"Without
trust, employeeshavelittle interestin beingcreative,taking risks and collaborating.
That generative power begins to wane and performance is diminished. However, trust can be
rebuilt after it's been broken. Indeed, both facets - building and breaking - are necessary and
natural!n all relationships."
By DennisS. Reinaand
Michelle L. Reina
Introduction
Parallelctothe emerging field of Positive
Organizational Psychology,which focuses
on optimal individual psychological states,
is the field of Positive Organizational
Practice which centers on optimal
leadership and management practices
that create the best of human conditions
in working environments. Positive
- building
and breaking
- are necessary
and natural in all relationships. Trust,
betrayal and rebuilding trust go hand-in-
hand for developingsustainable
trust.
A Trust Rebuilding Example
Sandra, a customer service manager of
a telecommunications firm, thought she
was operating with the best interests of the
company in mind. Yet at a meeting of her
organizational practitioners recognize
management team Sandra'sboss did not
that business is conducted through
support her. In fact, he belittled her with
relationships. And trust is the foundation
his unfounded remarks. Sandra was upset,
of those relationships.
but said nothing to her boss in her defense.
Trust is the critical ingredient and
After the meeting, she quickly left the room
trustworthiness is the descriptive word
feeling quite defeated.
that helps to define authentic leadership.
The next day Sandratook a risk. She
Trust is the basis for effective leadership
knew she could be fired for speaking up.
and for relationships in the workplace,
Yet she also knew she had to do something
and it is those relationships that produce
and do it soon! After a sleeplessnight
extraordinary organizational regeneration
worrying, Sandra walked into her boss's
and renewal.
office and asked if they could talk. She told
Yet in today's business world there is
her boss her side of the story: that she felt
a wide variety of dynamics constantly at
misunderstood and betrayed by her boss's
play that challenge trust at several levels.
comments and actions the day before and
Mergers and acquisitions, downsizing,
change initiatives ad infinitum, high speed- that her boss's comments were not justified.
to-market demands, outpacing workforce
The two of them talked the situation
through. The boss admitted the mistake
education, tight controls on information
sharing - these workplace dynamics call
he made, and Sandra took responsibility
for her part. Both talked about what they
trust into question. When trust erodes,
relationships are compromised and people would do to prevent misunderstanding in
shut down, pull back, and hesitate to
the future. Sandra and her boss were able to
restore trust and confidence in each other,
engage. Without trust, employees have
little interest in being creative, taking
and in their relationship.
In working through the issues and
risks and collaborating. That generative
restoring trust in her relationship with
power begins to wane and performance is
diminished. However, trust can be rebuilt
her boss, Sandra was able to refocus on
after it's been broken. Indeed, both facets
accomplishing the tasks of her job, instead
~6
OD PRACTITIONER
Vol.~9 NO.1 2007
FIGURE1: The ReinaTrust & Betrayal Model@
Transactional
of worrying aboutwhethershehad one.
Takingthe time to build and maintain trust
in the workplaceallowsemployeesto focus
their energieson what they arethereto do
andwant to do.
Wehavedevelopeda Trust & Betrayal
Model (Reina,D.S.& Reina,M.R., 2006)
Trust
Transactional Trust is:
aspromisedand
ultimately it costthe
companyits speedto-marketadvantage
and its competitive
position.
~
Reciprocal
("Got
to give it to get it")
~ Created incrementally (step by step)
Three Typesof Transactional Trust:
"Trust of Character"
thatprovidesa roadmap
for building
Communication
sustainabletrust. It is sustainabletrust
Trust
that cultivatesan environmentwherethe
Trustinfluences
possibilitiesfor positiveorganizational
communication
practicecanbe realized.The model offers and communication
a lens with which to focusdirectlyon
influences
supporting"...the bestin people,their
trust. Sharing
organizations,and the relevantworld
information,
aroundthem (Cooperrider,D.L. & Whitney, telling the truth,
D.2000,S).
and speakingwith
good purpose
What Builds Trust
areexamplesof
At
th
f
e core 0 trust
b
behaviors that create
,'.
wIding
""
IS ralsmg
.,
Commumcation
0
"Trust of Capabilily"
0
.
