The Importance of Trust: October 23, 2007 Dr. Sandra Lindsay

The Importance of Trust
October 23, 2007

Dr. Sandra Lindsay
What is trust?
Why does it matter?
Trust Building Activity
• Car-Car
• Listen carefully to the directions given by the

presenter. Complete the activity.
• Analyze the importance of trust to the successful

completion of this activity.
Car-Car
“Car-car,” was developed by David Earl Platts of the

Findhorn Foundation. Trust and responsibility are two very
important qualities in leaders and followers. This activity
will help you experience how you feel about trust.
Choose two people from each group.

This is a silent exercise.
Car-Car, continued
One person, “the car,” stands in front with his or her eyes
closed and hands held in front of the chest with palms
outward as your bumpers. The second person, “the
driver,” with eyes open, stands behind with hands on the
shoulders of the car. Keeping his/her eyes open, the driver
will steer the sightless car around the area, avoiding
collisions with other pairs. Remember that the safety of the
other person is your responsibility, so you must show
compassion and care.
Any questions?
Examining Trust
• Look at the “Personalities” on the cards assigned

to your group.
• How would trust factor into your working
relationship with these individuals?
• In your group, discuss what elements of trust are
exhibited or omitted by the characters.
The Importance of Trust
• Anticipating the emotional effects that decisions
and actions might have on others
• Responding tactfully and respectfully in emotional
situations
• Eliciting the perceptions, feelings, and concerns of
others
• Recognizing that conflict is inevitable and using it
to strengthen relationships
Trust
• Following through on commitments and keeping

one’s word
• Using the name of the other person when
conversing with him or her
• Showing courtesy and respect
• Questioning, clarifying, and correcting others in a
positive and professional manner
Trust
• Suggesting compromises
• Paraphrasing the speaker’s views, feelings, and
concerns
• Helping others save face when taking a different
position
(Muse, Sperry, Voelker, Harrington, & Harris, pp. 1-23)

Trust in Schools
…a growing body of case studies and clinical

narratives directs our attention to the engaging but
elusive idea of social trust as essential for
meaningful school improvement.
Anthony S. Bryk and Barbara Schneider

Trust in Schools
…we conducted almost a decade of intensive case study research
and longitudinal statistical analyses from more than 400 Chicago
elementary schools. We spent approximately four years in 12
different school communities observing school meetings and
events; conducting interviews and focus groups with principals,
teachers, parents, and community leaders; observing classroom
instruction; and talking to teachers about the progress and
problems in their reform efforts.
Anthony S. Bryk and Barbara Schneider

Trust
• High trust
• “Growing trust”
• Low trust
• Two out of three tell the story!

The Speed of Trust
Stephen M. R. Covey
Dr. Sandra R. Lindsay

The Economics of Trust
Trust = Speed Cost
Trust = Speed Cost

The 4 Cores of Credibility
• Integrity
Character
• Intent
• Capabilities
Competence
• Results
Activity
• Take the deck of cards at your table or share with a
small group around you.
• Covey’s 13 behaviors are on one set of cards and

the “opposite” of each behavior is found on a card
in the other deck. Spend some time talking about
the behaviors and their opposites as you match the
behavior and its opposite together.
Behavior 1: Talk Straight
• Be honest.
• Tell the truth.
• Let people know where you stand.
• Use simple language.
• Call things what they are.
• Demonstrate integrity.
• Don’t manipulate people or distort facts.
• Don’t spin the truth.
• Don’t leave false impressions.
Behavior 2: Demonstrate Respect
• Genuinely care for others.
• Show you care.
• Respect the dignity of every person and every role.
• Treat everyone with respect, especially those who can’t
do anything for you.
• Show kindness in the little things.
• Don’t fake caring.
• Don’t attempt to be “efficient” with people.
Behavior 3: Create Transparency
• Tell the truth in a way people can verify.

• Get real and genuine.
• Be open and authentic.
• Err on the side of disclosure.
• Operate on the premise of “What you see is what you
get.”
• Don’t have hidden agendas.
• Don’t hide information.
Behavior 4: Right Wrongs
• Make things right when you are wrong.

• Apologize quickly.
• Make restitution where possible.
• Practice “service recoveries.”
• Demonstrate personal humility.
• Don’t cover things up.
• Don’t let pride get in the way of doing things right.
Behavior 5: Show Loyalty
• Give credit freely.

