****For Miss Deana***

"Without trust, employees have little interest in being creative, taking risks and collaborating.

That generative power begins to wane and performance is diminished. However, trust can be

rebuilt after it's been broken. Indeed, both facets - building and breaking - are necessary and

natural!n all relationships."

By Dennis S. Reina and

Michelle L. Reina

Introduction - building and breaking - are necessary and natural in all relationships. Trust,

betrayal and rebuilding trust go hand-in-

hand for developing sustainable trust.

A Trust Rebuilding Example

Parallelcto the emerging field of Positive

Organizational Psychology, which focuses

on optimal individual psychological states,

is the field of Positive Organizational

Practice which centers on optimal

leadership and management practices

that create the best of human conditions

in working environments. Positive

organizational practitioners recognize that business is conducted through

relationships. And trust is the foundation

of those relationships.

Trust is the critical ingredient and

trustworthiness is the descriptive word

that helps to define authentic leadership.

Trust is the basis for effective leadership

and for relationships in the workplace,

and it is those relationships that produce

extraordinary organizational regeneration and renewal.

Yet in today's business world there is

a wide variety of dynamics constantly at

play that challenge trust at several levels.

Mergers and acquisitions, downsizing,

change initiatives ad infinitum, high speed-

to-market demands, outpacing workforce

education, tight controls on information sharing - these workplace dynamics call trust into question. When trust erodes,

relationships are compromised and people

shut down, pull back, and hesitate to

engage. Without trust, employees have

little interest in being creative, taking

risks and collaborating. That generative

power begins to wane and performance is

diminished. However, trust can be rebuilt

after it's been broken. Indeed, both facets

Sandra, a customer service manager of

a telecommunications firm, thought she

was operating with the best interests of the

company in mind. Yet at a meeting of her

management team Sandra's boss did not

support her. In fact, he belittled her with

his unfounded remarks. Sandra was upset,

but said nothing to her boss in her defense.

After the meeting, she quickly left the room

feeling quite defeated.

The next day Sandra took a risk. She

knew she could be fired for speaking up.

Yet she also knew she had to do something

and do it soon! After a sleepless night

worrying, Sandra walked into her boss's

office and asked if they could talk. She told

her boss her side of the story: that she felt

misunderstood and betrayed by her boss's

comments and actions the day before and

that her boss's comments were not justified.

The two of them talked the situation

through. The boss admitted the mistake

he made, and Sandra took responsibility

for her part. Both talked about what they

would do to prevent misunderstanding in

the future. Sandra and her boss were able to

restore trust and confidence in each other,

and in their relationship.

In working through the issues and

restoring trust in her relationship with

her boss, Sandra was able to refocus on

accomplishing the tasks of her job, instead

~6 OD PRACTITIONER Vol. ~9 NO.1 2007

of worrying about whether she had one. as promised and

Taking the time to build and maintain trust ultimately it cost the

in the workplace allows employees to focus company its speed-

their energies on what they are there to do to-market advantage

and want to do. and its competitive

We have developed a Trust & Betrayal position.

Model (Reina, D.S. & Reina, M.R., 2006) that provides a roadmap for building Communication sustainable trust. It is sustainable trust Trust

that cultivates an environment where the Trust influences

possibilities for positive organizational communication

practice can be realized. The model offers and communication

a lens with which to focus directly on influences

supporting "... the best in people, their trust. Sharing organizations, and the relevant world information, around them (Cooperrider, D.L. & Whitney, telling the truth, D.2000,S). and speaking with

good purpose What Builds Trust are examples of

behaviors that create @199S"2007 Dennis S. Reina, PhD & Michelle L. Reina, PhD. th f b ,'. "" ., All rights reserved. No duplication permitted. Excerpted from Trust & Betrayolln the Workplace:

At e core 0 trust wIding IS ralsmg Commumcation Building Effective Relationships in Your Organization. 2nd ed., (Berrett-Koehler)

people's consciousness of what trust means Trust. When and the behaviors that build it. Providing present, workers feel safe to ask questions,

a common language of trust puts workers honestly speak their minds, challenge on the same page and cultivates shared assumptions, raise issues, give and receive

understanding that supports constructive feedback, or acknowledge that they don't

discussion and action planning. A understand and seek help. behavioral construct of trust is essential to Our research in over one hundred

its sustainability. organizations, using trust measuring We call trust Transactional Trust surveys, has found that gossip is the

because it is an exchange and it provides a number one killer of Communication foundation for effective relationships and Trust. Nine out of ten people in the

work results (see Figure 1). workplace experience this particular breach

of trust that creates damaged relationships

In summary, Contractual Trust sets

the tone for engagement and direction

and shapes roles and responsibilities.

