"Without trust, employeeshave little interest in beingcreative, 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 DennisS. Reinaand Introduction - building and breaking - are necessary Michelle L. Reina and natural in all relationships. Trust, Parallelctothe emerging field of Positive and rebuilding trust go hand-in- Organizational Psychology,which focuses hand for developingsustainable trust. on optimal individual psychological states, is the field of Positive Organizational A Trust Rebuilding Example Practice which centers on optimal leadership and management practices Sandra, a customer service manager of that create the best of human conditions a telecommunications firm, thought she in working environments. Positive was operating with the best interests of the organizational practitioners recognize company in mind. Yet at a meeting of her that business is conducted through management team Sandra's boss did not relationships. And trust is the foundation support her. In fact, he belittled her with of those relationships. his unfounded remarks. Sandra was upset, Trust is the critical ingredient and but said nothing to her boss in her defense. trustworthiness is the descriptive word After the meeting, she quickly left the room that helps to define authentic leadership. feeling quite defeated. Trust is the basis for effective leadership The next day Sandra took a risk. She and for relationships in the workplace, knew she could be fired for speaking up. and it is those relationships that produce Yet she also knew she had to do something extraordinary organizational regeneration and do it soon! After a sleeplessnight and renewal. worrying, Sandra walked into her boss's Yet in today's business world there is office and asked if they could talk. She told a wide variety of dynamics constantly at her boss her side of the story: that she felt play that challenge trust at several levels. misunderstood and betrayed by her boss's Mergers and acquisitions, downsizing, comments and actions the day before and change initiatives ad infinitum, high speed- that her boss's comments were not justified. to-market demands, outpacing workforce The two of them talked the situation education, tight controls on information through. The boss admitted the mistake sharing - these workplace dynamics call he made, and Sandra took responsibility trust into question. When trust erodes, for her part. Both talked about what they relationships are compromised and people would do to prevent misunderstanding in shut down, pull back, and hesitate to the future. Sandra and her boss were able to engage. Without trust, employees have restore trust and confidence in each other, little interest in being creative, taking and in their relationship. risks and collaborating. That generative In working through the issues and power begins to wane and performance is restoring trust in her relationship with diminished. However, trust can be rebuilt her boss, Sandra was able to refocus on after it's been broken. Indeed, both facets accomplishing the tasks of her job, instead

~6 OD PRACTITIONERVol. ~9 NO.1 2007 FIGURE1: The ReinaTrust & Betrayal Model@ Transactional Trust of worrying aboutwhether shehad one. aspromised and Transactional Trust is: Takingthe time to build and maintain trust ultimately it costthe ~ Reciprocal ("Got to give it to get it") in the workplaceallows employees to focus companyits speed- ~ Created incrementally (step by step) their energieson what they are there to do to-marketadvantage Three Typesof Transactional Trust: and want to do. and its competitive We havedeveloped a Trust & Betrayal position.

Model (Reina,D.S. & Reina,M.R., 2006) "Trust of Character" thatprovides a roadmapfor building Communication

