Building Trust in Communications

Transcription

1 Building Trust in Communications By Noreen Kelly For more information visit: Copyright 2013 Next Decade, Inc.

2 Building Trust in Communications My name is Noreen Kelly. I am a communication consultant, coach, writer and the president of Noreen Kelly Communications, Inc. Trust has been an essential element of my work in promoting new initiatives and helping organizations communicate change. I help leaders build and promote trust by aligning behavior and communication through articulating mission, vision, values and goals, delivering consistent, credible messages with clarity so that everyone is on the same page, and achieving buy-in for their business strategy. To this task, I bring more than 20 years of corporate experience in support of global Fortune 500 companies, not-for-profit enterprises, academic institutions and entrepreneurial ventures. I have promoted new initiatives and programs to internal and external audiences, led change communication efforts to major organizations and provided communications counsel to senior executives and mid-level leaders on employee engagement issues. I have written on the topic of trust in business for Leadership Excellence magazine and other publications. Defining Trust in Communications Trust and communication these are the lifeblood of any organization and the glue that holds us together. Trust and communication are closely interwoven. At its core, trust is the basis of communication, and communication is key to establishing, maintaining and building trust. Trust in communications is about relationships. Without a commitment to truth and open communication, a solid relationship cannot be formed. Trust the essential ingredient for collaboration and effective communication is critical for organizations that want to create more open, caring and ethical cultures. The better you communicate and trust, the better your ROI. Once you lose trust, you lose the ability to communicate and lead. What's different about Trust in Communications? Aligning trust and communication is critical for any leader. To build an environment of trust, leaders must hold to a high standard in their behavior and communication. Trust in business means doing the right thing and doing things right for the good of all shareholders through the strategic alignment of values with behavior, words and actions. According to Edgar Schein, former professor at the MIT Sloan School of Management and noted expert in the field of organizational development, everything depends on good communication: Communication is the bedrock of work and the basis of organizational effectiveness, and open

3 communication depends on trust in a climate of giving and help. (E. Schein, 2010). Why Trust Matters in Communication Trust matters. Every day, in every person and in everything, trust matters. From the workplace to the marketplace, trust matters in communication: between managers and employees, between customers and suppliers, between people in teams and team members, and one to one. The lack of authentic, honest and credible communication is at the heart of why some companies lose the trust of their employees, customers, suppliers, and often, the general public. Organizational Communication Providing communication strategies and tactics that strengthen an organization's reputation is key: articulating the organization's mission, vision, goals and objectives and then taking action based on that direction; consistently and clearly stating values and delivering on their promises; building employee engagement and trusting relationships by improving their communication style, strategies and impact; and communicating the organization's new direction by building awareness, understanding, acceptance and commitment. Personal trust Organizational trust is based on interpersonal trust trust works from the inside out. Erosion of trust can occur not only from large corporate scandals but also on a daily basis through breakdowns in relationships. Leaders can learn how to instill trust in their personal practices and create a culture that allows for honest, authentic conversations. Change Communications and Transition Management Any significant change can happen only when the people involved trust the process. Timely, effective, consistent and regular communications is critical to building awareness, understanding and acceptance, changing behaviors, and ultimately to improving business results. A transition approach that honors the people side of change further builds trust. Employee Communication Harmony in the workplace leads to success in the marketplace. Surveys indicate that employer turnover costs companies millions of dollars each year. Establishing trust can increase profitability, boost market value, add competitive advantage, lower costs, provide efficiencies, improve morale, and result in lower turnover, improved productivity, and increased job satisfaction. In an atmosphere of trust, employees feel appreciated, respected and valued. Open and honest communication between managers and staff creates mutual trust and understanding. Work relationships built on trust allow us to get better, faster results with less stress. Trust is also built through developing communication strategies that boost management credibility, enhance employee engagement and build collaboration and teamwork. Customer Trust Trust is a market asset and key to customer loyalty. Partnerships based on trust provide the greatest value to customers at the lowest cost. Establishing trust can increase profitability and efficiencies, boost market value, add competitive advantage and lower costs. Distrust can result in refusal to buy or invest in a company s products or services. By integrating trust as a competitive asset, organizations can improve their bottom line and promote their highest good. Knowledge Sharing and Collaboration When we trust someone, we feel safe to share what is important to us, including our thoughts, ideas, efforts, hopes and concerns. Lack of trust hinders knowledge sharing and collaboration. Sharing of