0
..
0
Keep agreements
Be consistent
"Tnut of Disclosure"
. Shareinformation. Give and receiveconstructive feedback
. Tell tbe truth
. Maintain confidentiality
Admit mistakes.
Speakwith good purpose
.
@199S"2007
Dennis
S. Reina,PhD& Michelle L. Reina,PhD.
All rightsreserved.
Noduplicationpermitted.Excerpted
fromTrust& BetrayollntheWorkplace:
Building
Effective
Relationships
in Your
Organization.
2nded.,(Berrett-Koehler)
Contractual Trust
Contractual trust implies mutual
understanding between people; each
will do what they say they will do.
and an unhealthy culture.
Competence Trust
Those responsible for implementing
change need to be involved in designing
the change. Minimally, their input needs
to be sought. When a leader seeks an
employee's input the leader demonstrates
trust in that individual and the employee's
confidence in his or her own competence
is nurtured. Trust in the leader is extended
in return.
Competence Trust is compromised
through micromanagement and the failure
to delegate. Both are oppressive and cause
people to question their sense of belonging.
As a result, workers don't feel free to use
their knowledge and they feel discounted
and robbed of opportunities to grow and
develop.
0
/'
Trust.When
present,workersfeel safeto askquestions,
honestlyspeaktheir minds, challenge
assumptions,raiseissues,giveand receive
feedback,or acknowledgethat they don't
understandand seekhelp.
Our researchin overonehundred
organizations,using trust measuring
surveys,hasfound that gossipis the
number onekiller of Communication
Trust. Nine out of ten peoplein the
workplaceexperiencethis particularbreach
of trust that createsdamagedrelationships
themselves and lose sight of others,
agreements may not be kept. Failure
to keep agreements breaks down
collaboration and affects others' ability
to deliver. One of our clients, a global IT
leadership team, repeatedly failed to deliver
serving intentions
Allow people to make decisions
involve others and seek their inpnt
people'sconsciousness
of what trust means
and the behaviorsthat build it. Providing
a commonlanguageof trust puts workers
on the samepageand cultivatesshared
understandingthat supportsconstructive
discussionand actionplanning.A
behavioralconstructof trust is essentialto
its sustainability.
We call trust TransactionalTrust
becauseit is an exchangeand it providesa
foundationfor effectiverelationshipsand
work results(seeFigure1).
Managing expectations, encouraging
mutually-serving intentions and keeping
agreements are examples of behaviors that
build contractual trust. When practiced,
employees understand what is expected
of them, roles and responsibilities are
clear, promises are kept or renegotiated;
individuals collaborate freely, depend on
each other, and perform consistently.
, When staff members focus on
E:'-;~bli~hbo;;~d~ri~~
Delegateappropriately
Encouragemutually
In summary, Contractual Trust sets
the tone for engagement and direction
and shapesroles and responsibilities.
Communication Trust establishes
information flow and how people talk
with one another. CompetenceTrustallows
individuals to leverage and further develop
skills, abilities, and knowledge. Everyonein
an organization is responsible for building
trust.
When Trust is Broken
We all experience the building and
breaking of trust in personal and work
relationships. Trust may break in an
instant or gradually erode. We define
betrayal as the breach of trust or the
perception of a breach occurring along
a continuum from major to minor;
intentional or unintentional (seeFigure
2). Major betrayals often occur suddenly
and have significant effects. In the work
setting, major unintentional betrayal,
in particular, is often a by-product of
change such as mergers, acquisitions and
restructuring, resulting in the loss of "life"
in the organization as people once knew
it. In these instances, employees often feel
betrayed becauseof how the change was
managed, rather than becausethe change
occurred.
