Keeping The Trust
Wednesday, April 30th, 2008by Kurt Stewart
My first “assignment” after joining the management team earlier this year was to read The Speed of Trust by Stephen Covey Jr., which I thought said everything about what ICA stands for.
In the book, Covey shows that, where there is trust, built on what he calls the 4 cores of Credibility, (integrity,intent,capabilities and results), the speed at which things move will increase and the cost of conducting business will decrease. When working with organizations, Covey asks clients the following three questions:
- How would you describe a low-trust organization?
- How would you describe a high-trust organization?
- Which description best represents your organization?
As I read through the list of behaviours that describe a high-trust organization, I was struck with how the criteria matched my view of ICA. Being a newcomer to the group, my perspective on ICA as an organization is still fresh. So I thought it would be interesting to reflect this back to our team in one of our “trust exercises” - team building exercises that are a regular part of our meetings. This was my way of acknowledging what I believe to be our greatest asset: a group of people who are consciously creating high trust to move us all - management, trainers and our ever-growing group of students and alumni - forward.
Here is the list of “high-trust” behaviours that Covey highlights:
- Information is shared openly
- Mistakes are tolerated and encouraged as a way of learning
- The culture is innovative and creative
- People are loyal to those who are absent
- People talk straight and confront real issues
- There is real communication and collaboration
- People share credit abundantly
- There are few “meetings after meetings”
- Transparency is a practical value
- People are candid and authentic
- There is high degree of accountability
- There is a palpable vitality and energy - people feel the positive momentum
Anyone who has ever worked in a “low-trust” organization will know what that looks like: no transparency, people are afraid to speak openly, information is withheld and there is little collaboration between individuals and groups.
So like all good coaches, we at ICA have to keep asking ourselves: are we walkin’ the talk here? How, as a company, are these behaviours showing up? And is our community of students experiencing them at an every day, practical level as they train to become coaches? Thanks to all the student feedback we get, I think I can answer yes to that last question. It’s what Covey calls the “trust dividend” - a benefit that comes from acting with integrity, good intent, capabilities and - importantly for our students - results. The results we see every year as more and more of our graduates go out into the world and make a difference.
Now as ICA grows and begins to offer training in other languages and cultures the challenge is to keep trying to add to that list of high trust behaviours. Going forward, we will need to continue building trust across cultures in China, Latin America and Europe. It’s an exciting challenge and with the support of our great multi-cultural community of students, we trust we’ll meet it.
Kurt Stewart