4 information in a climate of respect and collaboration leads to an increase in knowledge and understanding, and, therefore to trust. If distrust and fear are present and the culture doesn t foster trust, knowledge sharing won't occur. Public Relations Trust is an integral part of maintaining relationships with the media and the public. Speaking the truth enhances the credibility and reputation of your organization. It is important that your organization understands its unified message to the public, and works honestly and ethically to disseminate that message. Communications and Trust Principles and Skills Building Trust in Communications is in the Process Listen to customers. Talk directly to your people. Show respect, concern and empathy. Reach audiences through clear, honest communication. Boost credibility with employees. Clarify and communicate the strategic direction of mission, vision, goals and objectives. Align messages with words and actions do what you say you will do. Do the right thing. Say what you know when you know it. If you don't know, say so. If you can't tell, say so. Creating a Culture of Trust 10 Actions for Leaders 1. Tell people what you know and don't know. Then tell them when you think you'll know more, and get back to them with that information. 2. Explain why. Explain why you or the company took a particular action, especially when communicating unpleasant or unwelcome information. If you don't do this, actions will be misinterpreted. 3. Be consistent. Repeating key messages reinforces them. Make sure your actions also reinforce those messages. 4. Don't spin. Don't try to spin bad news to make it look positive. People know when you're lying to them and they won't respect you for it. We handle the truth better than a lie or half-truth. 5. Communicate, communicate, communicate Speak the truth with employees. Engage in open, honest conversations. Communicate honestly and be forthcoming about the company's prospects and the future of people's jobs. Provide opportunities for face-to-face interactions. Avoid management speak. Keep employees informed and address issues when you observe them. Provide timely feedback. Listen. Involve employees in the ownership of ideas and the planning process. Involve people at the grassroots of a project or a decision when possible. Involve those who are or could be affected.

5 Value people's input and opinions. Communicate the importance of ethics and integrity, along with shared vision and values. Provide clear and consistent communication to key stakeholders. 6. Be realistic. Don't overpromise. 7. Be accountable Admit mistakes. Hold yourself accountable for your actions, words and decisions to your employees and customers. 8. Acknowledge and honor people's contributions, efforts, feelings and concerns. Respect the individual. Promote mutual trust. Be inclusive. Show empathy. Fairly reward employees. 9. Be authentic. Bring words and actions into alignment. Consistently live by clearly stated values. 10. Share information. Sharing of information within and between individuals and teams creates dialogue, promotes cooperation and helps build community over time. John R. Dallas, Jr., founder and Chief Alignment Officer of Hillview Partners, advises: Talk about trust with your teams, please. A leader's purposeful word or act builds trust, while a careless expression or deed can crush trust. Fully responsible leaders define, describe and exemplify trust. (J. Dallas, 2012). The Seven C's of Building Trust in Communications 1. Clarity 2. Consistency 3. Credibility 4. Conversation 5. Cooperation 6. Collaboration 7. Connection Case Study trust and communication must be interwoven to realize successful change The following case study related to an enterprise-wide content management system implementation project at a Chicago-based global corporation, though the lessons learned on communication and trust, could apply to any change initiative. The stated goal of this project was to implement a web content management tool to simplify and expedite the content publishing process, making it easier to build and manage websites. I was brought into the role of communications lead on the project late in the process after credibility problems had surfaced. The program manager was presenting road shows early on in the process, both overpromising and under-delivering when there wasn't a project plan, which led to shifting deadlines, confusion, and irritated and frustrated end users. This user cynicism resulted in a lack of acceptance and buy-in.