0 E:'-;~bli~hbo;;~d~ri~~ "Trust of Capabilily" sustainabletrust. It is sustainabletrust Trust 0 Delegateappropriately . that cultivatesan environmentwhere the Trust influences 0 Encouragemutually serving intentions Allow people to make decisions possibilitiesfor positiveorganizational communication . 0 Keep agreements involve others and seek their inpnt . 0 Be consistent practicecan be realized.The model offers and communication a lens with which to focusdirectly on influences supporting"... the bestin people,their trust. Sharing organizations,and the relevantworld information, /' aroundthem (Cooperrider,D.L. & Whitney, telling , "Tnut of Disclosure" D.2000,S). and speakingwith . Shareinformation. Give and receiveconstructive feedback . Tell tbe truth . Maintain confidentiality good purpose .Admit mistakes. Speakwith good purpose What Builds Trust are examplesof behaviors that create @199S"2007Dennis S. Reina,PhD & Michelle L. Reina,PhD. th f b ,'. "" ., All rightsreserved. No duplication permitted. Excerpted from Trust & Betrayollnthe Workplace: At e core 0 trust wIding IS ralsmg Commumcation BuildingEffective Relationships in Your Organization. 2nded., (Berrett-Koehler) people'sconsciousness of what trust means Trust.When and the behaviorsthat build it. Providing present,workers feel safeto ask questions, In summary, Contractual Trust sets a commonlanguage of trust puts workers honestlyspeak their minds, challenge the tone for engagement and direction on the samepage and cultivatesshared assumptions,raise issues, give and receive and shapes roles and responsibilities. understandingthat supportsconstructive feedback,or acknowledgethat they don't Communication Trust establishes discussionand action planning. A understandand seekhelp. information flow and how people talk behavioralconstruct of trust is essentialto Our researchin overone hundred with one another. CompetenceTrust allows its sustainability. organizations,using trust measuring individuals to leverage and further develop We call trust TransactionalTrust surveys,has found that gossipis the skills, abilities, and knowledge. Everyone in becauseit is an exchangeand it providesa number one killer of Communication an organization is responsible for building foundationfor effectiverelationships and Trust. Nine out of ten peoplein the trust. work results (seeFigure 1). workplaceexperience this particularbreach of trust that createsdamaged relationships When Trust is Broken Contractual Trust and an unhealthy culture. Contractual trust implies mutual We all experience the building and understanding between people; each Competence Trust breaking of trust in personal and work will do what they say they will do. Those responsible for implementing relationships. Trust may break in an Managing expectations, encouraging change need to be involved in designing instant or gradually erode. We define mutually-serving intentions and keeping the change. Minimally, their input needs betrayal as the breach of trust or the agreements are examples of behaviors that to be sought. When a leader seeks an perception of a breach occurring along build contractual trust. When practiced, employee's input the leader demonstrates a continuum from major to minor; employees understand what is expected trust in that individual and the employee's intentional or unintentional (seeFigure of them, roles and responsibilities are confidence in his or her own competence 2). Major betrayals often occur suddenly clear, promises are kept or renegotiated; is nurtured. Trust in the leader is extended and have significant effects. In the work individuals collaborate freely, depend on in return. setting, major unintentional betrayal, each other, and perform consistently. Competence Trust is compromised in particular, is often a by-product of , When staff members focus on through micromanagement and the failure change such as mergers, acquisitions and themselves and lose sight of others, to delegate. Both are oppressive and cause restructuring, resulting in the loss of "life" agreements may not be kept. Failure people to question their sense of belonging. in the organization as people once knew to keep agreements breaks down As a result, workers don't feel free to use it. In these instances, employees often feel collaboration and affects others' ability their knowledge and they feel discounted betrayed because of how the change was to deliver. One of our clients, a global IT and robbed of opportunities to grow and managed, rather than becausethe change leadership team, repeatedly failed to deliver develop. occurred.

Building SustainableTrust 37 FIGURE2: The Reina Trust & Betrayal Model@ !!~yal > A breach of trust or the perception of a breach hurt me, I will hurt the systemand the resulting losses.The .From major to minor .Intentionally or unintentionally you. Othersseek failure of managementto acknowledge waysto heal from the loss of relationshipand connection their pain and be during changeis a painful betrayalthat Tr-ansformative motivatedby the workersexperience. When they observe Trust desireto learn, grow perceivedbetrayal and givevoice to the and gain from the experiencedloss, and associatedfeelings losses. of vulnerability,doubt and confusion,they / sendthe messagethat staff do count, and RebuildingTrust thatthey are being heard and are receiving attention. Critical to It is common for leadersto slip sustainingtrust is into justification,rationalization and the ability to rebuild explanationof the businessneeds when ~ it. This requires respondingto the lossof trust. This view 9; healing.A mistake is irresponsible.People experience this Betrayal leadersmake during tendencyas failing to heartheir views