Communication Trust establishes

information flow and how people talk

with one another. Competence Trust allows

individuals to leverage and further develop

skills, abilities, and knowledge. Everyone in

an organization is responsible for building

trust.

When Trust is Broken

Contractual Trust

Contractual trust implies mutual

understanding between people; each

will do what they say they will do.

Managing expectations, encouraging mutually-serving intentions and keeping

agreements are examples of behaviors that

build contractual trust. When practiced,

employees understand what is expected

of them, roles and responsibilities are

clear, promises are kept or renegotiated;

individuals collaborate freely, depend on

each other, and perform consistently. , When staff members focus on

themselves and lose sight of others,

agreements may not be kept. Failure

to keep agreements breaks down

collaboration and affects others' ability

to deliver. One of our clients, a global IT

leadership team, repeatedly failed to deliver

We all experience the building and

breaking of trust in personal and work

relationships. Trust may break in an

instant or gradually erode. We define

betrayal as the breach of trust or the

perception of a breach occurring along

a continuum from major to minor;

intentional or unintentional (see Figure 2). Major betrayals often occur suddenly

and have significant effects. In the work

setting, major unintentional betrayal,

in particular, is often a by-product of

change such as mergers, acquisitions and

restructuring, resulting in the loss of "life"

in the organization as people once knew

it. In these instances, employees often feel

betrayed because of how the change was

managed, rather than because the change

occurred.

Building Sustainable Trust 37

FIGURE 1: The Reina Trust & Betrayal Model@

Transactional Trust

Transactional Trust is:

~ Reciprocal ("Got to give it to get it") ~ Created incrementally (step by step)

Three Types of Transactional Trust:

"Trust of Character"

0 E:'-;~bli~hbo;;~d~ri~~ 0 Delegate appropriately

0 Encourage mutually

serving intentions

0 Keep agreements

0 Be consistent

"Trust of Capabilily"

.

. Allow people to make decisions

. involve others and seek their inpnt

/'

"Tnut of Disclosure" . Share information. Give and receive constructive feedback . Tell tbe truth . Maintain confidentiality. Admit mistakes. Speak with good purpose

and an unhealthy culture.

Competence Trust

Those responsible for implementing

change need to be involved in designing

the change. Minimally, their input needs

to be sought. When a leader seeks an

employee's input the leader demonstrates

trust in that individual and the employee's

confidence in his or her own competence

is nurtured. Trust in the leader is extended

in return.

Competence Trust is compromised

through micromanagement and the failure

to delegate. Both are oppressive and cause

people to question their sense of belonging.

As a result, workers don't feel free to use

their knowledge and they feel discounted

and robbed of opportunities to grow and

develop.

hurt me, I will hurt the system and the resulting losses. The

you. Others seek failure of management to acknowledge

ways to heal from the loss of relationship and connection

their pain and be during change is a painful betrayal that

motivated by the workers experience. When they observe

desire to learn, grow perceived betrayal and give voice to the

and gain from the experienced loss, and associated feelings

losses. of vulnerability, doubt and confusion, they

send the message that staff do count, and

Rebuilding Trust that they are being heard and are receiving attention.

Critical to It is common for leaders to slip

sustaining trust is into justification, rationalization and the ability to rebuild explanation of the business needs when

it. This requires responding to the loss of trust. This view

healing. A mistake is irresponsible. People experience this

leaders make during tendency as failing to hear their views

change is to assume and as insensitive. As a result, they feel

that once broken, discounted, diminished, and invisible.

trust may be re-

established on its 2. Allow feelings to surface.

own, over time. This Give People Permission to Express Their

view is unrealistic, Concerns, Issues, and Feelings in a

irresponsible and Constructive Manner. During change,

compromises employees often feel anxious and - the leader's vulnerable. They wonder if they have

@199S-2007 Dennis S. Reina. PhD & Michelle l. Reina. PhD. trustw rth. h t . t t k t b ful. th All rights reserved. No duplication permitted. Excerpted from Trust & Bet",yalln the Workplace: 0 mess. w a 1 a es 0 e success m e new

Building Effective Relationships in Your Organization. 2nd ed.. (Berrett-Koehler) The Seven Steps environment, questioning their own

for Healing helps trustworthiness. Create safe forums

guide people through the pain of betrayal such as open dialogue, focus groups that to rebuild trust and renew the spirit of allow workers to express their fear, anger,

relationship (see

Figure 3).

