Emergence of Trust
Start with Why – Simon Sinek
If a company mistreats their people, just watch how the employees treat their customers. Mud rolls down a hill, and if you’re the one standing at the bottom, you get hit with the full brunt. In a company, that’s usually the customer.
EX: Continental Airlines
-crummy place to work in 1994.
“surly to costumers, surly to each other, and ashamed of their company. And you can’t have a good product without people who like coming to work. It just can’t be done,” he recounts.
Continental going through hard time:
Chapter 11 bankruptcy protection 2x in eight years. 1983 and 1991. 10 different CEOs. Lost 600 million and ranked last in every performance category.
Bethune arrives and makes $250 million and was ranked as one of the best companies to work for in America.
Made changes to improve operations, but biggest gain was impossible to measure: TRUST!!!
Trust emerges because executive promises change. Trust is not a checklist. Fulfilling all your responsibilities does not create trust. Trust is a feeling, not a rational experience. Trust begins to emerge when we have a sense that another person or organization is driven by things other than their own self-gain.
Trust - sense of value, real value
Value is the transference of trust
- Can’t convince someone you have value, just as you can’t convince someone to trust.
- Have to earn trust by communicating and demonstrating that you share same values and beliefs.
- WHY is just a belief
- HOWs are the actions we take to realize that belief
- WHATS are the results of those actions
- Three are in balance, trust is built and value is perceived.
Before Bethune’s arrival, executive floor was off-limits. Key-cards, security, armed guards.
Bethune came and made changes to WIN:
Employees of Continental had to want to win for themselves.
Nicer to come to work when