THE BETRAYAL CONTINUUM changeis to assume and as insensitive.As a result, they feel that oncebroken, discounted,diminished, and invisible. trust may be re- establishedon its 2. Allow feelingsto surface. own, overtime. This GivePeople Permission to ExpressTheir view is unrealistic, Concerns,Issues, and Feelingsin a irresponsibleand ConstructiveManner. During change, compromises employeesoften feel anxiousand - the leader's vulnerable.They wonder if they have @199S-2007Dennis S. Reina.PhD & Michelle l. Reina.PhD. trustw rth. h t .t t k t b ful. th Allrights reserved. Noduplication permitted. Excerpted from Trust & Bet",yallnthe Workplace: 0 mess. w a 1 a es 0 e success m e new BuildingEffective Relationships in Your Organization. 2nded.. (Berrett-Koehler) Steps environment, questioning their own for Healing helps trustworthiness.Create safe forums Many assumethat major betrayals guide peoplethrough the pain of betrayal suchas open dialogue,focus groups that contributemost to erodingtrust. We to rebuild trust and renewthe spirit of allow workersto expresstheir fear,anger, havefound quite .Trust is relationship(see brokenin subtleways every day. When Figure3). peoplefail to deliveras promised, take FIGURE3: The ReinaTrust & Betrayal Model@ credit for another'swork, look out only I. Observeand Seven Steps for Healing for themselves,neglect to collaborate acknowledgewhat in decisionsand spin the truth, trust hashappened. is broken.When thesebreaches get Startwith Awareness. overlooked,go unaddressedor are justified Assessthe Healthof away,they accumulate,having the same YourOrganization. effectsas major betrayal- disappointment, Noticewhat leaders Forgive yourself let down, frustration, doubt, confusionand and employeesare and others pain. experiencingand

I Observe and ack;:;~ When feeling betrayedpeople acknowledgeit. what has hapnened losefocus, question their placein the Payattention to the I Take organization,doubt their competenceand subtleand not so I responsibility their oWntrustworthiness and withdraw subtlebehaviors thei]j efforts. Passionis lost. Workersfeel that are building hopeless,helpless and out of control. While and breaking they often do not havecontrol overthe trust. Healing IR~ir~;;;ethe Icxnerienee changesand decisionsthat createdistrust, beginswhen we they certainlyhave control overhow they acknowledgewhat respond.Some choose to remain bitter, has occurred,the @1995-2007 Dennis S. Reina, PhD & Michelle L. Reina,PhD. All rights reserved.No duplication permitted. Excerptedfrom Trust& Betrayal In the Workplace: resentful,angry and evenvengeful- you affecton people, Building EffectiveRelationships in YourOrganization, 2nd ed., (Berrett-Koehler)

