This final section on trust deals with how you make amends. A big part of it is saying "oops" and admitting your error(s). It is possible to rebuild trust. It takes time and is based on you remaining "trustworthy" after someone's trust has been violated. Lastly, there is a self evaluation at the end to test your knowledge--and, no I don't have the "official" answers.
Besides the references provided near the end I also like the book The Speed of Trust
Part VII: When Trust Breaks Down
You’ll probably survive one unintentional breach of trust, especially if you take action to address the situation. But as unintentional breaches accumulate, other people will eventually begin to distrust you. With their distrust will come the belief that your intentions are not sincere and that you have ulterior motives.
Restoring Breached Trust
After you’ve breached trust, it is important to consider how to restore it. Here are six steps that you can take to recover from a mistake that may have unintentionally damaged trust.
Accept: Accept personal responsibility for your actions and those of your organization.
Admit: Publicly acknowledge that you have made a mistake. Many times, leaders either deny or attempt to cover up any wrongdoing for fear that admitting a mistake might damage their credibility. Evidence shows that attempting to hide mistakes will be much more damaging and will actually erode trust.
Apologize: Offer an apology. This lets others know that you are concerned about the impact or problem that your actions may have created.
Act: Take action to deal with the immediate consequences of a mistake. This lets employees know that you are willing to do something. This is a good time to get others involved by asking for suggestions and trusting their judgment.
Amend: Make amends. A leader’s error can cause undue hardship to others. The amends should fit the problem.
Attend: Leaders need to make sure that they are attuned to the influence their actions are having on rebuilding lost trust. Pay close attention to the reactions of those who are affected, ask for feedback, and be non-defensive in listening to constructive criticism. This should also help you avoid unintentional breaches of trust in the future.
BUILDING AND REBUILDING TRUST
Accepting responsibility for his actions and those of the organization. Admitting that his own self-view let him be taken by surprise in this situation, and apologize.
Take action to deal with the consequences with his department.
Communicate openly with employees about the situation and its impact (both on employees and on the climate of trust), and attend to their concerns.
Activity: Building Trust in Your Situation
Think of a recent situation in your work in which trust was a factor (e.g., a change initiative within your organization, dealings with the media, response or lack of response by the public in an emergency, or a team effort with other agencies). With this situation in mind, answer the following questions.
1. What actions were taken (or could be taken) to strengthen trust (or at least not compromise it)?
2. In what ways and under what circumstances (either intentional or unintentional) might you have caused or reinforced mistrust during this situation?
3. Based on this analysis, what actions can you take to build and rebuild trust
in the future?
4. Based on this analysis, what actions can others (i.e., coworkers, team members, and/or senior management) take to build and rebuild trust in the future?
Reference Material and For More Information
Building Trust at the Speed of Change. Marshall, Edward M. 1999.
Trust and Betrayal in the Workplace. Reina, Dennis, and Reina, MIchelle. Berrett-Koehler Pub., 1999.
Building Trust: A Manager's Guide for Business Success. Shurtleff, Mary. Crisp Publications, 1998.
Driving Fear out of the Workplace: Creating the High-Trust, High- Performance Organization. Ryan, Kathleen, and Oestreich, Daniel K. Jossey-Bass, 1998.
Knowledge Check
Carefully read each question and all of the possible answers before selecting the most appropriate response for each test item.
1. Which of the following is a good way to demonstrate respect for other people’s skills:
a. Micromanaging
b. Making excuses for their inability to meet deadlines
c. Seeking their input
d. Giving them responsibility without authority
2. Demonstrating conviction, courage, compassion, and community can:
a. Undermine or erode trust.
b. Make you vulnerable to your adversaries.
c. Be used to build trust.
d. Diminish your capacity for trust.
3. The capacity for trusting others is inborn and cannot be changed.
a. True
b. False
4. The degree to which you trust yourself can affect your capacity to trust others.
a. True
b. False
5. Withholding your real motives is an example of:
a. Trust-reducing behavior
b. Shrewd management technique
c. Trust-building behavior
d. Keeping things under wraps
6. Airing your concerns about taking on a commitment is likely to:
a. Reduce your responsibility but enhance your authority.
b. Erode trust.
c. Expand your capacity to trust.
d. Build trust.
7. In a high-trust environment, people are more willing to accept change.
a. True
b. False