Building SustainableTrust
37
~
FIGURE2: The Reina Trust & Betrayal Model@
!!~yal
> A breach of trust
..
or the perception of a breach
From major to minor
Intentionally or unintentionally
Tr-ansformative
Trust
/
~
9;
Betrayal
THE BETRAYAL CONTINUUM
@199S-2007DennisS. Reina.PhD& Michelle l. Reina.PhD.
Allrightsreserved.
Noduplication
permitted.
Excerpted
fromTrust
& Bet",yalln
theWorkplace:
Building
Effective
Relationships
in Your
Organization.
2nded..(Berrett-Koehler)
Manyassumethat major betrayals
contributemost to erodingtrust. We
havefound quite the opposite.Trust is
brokenin subtlewayseveryday.When
peoplefail to deliveraspromised,take
creditfor another'swork, look out only
for themselves,neglectto collaborate
in decisionsand spin the truth, trust
is broken.Whenthesebreachesget
overlooked,go unaddressedor are justified
away,theyaccumulate,havingthe same
effectsasmajor betrayal- disappointment,
let down,frustration,doubt,confusionand
pain.
When feelingbetrayedpeople
losefocus,questiontheir placein the
organization,doubt their competenceand
their oWntrustworthinessand withdraw
thei]jefforts. Passionis lost. Workersfeel
hopeless,helplessand out of control.While
theyoften do not havecontrol overthe
changesand decisionsthat createdistrust,
theycertainlyhavecontrol overhow they
respond.Somechooseto remain bitter,
resentful,angryand evenvengeful- you
38
OD PRACTITIONER
Vol.39 NO.1
2007
hurt me, I will hurt
you. Othersseek
waysto healfrom
their pain and be
motivatedby the
desireto learn, grow
and gain from the
losses.
the systemand the resultinglosses.The
failure of managementto acknowledge
the lossof relationshipand connection
during changeis a painful betrayalthat
workersexperience.Whenthey observe
perceivedbetrayaland givevoiceto the
experiencedloss,and associated
feelings
of vulnerability,doubt and confusion,they
sendthe messagethat staff do count,and
Rebuilding
Trust
thattheyarebeingheardandarereceiving
attention.
It is commonfor leadersto slip
into justification,rationalizationand
explanationof the businessneedswhen
respondingto the lossof trust. This view
is irresponsible.Peopleexperiencethis
tendencyasfailing to heartheir views
and asinsensitive.As a result,they feel
discounted,diminished,and invisible.
Criticalto
sustainingtrust is
the ability to rebuild
it. This requires
healing.A mistake
leadersmakeduring
changeis to assume
that oncebroken,
trust maybe reestablishedon its
own, overtime. This
view is unrealistic,
irresponsibleand
compromises
the leader's
2. Allow feelingsto surface.
GivePeoplePermission
to Express
Their
Concerns,
Issues,
and Feelings
in a
Constructive
Manner.During change,
employeesoften feel anxiousand
vulnerable.Theywonderif they have
0
mess.
The Seven Steps
w a 1 a es 0 e success
m
e new
environment, questioning their own
trustw rth.
for Healinghelps
guide peoplethrough the pain of betrayal
to rebuild trust and renewthe spirit of
relationship(see
h t .t t k
t b
ful.
th
trustworthiness.Createsafeforums
suchasopendialogue,focusgroupsthat
allow workersto expresstheir fear,anger,
Figure3).
FIGURE3: The ReinaTrust & Betrayal Model@
I. Observeand
Seven Steps for Healing
acknowledgewhat
hashappened.
Startwith Awareness.
Assess
theHealthof
YourOrganization.
