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Thin Book of Trust
This is a small book about a very important subject. A lot has been written about trust: about what it is and what it can do for people, families, companies, communities and countries. Often, good work is being sabotaged by interpersonal conflict, political infighting, paralysis, stagnation, apathy, or cynicism. Almost always, one can trace these problems to a breakdown in ...more
Paperback, 0 pages
Published December 17th 2008 by Thin Book Publishing Company
(first published 2008)
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OK, I keep getting handed these self-help books on management in an office work environment. On one hand, I hate them, mainly because I am an anarchist and corporate management is about strategies to control other human beings for the purpose of bringing profit to your workplace above all else, even (especially?) worker well-being, which is anathema to me. On the other hand, I kind of love them, because I am an anarchist so I am secretly obsessed with org theory, and these books invariably pull ...more
I really liked this fast little read that Brené Brown mentioned in Rising Strong. Feltman is an executive coach and consultant. He looks at four distinctions of trust - Sincerity (Am I sincere and congruent with my thoughts/words/actions), Reliability (do I keep my commitments), Competence (do I know what I'm doing, and able to recognize the areas that I need to work on), Care (Do I consider how my actions impact others, my staff, the organization and customer, or am I in it for myself).
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I enjoyed the brevity and practicality of this book, as indicated by the title. It was helpful to break trust down into the four categories of sincerity, reliability, competence, and care. In the future I can refer back to this book and more accurately assess what high levels of trust and distrust are truly rooted in and attempt to absolve issues from the right angle.
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“What Is Trust? There are many different models and definitions of trust in the published literature. However, the focus of this book is to learn to build and maintain trust in the workplace. For this purpose, trust is defined as choosing to risk making something you value vulnerable to another person’s actions. When you trust someone, what you make vulnerable can range from concrete things such as money, a job, a promotion, or a particular goal, to less tangible things like a belief you hold, a cherished way of doing things, your “good name,” or even your sense of happiness and well being. Whatever you choose to make vulnerable to the other’s actions, you do so because you believe their actions will support it or, at the very least, will not harm it. Some people tend to extend trust to others easily and with little or no evidence it is warranted. They only withdraw their trust it if is betrayed. Others believe that people must earn their trust by demonstrating trustworthiness. Whether you tend to extend trust more or less easily, you do so by assessing the probability that the other person will support or harm what you value in the future. In this sense choosing to trust or distrust is a risk assessment.”
“The Distinctions: SINCERITY - is the assessment that you are honest, that you say what you mean and mean what you say; you can be believed and taken seriously. It also means when you express an opinion it is valid, useful, and is backed up by sound thinking and evidence. Finally, it means that your actions will align with your words. RELIABILITY - is the assessment that you meet the commitments you make, that you keep your promises. COMPTENCE - is the assessment that you have the ability to do what you are doing or propose to do. In the workplace this usually means the other person believes you have the requisite capacity, skill, knowledge, and resources, to do a particular task or job. CARE - is the assessment that you have the other person’s interests in mind as well as your own when you make decisions and take actions. Of the four assessments of trustworthiness, care is in some ways the most important for building lasting trust. When people believe you are only concerned with your self-interest and don’t consider their interests as well, they may trust your sincerity, reliability and competence, but they will tend to limit their trust of you to specific situations or transactions. On the other hand, when people believe you hold their interest in mind, they will extend their trust more broadly to you.”More quotes…