not able to do what’s on your huge to-do
list, knowing full well that tomorrow your to-do list will
be even longer?” she roared.
Participants laughed and nodded their heads in agree-
ment. “Yeah, no kidding,” muttered one participant.
“How many of you love to take the time out of your
workday to talk about squishy, emotional stuff like
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