38 OD PRACTITIONERVol. 39 NO.1 2007

~ TRUSTTIPS

We Are Inclined to Trust People... frustration and doubts. Doing so helps » Who are self-aware them begin to let go of the negativity they » Who take responsibilityfor their role in the relationship are holding. freeing up that energy for » Who demonstratethat they considerthe best interestsof othersrather than rebuilding relationships and returning just themselves their focus to performance. » Who do what they say they will do Help PeopleVerbalize Their Pain. » Who practicethe valuesthey tell us are important to them Sometimes employees have pain they are » Who arewilling to recognizeand considerboth sidesof the story afraid of or feel unable to share. When » Who listen and respondto our needsand interests we give our attention to supporting them, » Who arewilling to think aboutwhat they haveto giveas well aswhat they we let them know that we respect their hope to receive pain. In healing, the leader's role is to We Are Not Inclined to Trust People... listen, observe, and acknowledge. This is difficult work, but necessaryfor rebuilding » Whom we experienceas selfishand self-absorbed relationships. When the expression of » Who do not demonstratean interestin the needsof others feelings is not supported, feelings go » Who are not willing to acceptresponsibility for their actions underground and give birth to lingering » Who gossip/talkabout others behind their backs resentment and a climate of entitlement. » Who blame others without looking at their role in the experience This creates an internal paralysis » Who makesnap judgments and draw conclusionsbefore hearing all the and blocks shared responsibility and information accountability. When in pain. workers do » Who are not open and receptive to the ideas and views of others; people who not care about the business needs until it consistently feel that they know all the answers and their way is the only way is clear that the business cares about them, and the right way their needs and their well-being. » Who changethe rules all the time » Who are inconsistentin their behaviorso we don't know what to expectfrom 3. Get support. one interaction to the next RecognizePeople's Needs. Employees have » Who distort the truth by omitting information for their own purpose needs that must be met before rebuilding ~- can occur. During transition, people have informational needs regarding the a releasing quality when people shift an awarenessand understanding of the organization's direction and strategy, from finger pointing to seeking to bigger picture leading to renewed hope for and relationship needs associatedwith understand; from judgment and criticism trusting relationships and their place in belonging to the organization, and their to considering extenuating circumstances; the organization. When in pain it is easy role in it. They need to know the playing from abdication of responsibility to to criticize and judge another for what one field, what they can and cannot expect. problem solving and taking responsibility; perceives they have done wrong. Through Give Support! Another common from loss to possibilities. inquiry workers become more aware of mistake leaders make is failing to seek how they are responding to betrayal. With support for themselves and for their 4. Reframe the experience. heightened awarenessand consciousness employees during challenging times. They Put the Experience into a Larger Context. of their own behavior, staff members have get caught up with the assumption that "we Reframing is an important part of the the opportunity to behave differently and can manageon our own." Rebuilding trust healing process because people can use move more deeply through the healing is hard work. Leaders and their employees their hurt and pain as stepping stones process. can not do it alone. They need support to for growth, development and life Help PeopleRealize There Are Choices. fully understand what occurred, its effects, enrichment. Workers are supported to When feeling vulnerable due to change, and actions that are necessaryto move reframe their experience by engaging employees may believe they are at the through the healing process. It is through in the bigger picture, reflecting on extenu- mercy of the forces of change. When support that betrayal may be used as a ating circumstances, noticing the reframing the experience, consider that stepping stone for growth, innovation, business reasons for change, and explor- while workers do not have control over shared responsibility and accountability for ing opportunities that the changes what has occurred, they do have control over how they choose to respond. the very outcomes change was intended to present. deliver. Engagein Inquiry. Healing is a process Something quite powerful occurs of inquiry and occurs when people are 5. Take responsibility. when the breach of trust is truthfully provided with an opportunity to have TakeResponsibility for One'sRole. It is acknowledged. Not twisted, justified or their questions answered. Responding not helpful to spin the truth or to cover defended, but acknowledged. There is to questions honestly gives employees up mistakes contributing to perceived

Building SustainableTrust 39 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 exposesvulnerability. Doing so makes it safe for others to exposetheir 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 TakeResponsibility 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 necessaryto 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. Becauseactions 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 associatedwith change are managed by continually clarifying expectations. Workers want to know what is expectedof them and what they can expect in return. Sustaining trust requires negotiating when