6 Al Golin, founder and chairman of GolinHarris, a global public relations and communications agency, points out: Although overpromising may buy some time, it almost always comes back to haunt organizations. Failing to deliver on raised expectations is the kiss of death, at least in the long term. It's much better to disappoint people right away with honesty than later when they discover you misled them. (A. Golin, 2004). As a result of these trust issues, the program communication presented a number of challenges: raising awareness and acceptance of the new publishing tool; building the project team's credibility; overcoming resistance to the new system as a result of the project's history for example, project time delays; effectively communicating the content management tool's capabilities and advantages; informing the community about the migration schedule; communicating more effectively with the web development community; ineffective/lack of communication had resulted in a failure to secure buy-in concerning the value of the centralized system; communicating more effectively with the general population confusion concerning the tools resulted in an end-user backlash; and communicating more effectively with individual site owners; the site owners didn't agree with the direction and took their sites outside the corporate environment. Restoring trust Communication and education are the most critical areas of a systems implementation roll out, and buy-in is achieved by making users feel they are part of the process. Improved communications was achieved by: addressing the many end-user concerns through increased awareness and education of the tool's capabilities and advantages; timely, accurate updates; communication of accomplishments, objectives and goals to help connect the dots; orientation sessions to introduce web publishers, site owners and business sponsors to the content migration process; and ongoing communications to highlight project status, progress and successes. Where trust was not operating Indicators of where trust was not operating included these lessons learned from the front lines: Be realistic in your goals, commitments and deadlines. Deliver on your commitments. Don't over promise or under-deliver. Acknowledge project timeline delays. Explain the current situation and revised timeframes don't just ignore the date originally promised. Remember, the credibility of leadership is on the line. Announcing a date and then not addressing the date after missing it you need to explain why the date wasn't met. People need to see and understand the process in order to embrace it.

7 Factor in all issues resources, time, skills, training, workloads and communication. Highlight early wins (initial successes). Engage your end-users regarding issues of importance to them. Listen to the needs of your users and bring them along with you they are part of the process and are probably part of the solution. Mandates don't work. People don't like to be told what to do, and they will find a way around it; Communicate, communicate, communicate, early on. Be upfront from the start. Avoid spin and invite feedback. Restoring some degree of employee trust was possible only by delivering on stated promises and executing an ongoing, consistent communications and training effort. Any significant change can happen only when the people involved trust the process. Open, honest, authentic communication during a change effort is essential to that process. In short: tell the truth, keep your promises, and align your words and actions. Trust Assessment This trust diagnostic tool is designed to help you understand where you and your organization are on the trust continuum. The assessment is based on three elements and seven imperatives of trust, each grounded in good communication. Elements: Relationships, Communication and Sharing & Collaboration Imperatives: Accountability, Authenticity, Credibility, Honesty, Integrity, Respect, and Transparency ~ the soft stuff in trust is the hard stuff in trust. For the three elements of trust and seven imperatives of trust, rate your interactions in the workplace or with the people you work with as a group, team, your immediate supervisor, your company's top management, your peer or your direct reports. For each question, rate your answer on a scale of 1 to 5: 5 = Very Often 4 = Often 3 = Sometimes 2 = Rarely 1 = Never Trust Elements Relationships Value people's input and opinions Treat everyone with equal consideration, regardless of their level in the organization Help to ease conflict and tension in the workplace Communication Engage in open and clear communication Create a dialogue

8 Practice consistency and alignment of written and verbal messages Sharing & Collaboration Likely to share information and resources frequently and openly Involve others in the ownership of ideas and planning process Promote collaboration Trust Imperatives Accountability Accept responsibility for my actions, words and decisions Admit mistakes and acknowledge project missteps Hold myself accountable to the same standards I establish for others Authenticity Engage in honest conversations Demonstrate company's values through my thoughts, words, intentions and actions Bring words and actions into alignment Credibility Am trustworthy, believable Walk the talk Inspire confidence through my actions and behavior Honesty Tell the truth Communicate simply, straightforwardly and consistently across the entire audience Say what I know, when I know it. If I don't know, I say so. If I can't tell, I say so Integrity Follow through on commitments and promises Practice and promote alignment with the organization's values Take responsibility for my actions and act ethically Respect Promote mutual trust and cooperation Inclusive Acknowledge and honor people's feelings and concerns Transparency

9 Am open Am visible Disclose information as needed Grand Total (out of a total possible 150): A score of 120 or higher indicates that you and/or members of your organization are strong in trustbuilding practices. A score of 60 or below represents a good starting point to creating an action plan for developing trusting relationships that yield the highest performance. For more information about building trust in communications, please contact Noreen Kelly at noreen@noreenkelly.com References J. Dallas, 2012, We Need to have a Word: words of wisdom, courage and patience for work, home and everywhere, Hillview Partners Network LLC, Chicago, IL. A. Golin, 2004, Trust or Consequences: build trust today or lose your market tomorrow, AMACOM, American Management Association. E. Schein, 2010, The New Leadership Culture, Management and Helping, Key Note Speech, Bertlesmann Stiftung.