Many assume that major betrayals

contribute most to eroding trust. We have found quite the opposite. Trust is

broken in subtle ways every day. When

people fail to deliver as promised, take

credit for another's work, look out only I. Observe and

for themselves, neglect to collaborate acknowledge what in decisions and spin the truth, trust has happened.

is broken. When these breaches get Start with Awareness.

overlooked, go unaddressed or are justified Assess the Health of

away, they accumulate, having the same Your Organization. effects as major betrayal - disappointment, Notice what leaders

let down, frustration, doubt, confusion and and employees are

pain. experiencing and When feeling betrayed people acknowledge it.

lose focus, question their place in the Pay attention to the

organization, doubt their competence and subtle and not so their oWn trustworthiness and withdraw subtle behaviors

thei]j efforts. Passion is lost. Workers feel that are building

hopeless, helpless and out of control. While and breaking they often do not have control over the trust. Healing

changes and decisions that create distrust, begins when we

they certainly have control over how they acknowledge what

respond. Some choose to remain bitter, has occurred, the

resentful, angry and even vengeful- you affect on people,

@1995-2007 Dennis S. Reina, PhD & Michelle L. Reina, PhD. All rights reserved. No duplication permitted. Excerpted from Trust & Betrayal In the Workplace:

Building Effective Relationships in Your Organization, 2nd ed., (Berrett-Koehler)

38 OD PRACTITIONER Vol. 39 NO.1 2007

FIGURE 2: The Reina Trust & Betrayal Model@

!!~yal > A breach of trust or the perception of a breach. From major to minor. Intentionally or unintentionally

Tr-ansformative Trust

~

/

~

9; Betrayal

THE BETRAYAL CONTINUUM

FIGURE 3: The Reina Trust & Betrayal Model@

Seven Steps for Healing

Forgive yourself and others

I Observe and ack;:;~

what has hapnened

I Take

I responsibility

IR~ir~;;;e the

Icxnerienee

frustration and doubts. Doing so helps

them begin to let go of the negativity they

are holding. freeing up that energy for

rebuilding relationships and returning

their focus to performance.

Help People Verbalize Their Pain. Sometimes employees have pain they are

afraid of or feel unable to share. When

we give our attention to supporting them,

we let them know that we respect their

pain. In healing, the leader's role is to

listen, observe, and acknowledge. This is

difficult work, but necessary for rebuilding

relationships. When the expression of

feelings is not supported, feelings go

underground and give birth to lingering

resentment and a climate of entitlement.

This creates an internal paralysis

and blocks shared responsibility and

accountability. When in pain. workers do

not care about the business needs until it

is clear that the business cares about them,

their needs and their well-being.

an awareness and understanding of the

bigger picture leading to renewed hope for

trusting relationships and their place in

the organization. When in pain it is easy

to criticize and judge another for what one

perceives they have done wrong. Through

inquiry workers become more aware of

how they are responding to betrayal. With

heightened awareness and consciousness

of their own behavior, staff members have

the opportunity to behave differently and

move more deeply through the healing

process. Help People Realize There Are Choices.

When feeling vulnerable due to change,

employees may believe they are at the

mercy of the forces of change. When

reframing the experience, consider that

while workers do not have control over

what has occurred, they do have control

over how they choose to respond.

3. Get support.

Recognize People's Needs. Employees have

needs that must be met before rebuilding

can occur. During transition, people

have informational needs regarding the

organization's direction and strategy,

and relationship needs associated with

belonging to the organization, and their

role in it. They need to know the playing

field, what they can and cannot expect.