Noticewhat leaders
Forgive yourself
and employeesare
and others
experiencingand
Observe and ack;:;~
acknowledgeit.
what has hapnened
Payattentionto the
I Take
subtleand not so
I responsibility
subtlebehaviors
that arebuilding
and breaking
IR~ir~;;;e
the
trust. Healing
Icxnerienee
beginswhen we
acknowledgewhat
Dennis S. Reina, PhD & Michelle L. Reina,PhD.
hasoccurred,the
All rights reserved.No duplication permitted. Excerptedfrom Trust& Betrayal In the Workplace:
Building EffectiveRelationshipsin YourOrganization,2nd ed., (Berrett-Koehler)
affecton people,
I
@1995-2007
TRUSTTIPS
WeAre Inclined to Trust People...
frustration and doubts. Doing so helps
them begin to let go of the negativity they
are holding. freeing up that energy for
rebuilding relationships and returning
their focus to performance.
Help PeopleVerbalizeTheir Pain.
Sometimes employees have pain they are
afraid of or feel unable to share. When
we give our attention to supporting them,
we let them know that we respect their
pain. In healing, the leader's role is to
listen, observe, and acknowledge. This is
difficult work, but necessaryfor rebuilding
relationships. When the expression of
feelings is not supported, feelings go
underground and give birth to lingering
resentment and a climate of entitlement.
This creates an internal paralysis
and blocks shared responsibility and
accountability. When in pain. workers do
not care about the business needs until it
is clear that the business cares about them,
their needs and their well-being.
3. Get support.
RecognizePeople'sNeeds.Employees have
needs that must be met before rebuilding
can occur. During transition, people
have informational needs regarding the
organization's direction and strategy,
and relationship needs associatedwith
belonging to the organization, and their
role in it. They need to know the playing
field, what they can and cannot expect.
Give Support!Another common
mistake leaders make is failing to seek
support for themselves and for their
employees during challenging times. They
get caught up with the assumption that "we
can manageon our own." Rebuilding trust
is hard work. Leaders and their employees
can not do it alone. They need support to
fully understand what occurred, its effects,
and actions that are necessaryto move
through the healing process. It is through
support that betrayal may be used as a
stepping stone for growth, innovation,
shared responsibility and accountability for
the very outcomes change was intended to
deliver.
Something quite powerful occurs
when the breach of trust is truthfully
acknowledged. Not twisted, justified or
defended, but acknowledged. There is
»
»
»
Who are self-aware
Who takeresponsibilityfor their role in the relationship
Who demonstratethat they considerthe bestinterestsof othersratherthan
»
just themselves
Who do what they say they will do
»
»
»
»
Who practicethe valuesthey tell us areimportant to them
Who arewilling to recognizeand considerboth sidesof the story
Who listen and respondto our needsand interests
Who arewilling to think aboutwhat they haveto giveaswell aswhat they
hope to receive
We Are Not Inclined to Trust People...
»
Whom we experienceasselfishand self-absorbed
Who do not demonstratean interestin the needsof others
Who arenot willing to acceptresponsibilityfor their actions
Who gossip/talkaboutothersbehind their backs
»
Who blame others without looking at their role in the experience
»
Who makesnapjudgmentsand draw conclusionsbeforehearingall the
»
»
»
information
» Who are not open and receptive to the ideas and views of others; people who
consistently feel that they know all the answers and their way is the only way
and the right way
»
»
Who changethe rules all the time
Who areinconsistentin their behaviorsowe don't know what to expectfrom
»
Who distort the truth by omitting information for their own purpose
one interaction to the next
~-
a releasing quality when people shift
from finger pointing to seeking to
understand; from judgment and criticism
to considering extenuating circumstances;
from abdication of responsibility to
problem solving and taking responsibility;
from loss to possibilities.
4. Reframe the experience.
Put the Experience into a Larger Context.
Reframing is an important part of the
healing process becausepeople can use
their hurt and pain as stepping stones
for growth, development and life
enrichment. Workers are supported to
reframe their experience by engaging
in the bigger picture, reflecting on extenuating circumstances, noticing the
business reasons for change, and exploring opportunities that the changes
present.
