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Trust and Trustworthiness
1.
Trust and Trustworthiness
Who trusts you? And Who do you trust? TEEPEE March 21, 2012 John Fisher Chief Value Officer NET(net), Inc.
2.
March 21, 2012
© 2006-2012 All Rights Reserved - John Fisher 2 Trust & Trustworthiness Just what is Trust? We readily give it and strive hard to earn it…..with each other, with our clients and with our business partners Trust is earned, not assumed! • Acquired through open, honest and complete communication with the other party. • Maintained by predictable dependable behavior. • Nourished through mutual respect and an understanding of the value it derives.
3.
March 21, 2012
© 2006-2012 All Rights Reserved - John Fisher 3 Trust Exercise 1 2 List the names of people you Explain why you trust the trust: (Friends, Family, people on the list associates, clients) 3 4 List the names of people or What would have to happen things you do NOT trust to make you trust this person or thing? Source: The Dooley Group
4.
March 21, 2012
© 2006-2012 All Rights Reserved - John Fisher 4 What did we learn? • There were a few surprises • There were some contradictions • Common elements of Trust • Predictability • Shared positive experiences • Common History – it doesn’t happen quickly • Honesty – no hidden agendas • Clarity about intentions • Taking care to do the right things • Isn’t always both ways • Often based on faith/belief • Time can change it – so can circumstances
5.
March 21, 2012
© 2006-2012 All Rights Reserved - John Fisher 5 What did we learn? • You should know your own trust framework • Think about what it takes to get trust in the first place • How is it different to regain trust in an organization versus trust in a person? • What does it take to get trust back? • Does it take 15 years vs. 15 minutes or 15 days? • Can it ever be regained?
6.
March 21, 2012
© 2006-2012 All Rights Reserved - John Fisher 6 Is IT or the CIO Trustworthy? • What are we doing to build trust? • What are we doing to destroy trust? • Projects are late • Expectations are not clarified • We often don’t communicate changes in plan or intention • IT is often an Institution or a “thing” • Trust in Things is hard to develop and easy to lose • Every customer encounter can build or destroy Trust • Technology is often difficult to understand, • But is very important to our clients • The way organizations use technology often changes • Even in the middle of a project • Constant communications is a key to keeping trust
7.
March 21, 2012
© 2006-2012 All Rights Reserved - John Fisher 7 Trust & Trustworthiness Fostering trust, confidence & support from your clients and business partners • Communicating Goals of the Project/Organization • Understanding Expectations • Managing Challenging Times • Reporting Bad News Effectively • Build a Good History of Your Engagements
8.
March 21, 2012
© 2006-2012 All Rights Reserved - John Fisher 8 Trust Building Ideas • Always prepare your business partners prior to a meeting that will contain controversial issues. • Poll members, understand their position and work behind the scenes to reach as much consensus as possible • Outline and present the core issue as you perceive it in order to avoid misperceptions • Full disclosure on all issues. No surprises. All relevant information disclosed • Kept current on all matters of interest or importance.
9.
March 21, 2012
© 2006-2012 All Rights Reserved - John Fisher 9 Communicating Bad News Effectively • Your clients do not like surprises. • The skill is knowing when to prepare them for the potential of bad news vs. distracting them with non critical matters • They want to be informed of potentially adverse news when there is still time for their suggestions and input • With the delivery of bad news be prepared to quantify the financial impact, offer alternative strategies to recovery and demonstrate a willingness to solicit their advice
10.
March 21, 2012
© 2006-2012 All Rights Reserved - John Fisher 10 NASA Challenger Example • January 28, 1986, the space shuttle Challenger exploded shortly after launch • Seven Astronauts died because two rubber O- rings leaked due to cold temperatures • Engineers from Morton Thiokol wanted to abort the flight
11.
March 21, 2012
© 2006-2012 All Rights Reserved - John Fisher 11 NASA Challenger Example • Here are the actual graphs and charts they used to communicate the issues to NASA management. --Edward Tufte (1997) Visual and Statistical Thinking : Displays of Evidence for Making Decisions, p. 24
12.
March 21, 2012
© 2006-2012 All Rights Reserved - John Fisher 12 NASA Challenger Example • A total of 13 charts were used. • Only 6 had data on either launch temperature or O-Ring failure • None showed the relationship between the two --Edward Tufte (1997) Visual and Statistical Thinking : Displays of Evidence for Making Decisions, p. 25
13.
March 21, 2012
© 2006-2012 All Rights Reserved - John Fisher 13 NASA Challenger Example • Here is a better approach • A simple scatter plot demonstrates how far out of range the proposed launch temperatures were. • Lesson: Keep It Simple! Temperature at launch was projected Relationship of to be between 26°F O-Ring Failure and 39°F. Any launch to Temperature below 55°F was likely to experience O-Ring failure --Edward Tufte (1997) Visual and Statistical Thinking : Displays of Evidence for Making Decisions, p. 23
14.
March 21, 2012
© 2006-2012 All Rights Reserved - John Fisher 14 What can we do to keep Trust? • Make sure there is a clear understanding of expectations • Examine why things did not go well (openly review without blame) • Don’t over-react or people will become paralyzed to make decisions. • Never violate it!......It means more than any single issue that may be at hand.
15.
March 21, 2012
© 2006-2012 All Rights Reserved - John Fisher 15 Some Things to Think About • First impressions are often lasting impressions • Do a good job the first time • Every impression counts • Each person representing IT can impact the trust of any client they come into contact with • Once lost or damaged, trust is difficult to restore • Trust in an organization or institution is easier to lose and more difficult to restore than trust in an individual • Clients will forgive a mistake much faster than a lapse in trustworthy behavior • Once you have establish a high degree of trust, inevitable mistakes will be more easily accepted.
16.
March 21, 2012
© 2006-2012 All Rights Reserved - John Fisher 16 Questions Thank You !
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