Give Support! Another common

mistake leaders make is failing to seek

support for themselves and for their

employees during challenging times. They

get caught up with the assumption that "we

can manage on our own." Rebuilding trust

is hard work. Leaders and their employees

can not do it alone. They need support to

fully understand what occurred, its effects,

and actions that are necessary to move

through the healing process. It is through

support that betrayal may be used as a

stepping stone for growth, innovation,

shared responsibility and accountability for

the very outcomes change was intended to

deliver.

Something quite powerful occurs

when the breach of trust is truthfully

acknowledged. Not twisted, justified or

defended, but acknowledged. There is

5. Take responsibility.

Take Responsibility for One's Role. It is

not helpful to spin the truth or to cover

up mistakes contributing to perceived

Building Sustainable Trust 39

TRUST TIPS

We Are Inclined to Trust People...

» Who are self-aware » Who take responsibility for their role in the relationship » Who demonstrate that they consider the best interests of others rather than

just themselves

» Who do what they say they will do

» Who practice the values they tell us are important to them

» Who are willing to recognize and consider both sides of the story

» Who listen and respond to our needs and interests » Who are willing to think about what they have to give as well as what they

hope to receive

We Are Not Inclined to Trust People...

» Whom we experience as selfish and self-absorbed » Who do not demonstrate an interest in the needs of others

» Who are not willing to accept responsibility for their actions

» Who gossip/talk about others behind their backs » Who blame others without looking at their role in the experience

» Who make snap judgments and draw conclusions before hearing all the

information » Who are not open and receptive to the ideas and views of others; people who

consistently feel that they know all the answers and their way is the only way

and the right way

» Who change the rules all the time » Who are inconsistent in their behavior so we don't know what to expect from

one interaction to the next

» Who distort the truth by omitting information for their own purpose

~-

a releasing quality when people shift

from finger pointing to seeking to

understand; from judgment and criticism

to considering extenuating circumstances;

from abdication of responsibility to

problem solving and taking responsibility;

from loss to possibilities.

4. Reframe the experience.

Put the Experience into a Larger Context.

Reframing is an important part of the

healing process because people can use

their hurt and pain as stepping stones

for growth, development and life

enrichment. Workers are supported to

reframe their experience by engaging

in the bigger picture, reflecting on extenu-

ating circumstances, noticing the

business reasons for change, and explor-

ing opportunities that the changes

present. Engage in Inquiry. Healing is a process

of inquiry and occurs when people are

provided with an opportunity to have

their questions answered. Responding

to questions honestly gives employees

betrayal. People see right through it and

trust is further diminished. People take

responsibility when they acknowledge

their mistakes or oversights. Telling

the truth, without justification and

rationalization, demonstrates a leader's

trustworthiness and exposes vulnerability.

Doing so makes it safe for others to

expose their vulnerability, seek support

and take responsibility for their behavior.

Sometimes three simple words, "I am

sorry," reflect taking responsibility and go a

long way to rebuilding trust.

Help Others Take Responsibility for Their

Role. Trust begets trust and betrayal begets

betrayal. The more aware people are that

they choose their actions, the more able

they are to take responsibility for their

behavior and the results it generates. It

is necessary to question assumptions,

examine behaviors and to reflect on

how one is building or breaking trust.

Employees in pain tend to blame their

leaders, as well as to behave in ways that

further contribute to betrayal. They need

help to see their role. While people may not

have control over what happened, they do

have control over how they respond. Even

though they have been betrayed, it does not

justify betraying in return.

Make Amends and Return with

Dividends. In the workplace, it is the

leader's role to break the chain of betrayal

and reverse the accumulative pattern of

distrust. Because actions speak louder

than words, the leaders need to take the

first step in mending fences with their

employees. Rebuilding trust does not

simply mean giving back what was taken

away. It means returning something in

better shape than it was originally and it

means strengthening relationships and

enhancing the culture. In making amends

truth-telling is essential. People need to

honestly know the realities of the situation

and what their leaders can and cannot take

responsibility for and therefore, what they

can expect.

Manage Expectations. Future betrayals

associated with change are managed

by continually clarifying expectations. Workers want to know what is expected of

them and what they can expect in return.

