Trust is key to any organization’s success. We all recognize its importance. We want trust in our workplace: from our co-workers, supervisors, and clients. Most people consider themselves to be great models of trust. The truth, however, is that there is a gap between that perception and reality—a gap which has proven problematic from a learning perspective.
A common complaint from professional in all fields is that they are forced to attend trainings that are teaching what they already know. This problem is ancient in origins, even Epictetus said, “it is impossible for a man to learn what he thinks he already knows.” Therefore, people tend to tune out when they are required to attend traditional trust trainings. They agree the company needs this seminar, but they are positive it is not relevant to them. In fact, most of us can probably point out someone in the office who does need trust training. The gap exists because, as Covey says, “we judge ourselves by our intentions and others by their actions.” This leaves our organizations with volumes of self-conceit when it comes to trust that can crush company culture.
In trying to address the issue of trust, training companies have devised solutions that follow a standard model. Trainings begin with an assessment that collects feedback for an employee. The feedback might come from co-workers, direct reports, supervisors, or a combination. The employees then read the feedback and discover whether or not they are trustworthy. They are then supposed to take this blind feedback, learn from it, and change their daily interactions.
The traditional model is horribly flawed. The typical reaction from participants is either an emotional tailspin or complete denial of the feedback’s validity. One group becomes very upset at the feedback because it is raw and out of context. They find the feedback so deeply personal that they are unable to learn. Another group dismisses the feedback. They rationalize: “Well, that was Barry, but no one else would say that…” or “Tyrus wrote that because of the one thing, but I’m not usually like that…” Either way, both groups are put into a headspace that prevents true learning from occurring.
At JMReid Group, we have a better way. We create scenarios in which people need to make a conscious choice to make a decision and take an action. Each scenario is customized to the client’s business to make the experience authentic to the team. When participants make that point of choice, they can easily recognize the situation’s parallel to their daily lives. Participants then view the outcome through the lens of trust and reflect on their performance.
This causes discomfort, for certain. When it comes to trust, our view of ourselves tends to be sky-high, but in the moment of truth, we sometimes fall short. In this moment, people tend to become uneasy, trying to rationalize their actions. Amidst this discomfort, however, is where TRUE learning occurs. Our seasoned facilitators will guide your team to identifying more effective ways to understand, build, and practice trust.