Kindle Notes & Highlights
by
Hyler Bracey
Read between
February 29 - March 5, 2020
It’s been researched and found that people, after driving on their own for five thousand miles, learn nothing new. They gain no really useful knowledge about how to improve their driving skills.
Well, it’s for the following reason. Experience itself teaches nothing, as Deming said. It’s only when you link experience to a theory that you can, in fact, generate knowledge.
On the other hand, if you work with a valid theory, you will generate what Deming called “profound knowledge.” It is only when you add theory to accompanying experience that you gain knowledge. Thus, the formula: EXPERIENCE + THEORY = KNOWLEDGE
A lot of people still believe that experience itself is the teacher. But it’s not. It’s the theory that you hold and the experience that you apply to it that teaches and generates knowledge.
Flawed Theory #1. “I hold an important title and a powerful position in this company so you should trust me.”
Flawed Theory #2. “I have years of experience in this area so you should trust me.”
Flawed Theory #3. “I am considered an expert in this field so you should trust me.”
Flawed Theory #4. “It’s up to the other person to build their trust in me. It’s your job to learn to trust me.”
The simple clarification needed here is to realize that trust happens primarily between people. It takes not one person, but two to create mutual trust.
Flawed Theory #5. “I can win the trust of others simply by calling for it.”
“You’ll have to trust me on this.” “Trust me, this is a great car.”
mutual trust
How do you create and maintain trusting, supportive and productive relationships in the workplace?
how to measurably increase trust.
to trust someone is to place your faith or confidence in them.
says “I believe that you are capable of doing what you say you can do and that you will actually do it if you say you will.”
Trust includes the degree to which I believe you will look out for my best interests in a specific area.
This definition suggests that, like mercury in a thermometer, trust can rise or fall depending on the person and the situation. For example, it implies that I can trust some people more than others. It also allows that I can come to trust you more than I do now, or that I can lose some of my trust in you.
Trust is never given to another person globally and unconditionally. It always has to do with a specific area of expertise or action.
Trust involves both ability and word. You are capable in this area and true to your word if you promise to do something in that area.
Trust comes in different degrees or levels, even as it is always defined relative to some ...
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Though trust can be one-sided, it is best whe...
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Trust can grow between people, or ...
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• Lost trust can also be recovered and ...
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Trust can be built. There are methods and skills for...
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T means be TRANSPARENT R means be RESPONSIVE U means USE CARING S means be SINCERE T means be TRUSTWORTHY
To be transparent means to be open, easily readable and vulnerable. What you see is what you get.
To be responsive means to give honest feedback respectfully, spontaneously and nonjudgmentally.
To use caring means that whatever I say or do comes from my heart, so that my behavior is compassionate...
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To be sincere means to be congruent, integral, accountable, and keeping my actions ...
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To be trustworthy means to be honest, to honor my word, and to m...
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In an organization, you will not want, need, nor be expected to develop a trusting relationship with every person in the company. Therefore, two questions become key to deciding where you will expend energy on building trust. The first question you want to ask when a relationship is suggested, offered or proposed is this: Do I need or want a trusting relationship with this person?
If the answer is “no,” then you are better off spending your trust-building efforts on relationships you do need or want.
I have a commitment to the aims of the company and I will need to develop a trust bond,
After I have answered in the affirmative to the question: Do I need or want a trusting relationship with this person?, I need to ask a second question: Can I handle the worst consequences of this relationship?
Organizational trust is built on the foundation of high trust between people internally. Building interpersonal trust is the first step.
Be Transparent
You will need to be transparent if you want to build a trusting relationship with someone.
transparency has three key qualities. (1) It allows what’s inside to be easily visible and readable. (2) It provides a strategic openness. That is, it allows you to see what’s in a specific room or area of the house, but not all parts of the house. (3) It makes you rather vulnerable.
The Transparency skills to be learned include the same three qualities: being easily readable, being open, and being vulnerable.
Easily Readable When I am easily readable or visible, you can look at me and quickly decipher my emotional state. My verbal and nonverbal clues, including my facial expression, my posture, and the tone of my voice, are some of the signals that tell you whether I am confused, excited, or upset with you as well as what I am likely to do next.
With them, what you saw was what you got.
Strategic Openness
Strategic openness means I am open regarding those areas where I want others to trust me, but not necessarily in other areas that have little or nothing to do with the job.
Some of the things I need to be open about are:
My honest response to what they want or ask for. What I need from them to make the project successful. My strengths and weaknesses in my ability to help them.
Among traditional managers there is a shared “wisdom” that a manager, like a good poker player, should not show his hand, keep his cards close to his chest, and present an unreadable face to the other players.
openness begets openness. When you are open and honest with people, they normally don’t take advantage of it. They admire it and, more often than not, will return the openness.
Another flawed theory regarding openness in trust-building is: I will be open only when I can trust you. In other words, “Once I really get to know you, then I’ll open up.”
Openness precedes trust. Granted, openness in this theory is risk-taking. I may get hurt in the process. If I want to build trust and reap its benefits, the risk is certainly well worth it.
