Trust Works: Four Keys to Building Lasting Relationships. Ken Blanchard

      

      Contents

Introduction by Cynthia Olmstead

Some Perspective Before You Read This Story

       by Ken Blanchard

Part I—A Tale of Trust

Broken Trust

A Matter of Perception

Ready and Able

Believe It or Not

       The Connection

       It All Depends

       A Terrible Blow

       A Test of Trust

       Moving On

      How Trustworthy Do You Think You Are? Scoring Your Self-Assessment

       Part II—Trust-Building Resources: Applying the ABCD Trust Model™ to Real Life

       Trust Busters and Trust Boosters: Understanding How Behaviors Affect Trust

       Checking Your Self-Perception: Invite Others to Assess You

       Learning to Diagnose Trust Issues: How to Recognize Trust Busters

       Learning to Have Trust Conversations: The Importance of Perception

       Applying the ABCD Trust Model^™ to Your Own life

       Rebuilding Damaged Trust

       Building Trust in Organizations: A Message for Leaders

       Appendix: How Trustworthy Do You Think I Am?

       Acknowledgments

       About the Authors

       Advance Praise for Trust Works!

       Also by Ken Blanchard

       Services Available

       Join Us Online

       Copyright

       About the Publisher

       Introduction

      by Cynthia Olmstead

      Creator of TrustWorks!^™

      As an organizational change consultant, I help business leaders identify where they are heading, work with them to build a strategic plan, and bring the rest of the organization into alignment so that everyone is pulling together to accomplish shared goals. Some organizations find this an arduous process fraught with setbacks and sometimes even failure. Other organizations are able to implement the changes quickly and move the process along smoothly.

      A few years ago I began to wonder: Why were some companies successful in implementing change while others were not? Was it the leadership? If so, what was the key factor that allowed some leaders to get people to work together to bring about the desired changes, while others failed?

      Somewhere flying over Kansas on one of my many trips from the West Coast to the East, a lightbulb came on: this key factor was trust. But what is trust? How do we describe it? Does trust mean the same thing to you as it does to me? If not, how can we talk about it?

      To begin answering those questions, I started asking people in my sessions what symbol they would use to represent trust. People came up with an assortment of answers: a heart, a newborn baby, a handshake, a wedding ring, a cross, the American flag. The reactions to these symbols varied wildly. Some said, “I just went through a divorce, so wedding rings don’t mean trust to me.” Or “The flag isn’t seen as a trust symbol to people in some parts of the world.”

      It became evident to me that trust means different things to different people based on their experiences. This begged the question: How could we ever talk about and resolve trust issues if we were seeing them only through our own lenses? Clearly, we needed a common framework, a model that created a mutual language for trust.

      I began an intensive search for that, and along the way I found some interesting academic research with sophisticated models. But they were too complicated to use at all levels of an organization, from the C suite to the front line. After six years of research—including market analysis and focus groups with CEOs, managers, and associates—I became convinced that trust was something that grew when certain behaviors were present. But which behaviors?

      Working from the premise that trust is based on behaviors, I set up flip charts in my office so that during discussions with clients, colleagues, and friends I could document behaviors they thought would either build or erode trust. As the lists grew long, I realized that the behaviors fell into four main groups: Able (demonstrate competence), Believable (act with integrity), Connected (care about others), and Dependable (maintain credibility). Thus the ABCD Trust Model^™ was born!

      Our intention in writing this book is to raise your awareness about the trust issues in your life as well as give you the language and tools to resolve them. Our hope is that you will use what you learn to build productive, joyful relationships—and that you’ll share what you learn with others, so they can do the same.

       Some Perspective Before You Read This Story

      by Ken Blanchard

      Coauthor of The One Minute Manager^® and Leading at a Higher Level

      Trust is a delicate thing. It takes a long time to build, yet you can blow it in a matter of minutes. All it takes is one incident of behaving inconsistently with what someone considers trustworthy behavior for that person to pull away from you.

      These