Engagein Inquiry. Healing is a process
of inquiry and occurs when people are
provided with an opportunity to have
their questions answered. Responding
to questions honestly gives employees
an awarenessand understanding of the
bigger picture leading to renewed hope for
trusting relationships and their place in
the organization. When in pain it is easy
to criticize and judge another for what one
perceives they have done wrong. Through
inquiry workers become more aware of
how they are responding to betrayal. With
heightened awarenessand consciousness
of their own behavior, staff members have
the opportunity to behave differently and
move more deeply through the healing
process.
Help PeopleRealizeThereAre Choices.
When feeling vulnerable due to change,
employees may believe they are at the
mercy of the forces of change. When
reframing the experience, consider that
while workers do not have control over
what has occurred, they do have control
over how they choose to respond.
5. Take responsibility.
TakeResponsibilityfor One'sRole.It is
not helpful to spin the truth or to cover
up mistakes contributing to perceived
Building SustainableTrust
39
ADVERTISEMENT
REMOVED
betrayal. People see right through it and
trust is further diminished. People take
responsibility when they acknowledge
their mistakes or oversights. Telling
the truth, without justification and
rationalization, demonstrates a leader's
trustworthiness and exposesvulnerability.
Doing so makes it safe for others to
exposetheir vulnerability, seek support
and take responsibility for their behavior.
Sometimes three simple words, "I am
sorry," reflect taking responsibility and go a
long way to rebuilding trust.
Help Others TakeResponsibility
for Their
Role.Trust begets trust and betrayal begets
betrayal. The more aware people are that
they choose their actions, the more able
they are to take responsibility for their
behavior and the results it generates. It
is necessaryto question assumptions,
examine behaviors and to reflect on
how one is building or breaking trust.
Employees in pain tend to blame their
leaders, as well as to behave in ways that
further contribute to betrayal. They need
help to see their role. While people may not
have control over what happened, they do
have control over how they respond. Even
though they have been betrayed, it does not
justify betraying in return.
Make Amendsand Return with
Dividends.In the workplace, it is the
leader's role to break the chain of betrayal
and reverse the accumulative pattern of
distrust. Becauseactions speak louder
than words, the leaders need to take the
first step in mending fences with their
employees. Rebuilding trust does not
simply mean giving back what was taken
away. It means returning something in
better shape than it was originally and it
means strengthening relationships and
enhancing the culture. In making amends
truth-telling is essential. People need to
honestly know the realities of the situation
and what their leaders can and cannot take
responsibility for and therefore, what they
can expect.
Manage Expectations.Future betrayals
associatedwith change are managed
by continually clarifying expectations.
Workers want to know what is expectedof
them and what they can expect in return.
Sustaining trust requires negotiating when
40
OD PRACTITIONERVol. 39 NO.1 2007
expectationsand agreementscannotbe
fulfilled aswell asleadersbeing receptiveto
enteringinto suchnegotiations.Doing so
doesnot meanthat peoplewill alwaysget
their way.However,clarity of expectations
will result, agreementswill be kept, truths
will be told and trust will be built.
KeepPromises.
Sustainingtrust
requiresthat peopleknow that promises
madewill be kept. Leadersand their
employeesneedto be mindful of what they
promise.Sustainingtrust requiresthat
leadersdo not makepromisestheyknow
theycan'tkeepin the spirit of winning
approvalor looking good.Doing so sets
oneselfup for failure and the breachof
trust. When one realizespromisescannot
be kept, admitting the oversightand
renegotiatingan agreementis essential.
6. Forgive yourself and others.
RecognizeThat Forgiveness
Is Freedom.
Forgivenessis a gift we give ourselves.
Anger, bitterness, and resentment
deplete people's energy and interfere
with relationships and performance.
When organizations help individuals
forgive, they help them free themselves.
With forgiveness, they heal their future
by changing their attitude about the
past. Forgivenesshelps people see new
possibilities.