Sustaining trust requires negotiating when

40 OD PRACTITIONER Vol. 39 NO.1 2007

expectations and agreements cannot be healing, trustworthy environment where

fulfilled as well as leaders being receptive to forgiveness takes place. They may do this

entering into such negotiations. Doing so by helping people shift from blaming the

does not mean that people will always get organization to focusing on addressing

their way. However, clarity of expectations individual needs as they pertain to their

will result, agreements will be kept, truths roles and the needs of the business. To do

will be told and trust will be built. so, leaders must consider what employees Keep Promises. Sustaining trust need to resolve issues, concerns, fears

requires that people know that promises and pain. They must pay attention to

made will be kept. Leaders and their conversations that need to occur and listen

employees need to be mindful of what they for what needs to be said. Leaders may be

promise. Sustaining trust requires that guided by insight into what can make a

leaders do not make promises they know difference right now.

they can't keep in the spirit of winning approval or looking good. Doing so sets 7. Let go and move on. oneself up for failure and the breach of Accept What is So. Acceptance is not

trust. When one realizes promises cannot condoning what was done but experiencing

be kept, admitting the oversight and the reality of what happened without renegotiating an agreement is essential. denying, disowning, or resenting it - facing

the truth without blame. People accept business results. Building sustainable trust

what is so when they separate themselves requires two leadership qualities: Intention

from their preoccupation from the past and to integrate into one's business practices invest their emotional energies in creating certain trust-building strategies and

a different future. One that is trustworthy. commitment to utilizing these strategies Take the Time and Make the even after trust has been broken. Trust is

Commitment. When trust is lost, it is sustained when the organization and its

regained only by a sincere dedication employees are committed to practicing

to the key behaviors and practices that Transactional Trust. Relationships are

earned it in the first place. The journey honored and the behaviors of each type

back to trusting is not an easy one. of transactional trust are consciously However, by listening, telling the truth, and consistently practiced. Leaders and

giving the benefit of the doubt, seeking to employees strive to minimize betrayals. understand and practicing Transactional When people make a conscious choice to

Trust behaviors people will find their way. work through betrayals, treating them as

Individuals may be guided by their good- opportunities to strengthen interpersonal

faith effort and by keeping their intentions relationships and organizational honorable. People will not always agree effectiveness and efficiency, sustainable

or be aligned, but they may do so with trust is created.

honesty and integrity. While not easy, rebuilding trust is References

essential. The cost of not doing so is too

high to be ignored. By being self aware

and choosing to practice trust building

behaviors, leaders can play an instrumental

role in supporting employees to heal from

betrayal, to rebuild and sustain trust and

renew relationships.

Cooperrider, D.L. and Whitney, D. 2000

(5) "A positive revolution in change:

Appreciative Inquiry." In Cooperrider,

D.L., Sorenson, P.F., Whitney, D. &

Yaeger, T.F. (Eds.) Appreciative inquiry

(pp. 3-28). Champaign, IL: Stipes.)

Reina, D.S., & Reina, M.L. (2006).

Trust and betrayal in the workplace:

Building effective relationships in your

organization, 2nd ed. San Francisco:

Berrett Koehler.

6. Forgive yourself and others. Recognize That Forgiveness Is Freedom.

Forgiveness is a gift we give ourselves.

Anger, bitterness, and resentment

deplete people's energy and interfere

with relationships and performance.

When organizations help individuals

forgive, they help them free themselves.

With forgiveness, they heal their future

by changing their attitude about the

past. Forgiveness helps people see new

possibilities. For most people, forgiveness takes

time, and happens gradually. Over time

employees may be willing to forgive, but

they can not expect to forget. Leaders

can help their staff members heal from

the pain they felt, but they cannot erase

the events of the past. Employees may

occasionally feel a twinge of pain after

they have forgiven. It is natural for there

to be lingering pain for perceived wrong

doings. However, through forgiveness, the

lingering pain will likely not have such a

charge that it evokes negative behavior.

Shijt from Blaming to Focusing on

Needs. It is important to address persistent

resentment and finger pointing, as they are

toxic to individuals and the entire system.

They undermine morale, productivity,

innovation, engagement and erode trust.

Forgiveness is a personal matter. As such,

it is difficult for people to forgive a system.

However, leaders can help cultivate a

Summary

Trust influences the positive psychology

of an organization's culture, and supports

the organization in dealing with change.

It also affects the behaviors that drive.

41Building Sustainable Trust