• Acknowledge the contributions of others.
• Speak about people as if they were present.
• Represent others who aren’t there to speak for
themselves.
• Don’t bad mouth others behind their backs.
• Don’t disclose others’ private information.
Behavior 6: Deliver Results
• Establish a track record of results.

• Get the right things done.
• Make things happen.
• Accomplish what you’re hired to do.
• Be on time and within budget.
• Don’t overpromise and underdeliver.
• Don’t make excuses for not delivering.
Behavior 7: Get Better
• Continuously improve.
• Increase your capabilities.
• Be a constant learner.
• Develop feedback systems—both formal and
informal.
• Act on the feedback you receive.
• Thank people for feedback.
• Don’t consider yourself above feedback.
• Don’t assume today’s knowledge and skills will be
sufficient for tomorrow’s challenges.
Behavior 8: Confront Reality
• Address the tough stuff directly.

• Acknowledge the unsaid.
• Lead out courageously in conversation.
• Remove the “sword from their hands.”
• Don’t skirt the real issues.
• Don’t bury your head in the sand.
Behavior 9: Clarify Expectations
• Disclose and reveal expectations.

• Discuss them.
• Validate them.
• Renegotiate them if needed and possible.
• Don’t violate expectations.
• Don’t assume that expectations are clear or shared.
Behavior 10: Practice Accountability
• Hold yourself accountable.

• Hold others accountable.
• Take responsibility for results.
• Be clear on how you’ll communicate how you are
doing—and how others are doing.
• Don’t avoid or shirk responsibility.
• Don’t blame others or point fingers when things go
wrong.
Behavior 11: Listen First
• Listen before you speak.
• Understand.
• Diagnose.
• Listen with your ears—and your eyes and heart.
• Find out what the most important behaviors are to the
people with whom you’re working.
• Don’t assume you know what matters most to others.
• Don’t presume you have all the answers—or all the
questions.
Behavior 12: Keep Commitments
• Say what you’re going to do, then do what you say

you’re going to do.
• Make commitments carefully and keep them.
• Make keeping commitments the symbol of your
honor.
• Don’t break confidences.
• Don’t attempt to PR your way out of a commitment
you’ve broken.
Behavior 13: Extend Trust
• Demonstrate a propensity to trust.
• Extend trust abundantly to those who have earned your
trust.
• Extend conditionally to those who are earning your
trust.
• Learn how to extend trust appropriately to others, based
in the situation, risk, and credibility (character and
competence) of the people involved. But have a
propensity to trust.
• Don’t withhold trust because there is risk involved.
Activity: Trust Behaviors
• Use the first grid in each block on the activity

sheet provided to rate yourself in each of the trust
behaviors.
• Use the second grid in each block to rate your
organization in each of the trust behaviors.
• Decide what you can do next to make the biggest
difference in your personal behavior and in your
organization to make a difference.
Regaining Trust
Whether you lose the trust of others through a

conscious act of betrayal, poor judgment, an honest
mistake, a failure of competence, or a simple
misunderstanding, the path to restoration is the
same—to increase your personal credibility and
behave in ways that inspire trust.

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The Importance of Trust

October 23, 2007

• Listen carefully to the directions given by the

• Analyze the importance of trust to the successful

“Car-car,” was developed by David Earl Platts of the

Choose two people from each group.

• Look at the “Personalities” on the cards assigned

• Following through on commitments and keeping

(Muse, Sperry, Voelker, Harrington, & Harris, pp. 1-23)

…a growing body of case studies and clinical

Anthony S. Bryk and Barbara Schneider

Anthony S. Bryk and Barbara Schneider

• Two out of three tell the story!

Dr. Sandra R. Lindsay

Trust = Speed Cost

Trust = Speed Cost

• Covey’s 13 behaviors are on one set of cards and

• Tell the truth in a way people can verify.

• Make things right when you are wrong.

• Give credit freely.

• Establish a track record of results.

• Address the tough stuff directly.

• Disclose and reveal expectations.

• Hold yourself accountable.

• Say what you’re going to do, then do what you say

• Use the first grid in each block on the activity

Whether you lose the trust of others through a

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