3D Juggling 512: Trust

Claire writes:  'After a family party last weekend, where one of the children's wheelchair was stolen from the hotel, I decided to Tweet to see if anyone could help us look for it.  Little did we imagine what response we would get.  By Sunday afternoon @3dclaire was trending in the UK.  Someone's husband walked round the local farmers market showing stall holders a photo of the chair to ask for help.  Other people put us in touch with the local media. Others offered supportive comments and offers of practical help. 

We trusted that the wheelchair was safe - and someone broke that trust. People talk about random acts of kindness and equally we experienced random acts of generosity from people who trusted that this was a genuine request and not a scam. Trust goes a long way. And in a world of bad news stories, kindness stands out. What would it be like if we trusted more... and were willing to be generous to strangers? Think about it...

© 2011 3D Coaching Ltd
May be distributed freely.  Please retain contact details: www.3dcoaching.com and send a copy/ link to info@3dcoaching.com



Doing more with less
There are often cutting comments in the press about the relationship between Cameron and Clegg, often speculating about the degree of trust between them.  The lack of trust saps energy, fosters a climate of suspicion, and replaces teamwork with internal politics.  If this feels familiar we recommend a book called The Speed of Trust by Stephen M R Covey.  Covey gets to the core roots of ethical behaviour and integrity and demonstrates how trust can speed everything up – surely critical in organisations where resources are being cut.  He offers a different approach to thinking about how to do more with less.

His first recommended behaviour is to ‘talk straight’. Be honest.  Tell the truth.  Let people know where you stand. Use simple language. Call things what they are.  Demonstrate integrity.

This is what we do when we coach.  You can learn how via our Coaching for Excellence programme.

3D Juggling 442: Integrity

Jane writes: 'What do you do if you experience a mismatch between what your organisation says is important, and what it demonstrates is important through its actions? This is a challenge faced by Non-Executive Directors (Neds), whose role is to provide an independent view of the company that is removed from the day-to-day running of the organisation. Their intention should be to help the Executive Directors to see what can be seen by others and to use new insights to review the daily operation and performance of their organisation. What can we learn from research into the role of Neds?The Higgs Review in 2003 highlighted that effective Neds question intelligently, debate constructively, challenge rigourously and listen sensitively.

Virginia Bottomley (former Conservative minister, now a headhunter for an executive search firm) states that ‘the trick is knowing how to challenge without being seen as a member of the awkward squad’. Neds can be held accountable for not challenging the decisions, directions, plans and appointments of the executive group. What are you held accountable for? How do you help yourself and others to challenge with integrity, demonstrating your intention of achieving improvements?

3D Coaching can help you to have powerful and transformational conversations, email us info@3dcoaching.com

Love this? Do us a favour and send it to five people. Who thinks like you? You could send it to someone who is struggling with a non-exec role.Discuss this week's juggling at http://www.3dcoaching.blogspot.com/

© 2009 3D Coaching Ltd May be distributed freely. Please retain contact details: www.3dcoaching.com and send a copy/ link to info@3dcoaching.com