The Trust Diagnostic

What is the trust level of your organization?

Determining your organization’s trust level is vital to increasing it. However, because of the emotional nature of trust, many people are reluctant to talk about their wariness, misgivings, and fears of betrayal.

This is a simple 10-question assessment tool to give leaders a measure of existing trust levels. Having helped thousands of leaders increase trust within—and across—teams, FranklinCovey has developed this survey as a starting point for assessing the degree of difficulty presented by the road to high trust.

TAKE THE SURVEY

What is the trust level of your organization?

Respond to the following ten statements about your organization using the below scale:

1
Integrity

Leaders in my organization consistently align their behaviors with the principles to which they aspire.

2
Respect

Individuals in my organization behave respectfully to a much greater extent than they behave disrespectfully in their dealings with each other and with customers, suppliers, or other third parties.

3
Empowerment

My organization encourages me to be innovative and to take calculated risks without fearing unfair shame or punishment.

4
Measures

I trust the processes by which my work is evaluated.

5
Vision

When I think of the most important thing my organization aims to do, I feel a sense of pride.

6
Communication

I usually have the information I need to do my job—and when I don’t, I know I can get it without being dismissed or patronized.

7
Conflict

I can point to instances where the best ideas won—even though they weren’t popular or endorsed by my organization’s loudest or most prominent leaders.

8
Humility

My organization’s leaders care more about doing what is right for its people, clients, and mission than they care about their own power and status.

9
Negotiations

Negotiations at my organization—whether between colleagues or with third parties—rarely leave people feeling taken advantage of.

10
Breaches

In our most trying or critical situations, I trust our leaders to make decisions that are in the organization’s best interests, including responding promptly and fairly to any breaches of trust.

Thank you for completing the Trust Diagnostic.

Please provide your name and email address to view your results:

Thank you for completing the Trust Diagnostic.
Your Organizational Trust Score is

0

Trust in your organization is

Learn more about the opportunities within your organization to improve trust below:

Law 1: Start With Personal Integrity

  • Without integrity, a leader’s efforts will be perceived as hollow techniques aimed at fooling people into ceding power.
  • Leaders must be consistent and predictable, having integrated (a) private with public scruples, (b) competence with benevolence, and (c) action with utterance.
  • The gap between what a leader says and does is at the heart of trust.

Law 2: Invest in Respect

  • Respect is the currency of trust and it requires focus, awareness, and practice.
  • Nothing shows greater respect for others than to listen without agenda.
  • High trust leaders show respect to people at every level, especially those from whom they stand to gain the least.
  • They remember names of colleagues and even the names of their colleagues’ loved ones—not to score points, but because they care.  Sincerity matters.
  • Respect starts with the example set by leaders.  If building a culture of respect sounds difficult, that’s because it is.

Law 3: Empower Others

  • The first two laws mean nothing if you don’t also empower your people.
  • Empowering others allows them to function at their best..
  • High-trust leaders expect people to become their best—to concentrate more on fairness than legality, more on sharing than advantage, more on action than analysis, and more on the future than the past.
  • Mistrustful organizations keep people from doing their worst, while high-trust organizations focus on empowering people to do their best.
  • Trust should be granted to people with the character and competence to make responsible use of authority, but everybody should have the chance to earn that trust.
  • Frequent nurturing is a must for the initially delicate bet to grow into reciprocal trust.

Law 4: Measure What You Want to Achieve

  • Trust grows when expectations are unambiguous.  People need to know what winning looks like and where they stand on the path to victory.
  • Having no clear way to measure goals ushers in confusion When people know what they’re expected to achieve, they can focus on doing it rather than on trying to figure out what matters most.
  • Companies perform best when expectations are clear, where roles are focused, and where teammates can rely on each other.  In that environment, trust can develop and reliable interdependencies can flourish

Law 5: Create a Common Dream

  • See vividly in your mind’s eye what success looks like—and then let that vision animate your team.
  • Tackling challenges on the journey to a common goal is a natural way for team members to come to trust one another.
  • The most effective objectives are tangible images that help people push through inevitable disappointments.

Law 6: Keep Everyone Informed

  • Leaders must be determined to share the facts simply, persuasively, and thoroughly, in the good times and bad.
  • Employee satisfaction depends significantly on effective internal communication.
  • “Err on the side of over-communication.”
  • While transparency takes on different forms, the common characteristic of each is a commitment to trust the team with information.

Law 7: Embrace Respectful Conflict

  • If debate is a process whose true objective is to find the best answer within an open marketplace of ideas, it is powerfully trust-building.
  • High performing organizations treat friction as a form of mutual respect.
  • Being proactive in dealing with differences, though uncomfortable, roots out fuzzy thinking, faulty practices, and political maneuvering. It can only happen when a certain level of trust has already taken hold.
  • When trust is strained, people avoid the pain of dealing with problems.
  • When parties disagree openly in a spirit of mutual respect and move toward—not away from—problems, trust grows rather than recedes.

Law 8 : Show Humility

  • High-trust leaders see their role as a stewardship, guiding people, assets and decision-making—protecting the values and vision that make an organization what it is.
  • Humility enables a leader to build a future he won’t see, ensuring the best parts of the business not only last but also can be built on by the next generation.
  • Many leaders are indeed great men and women; the trick is not to announce it-–and even more, not to believe it.
  • A leader’s ego suspension is essential to learning from inevitable mistakes. Unless leaders have the modesty to learn, to grow, and to weather the journey along with everybody else, few will want to trust them.

Law 9: Strive for Win-win Negotiations

  • When your mindset is that you want the other party to “win”—to get something it wants, too—you’re on the road to successful negotiations.
  • Aware of the economy of trust—of the idea that today’s conversation is one in a series, not a one-off—we tend to gracefully make trade-offs in the negotiations of daily life, adapting to the constant give-get that is a part of every high-trust relationship.
  • When negotiators separate the people from the problem, focus on issues, not positions, and invent options for mutual gain, they’re more likely to find acceptable outcomes for all parties.

Law 10: Proceed with Care

  • Each of the three types of trust can result in betrayal, so there is ample reason to be aware of the pitfalls involved.
  • If one grants trust only after carefully evaluating character, competence, and authority, betrayal is less likely.
  • This evaluation results in knowing whom to trust—or, stated differently, trust that’s smart.
10 Laws of Trust: Building the bonds that make a business great

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JetBlue Chairman Joel Peterson provides the playbook for establishing and maintaining a culture of trust that breaks down the operational silos and CYA mentality that plague many organizations, in this groundbreaking expanded edition of The 10 Laws of Trust.

Entrepreneurial Leadership: The Art of Launching New Ventures, Inspiring Others, and Running Stuff

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