Archives for February 2015

Talking Trust in Trinidad

I recently had the opportunity to work with a group of HR professionals in Trinidad, through Queen’s IRC’s partnership with the Arthur Lok Jack Graduate School of Business within the University of the West Indies.

As part of our discussion about building trust in the workplace, we discussed behaviours that lowered trust and those that raised trust. It did not take long for the participants to generate lists of behaviours through table discussion. It was not surprising how frequently participants pointed to similar behaviours in very different workplaces.

Below are two lists of behaviours which affected levels of trust in their workplaces. Have you experienced these in your workplace?

Behaviours which they experienced in their workplaces that LOWERED trust:

  1. Dishonesty from management and leadership
  2. Leadership not walking the talk
  3. Lack of transparency (hidden agendas)
  4. Not admitting mistakes
  5. Playing favourites/showing bias
  6. Lack of open dialogue (secret side deals)
  7. Lack of rewards and recognition
  8. No credit given for ideas contributed
  9. Executives not fulfilling responsibilities
  10. Lack of communication
  11. Unwillingness to change
  12. Selective sharing of information
  13. Double delegation
  14. Personal biases and prejudice
  15. Double standards
  16. Incompetence
  17. Not listening
  18. Breach of confidence
  19. Acting without facts

Behaviours which they experienced in their workplaces that RAISED the level of trust:

  1. Keeping your word
  2. Being honest, fair and treating people equally
  3. Rewarding and recognizing employee performance
  4. Mentoring other employees
  5. Delegating responsibility
  6. Sharing information
  7. Being personally accountable
  8. Supporting structures such as policy, training, internal promotions, penalties, and sanctions
  9. Keeping confidentiality
  10. Supporting work-life balance
  11. Demonstrating competence
  12. Giving credit for work and ideas
  13. Coaching and acting as a change agent
  14. Demonstrating integrity
  15. Leading by example

To learn some ways to help build trust in an organization, please read 5 Steps to Build Trust and Change the Culture in an Organization

If you are interested in building trust training for yourself or your organization, please visit Building Trust in the Workplace.

Exploring Senior Leadership in the Canadian Mental Health Association

Clark MacFarlane has over twenty years of experience in the health care sector, and is currently the executive director of the Canadian Mental Health Association (CMHA) – Cochrane-Timiskaming Branch, in northern Ontario. CMHA branches provide direct service to people who are experiencing mental illness, and to their families. They are in the process of implementing a new service delivery model, which shifts from traditional treatment methods to a recovery approach.

In this interview with Queen’s IRC, Clark discusses the funding challenges of being an incorporated charitable organization almost completely dependent on government funding, the difficulty in building the talent pipeline in northern Ontario, and the struggles that come with leading an organization with multiple sites. He opens up about the rewards and challenges of managing in a unionized environment, the cultural shift that happened when the union came in, and the lessons learned in the first round of collective bargaining. Clark talks candidly about what they could have done better in change management, and the steps he takes to create a healthy work environment with happy and engaged employees.

Download Interview: Exploring Senior Leadership in the Canadian Mental Health Association: An Interview with Clark MacFarlane, Executive Director, Canadian Mental Health Association – Cochrane-Timiskaming Branch

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