For most people, forgiveness takes
time, and happens gradually. Over time
employees may be willing to forgive, but
they can not expect to forget. Leaders
can help their staff members heal from
the pain they felt, but they cannot erase
the events of the past. Employees may
occasionally feel a twinge of pain after
they have forgiven. It is natural for there
to be lingering pain for perceived wrong
doings. However, through forgiveness, the
lingering pain will likely not have such a
charge that it evokes negative behavior.
Shijt from Blaming to Focusingon
Needs.It is important to address persistent
resentment and finger pointing, as they are
toxic to individuals and the entire system.
They undermine morale, productivity,
innovation, engagement and erode trust.
Forgiveness is a personal matter. As such,
it is difficult for people to forgive a system.
However, leaders can help cultivate a
healing,trustworthyenvironmentwhere
forgivenesstakesplace.Theymay do this
by helping peopleshift from blaming the
organizationto focusingon addressing
individual needsasthey pertainto their
rolesand the needsof the business.To do
so,leadersmust considerwhat employees
needto resolveissues,concerns,fears
and pain. Theymust payattentionto
conversationsthat needto occurand listen
for what needsto be said.Leadersmaybe
guidedby insight into what canmakea
differenceright now.
7. Let go and moveon.
AcceptWhatis So.Acceptanceis not
condoningwhat wasdonebut experiencing
the reality of what happenedwithout
denying,disowning,or resentingit - facing
the truth without blame.Peopleaccept
what is sowhen they separatethemselves
from their preoccupationfrom the pastand
investtheir emotionalenergiesin creating
a different future. Onethat is trustworthy.
Takethe Timeand Makethe
Commitment.
When trust is lost, it is
regainedonly by a sincerededication
to the keybehaviorsand practicesthat
earnedit in the first place.The journey
backto trusting is not an easyone.
However,by listening,telling the truth,
giving the benefitof the doubt, seekingto
understandand practicingTransactional
Trustbehaviorspeoplewill find their way.
Individualsmay be guidedby their goodfaith effort and by keepingtheir intentions
honorable.Peoplewill not alwaysagree
or be aligned,but they may do sowith
honestyand integrity.
While not easy,rebuilding trust is
essential.The costof not doing so is too
high to be ignored.Bybeing self aware
and choosingto practicetrust building
behaviors,leaderscanplay an instrumental
role in supportingemployeesto healfrom
betrayal,to rebuild and sustaintrust and
renewrelationships.
Summary
Trust influences the positive psychology
of an organization's culture, and supports
the organization in dealing with change.
It also affects the behaviors that drive.
businessresults.Building sustainabletrust
requirestwo leadershipqualities:Intention
to integrateinto one'sbusinesspractices
certaintrust-building strategiesand
commitmentto utilizing thesestrategies
evenaftertrust hasbeenbroken.Trustis
sustainedwhen the organizationand its
employeesarecommittedto practicing
TransactionalTrust.Relationshipsare
honoredand the behaviorsof eachtype
of transactionaltrust areconsciously
and consistentlypracticed.Leadersand
employeesstriveto minimize betrayals.
When peoplemakea consciouschoiceto
work through betrayals,treatingthem as
opportunitiesto strengtheninterpersonal
relationshipsand organizational
effectiveness
and efficiency,sustainable
trust is created.
References
Cooperrider, D.L. and Whitney, D. 2000
(5) "A positive revolution in change:
Appreciative Inquiry." In Cooperrider,
D.L., Sorenson, P.F., Whitney, D. &
Yaeger,T.F. (Eds.) Appreciativeinquiry
(pp. 3-28). Champaign, IL: Stipes.)
Reina, D.S., & Reina, M.L. (2006).
Trust and betrayalin the workplace:
Building effectiverelationshipsin your
organization, 2nd ed. San Francisco:
Berrett Koehler.
Building SustainableTrust
41