How to Build Trust With Coworkers Using StrengthsFinder

How to Build Trust With Coworkers Using StrengthsFinder

Someone once said, “Trust is like oxygen – you only notice it when it’s not there.” It’s almost like an invisible foundation, where without it, everything falls apart. The problem with trust is it’s often hard to understand. It’s like it’s there or it’s not. But, what if it’s actually not all that ambiguous? What if there is more of a science to trust than we know to explore? If we spend so much time learning about our Strengths and how to have Tough Conversations, where does Trust come into play if it’s so important? Let’s start with Strengths. At Trybal, we’re huge fans of StrengthsFinder. If you’ve worked with us, we’ve likely taken you and the folks at your organization through a StrengthsFinder workshop and some one-on-one coaching. What tends to be pretty fun for people is when we reveal the concept of Dark Side Labels with our infamous Darth Vader slide on our PowerPoint deck. We teach people that everyone has Dark Sides and that we can talk about them with levity. Rather than attacking who someone is in their identity, we explain that the flip-side of the coin of what’s truly extraordinary about you is where you find your Dark Sides. Now, when it comes to trust, someone’s common Dark Sides or simple lack of Strength in a certain area may negatively impact any of the four cores of trust, as defined by Stephen M. R. Covey in his best-selling book, The Speed of Trust. The four cores are: Integrity Intent Capabilities, and Results If your Adaptability Strength has you go with the flow a little...
How to Break the Cycle of Distrust on Your Team

How to Break the Cycle of Distrust on Your Team

Trust in the workplace is an interesting topic.  Trust starts with communication, specifically with the ability to handle Tough Conversations. Tough Conversations are those involving anything that makes us uncomfortable, sparks emotions, requires vulnerability, etc.  For example: questioning your boss discussing performance issues asking for a raise proposing a major process change correcting a coworker, or asking for clarification on how anonymity is maintained on employee surveys The less a team is willing to step into these Tough Conversations, the more space they leave for stories about the motives of others.  The more the stories grow, the more trust shrinks and before long, voilà! The cycle of doom takes hold. Consider the annual employee survey when trust is missing: In this cycle: Employees feel management doesn’t care, doesn’t listen, and does whatever they want regardless of employee input.  The perspective on feedback is that it’s a waste of time and makes the person offering it a target. Management feels employees are disengaged and not aligned to organizational objectives.  The perspective becomes a need to micromanage and control versus empower and grow. Solution: Avoid or break the cycle of distrust and learn to handle your team’s Tough Conversations. Tough Conversations are complex and unfortunately not something covered in grade school or college.  We get very little training on how to handle them effectively with candor and skill.  Most people just wing it. Here’s some tips on how to begin: Accept that everyone is different. We all bring different Strengths, blind spots, experiences, and knowledge. Avoid blame. It’s judgement and doesn’t move conversation forward. Be curious. Seek understanding. Clarify intent, yours...