40 OD PRACTITIONERVol. 39 NO.1 2007 expectationsand agreementscannot be healing,trustworthy environment where fulfilled aswell asleaders being receptiveto forgivenesstakes place. They may do this enteringinto suchnegotiations. Doing so by helping peopleshift from blaming the doesnot meanthat peoplewill alwaysget organizationto focusingon addressing their way.However, clarity of expectations individual needsas they pertain to their will result, agreementswill be kept, truths roles and the needsof the business.To do will be told and trust will be built. so,leaders must considerwhat employees KeepPromises. Sustaining trust needto resolveissues, concerns, fears requiresthat peopleknow that promises and pain. They must payattention to madewill be kept. Leadersand their conversationsthat needto occurand listen employeesneed to be mindful of what they for what needsto be said.Leaders may be promise.Sustaining trust requiresthat guidedby insight into what can make a leadersdo not makepromises they know differenceright now. they can't keepin the spirit of winning approvalor looking good.Doing so sets 7. Let go and moveon. oneselfup for failure and the breachof AcceptWhat is So.Acceptance is not trust. When one realizespromises cannot condoningwhat wasdone but experiencing be kept, admitting the oversightand the reality of what happenedwithout renegotiatingan agreementis essential. denying,disowning, or resentingit - facing the truth without blame.People accept businessresults. Building sustainabletrust 6. Forgive yourself and others. what is so when they separatethemselves requirestwo leadershipqualities: Intention RecognizeThat ForgivenessIs Freedom. from their preoccupationfrom the past and to integrateinto one'sbusiness practices Forgiveness is a gift we give ourselves. investtheir emotionalenergies in creating certaintrust-building strategiesand Anger, bitterness, and resentment a different future. One that is trustworthy. commitment to utilizing thesestrategies deplete people's energy and interfere Takethe Timeand Makethe evenafter trust hasbeen broken. Trust is with relationships and performance. Commitment.When trust is lost, it is sustainedwhen the organizationand its When organizations help individuals regainedonly by a sincerededication employeesare committedto practicing forgive, they help them free themselves. to the key behaviorsand practicesthat TransactionalTrust. Relationshipsare With forgiveness, they heal their future earnedit in the first place.The journey honoredand the behaviorsof eachtype by changing their attitude about the backto trusting is not an easyone. of transactionaltrust are consciously past. Forgiveness helps people see new However,by listening, telling the truth, and consistentlypracticed. Leaders and possibilities. giving the benefit of the doubt, seekingto employeesstrive to minimize betrayals. For most people, forgiveness takes understandand practicingTransactional When peoplemake a consciouschoice to time, and happens gradually. Over time Trust behaviorspeople will find their way. work through betrayals,treating them as employees may be willing to forgive, but Individualsmay be guidedby their good- opportunitiesto strengtheninterpersonal they can not expect to forget. Leaders faith effort and by keepingtheir intentions relationshipsand organizational can help their staff members heal from honorable.People will not alwaysagree effectivenessand efficiency,sustainable the pain they felt, but they cannot erase or be aligned,but they may do so with trust is created. the events of the past. Employees may honestyand integrity. occasionally feel a twinge of pain after While not easy,rebuilding trust is References they have forgiven. It is natural for there essential.The costof not doing so is too to be lingering pain for perceived wrong high to be ignored.By being self aware Cooperrider, D.L. and Whitney, D. 2000 doings. However, through forgiveness, the and choosingto practicetrust building (5) "A positive revolution in change: lingering pain will likely not have such a behaviors,leaders can play an instrumental Appreciative Inquiry." In Cooperrider, charge that it evokes negative behavior. role in supportingemployees to heal from D.L., Sorenson, P.F., Whitney, D. & Shijt from Blaming to Focusingon betrayal,to rebuild and sustaintrust and Yaeger,T.F. (Eds.) Appreciativeinquiry Needs.It is important to address persistent renewrelationships. (pp. 3-28). Champaign, IL: Stipes.) resentment and finger pointing, as they are Reina, D.S., & Reina, M.L. (2006). toxic to individuals and the entire system. Summary Trust and betrayal in the workplace: They undermine morale, productivity, Building effectiverelationships in your innovation, engagement and erode trust. Trust influences the positive psychology organization, 2nd ed. San Francisco: Forgiveness is a personal matter. As such, of an organization's culture, and supports Berrett Koehler. it is difficult for people to forgive a system. the organization in dealing with change. However, leaders can help cultivate a It also affects the behaviors that drive.

Building SustainableTrust 41