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Building Trust: The Critical Link to a High-Involvement, High-Energy Workplace Begins with a Common Language

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© 2017 The Ken Blanchard Companies. All rights reserved. Do not duplicate. MK0709 • 010517 Buliding Trust 1 PERSPECTIVES BUILDING TRUST Trust has taken a hit lately in all facets of our lives. Chalk it up to the combined effects of the economic meltdown, financial mismanagement, and an increasing sense that, in business at least, everyone seems to be in it only for themselves. The result has been dwindling levels of trust in organizations. In fact, a poll by Maritz indicates that only seven percent of workers strongly agree that they trust their senior leaders to look out for their best interest. And a survey by MasteryWorks indicated that a lack of trust correlated highly to employee turnover. Trust is a primary factor in how people work together, listen to one another, and build effective relationships. Yet many people are unaware of the actions that influence trust. Trust is a critical link to all good relationships, both personal and professional. Studies show that productivity, income, and profits are positively or negatively impacted depending on the level of trust in the work environment. Trust can be created or destroyed through personal perceptions and behaviors. Trust means different things to different people. It's predicated on who we are and how we were raised and is shaped by our experiences and perceptions of others' behavior. THE HIGH COST OF LOW TRUST • Low morale • Lower productivity • People "quit but stay" • Increased turnover THE FOUR ELEMENTS OF TRUST • Able • Believable • Connected • Dependable The Critical Link to a High-Involvement, High-Energy Workplace Begins with a Common Language

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