Timothy Bonner

“Assess The Environment Ask yourself these questions: How would you rate your own trustworthiness? How would you rate the trustworthiness of your co-workers? How would you rate your immediate supervisor? What about your company’s top management? My colleagues and I asked these questions in a survey where: on a scale of 1-10, where ten equals “can always be trusted in all situations” and one equals “can rarely or never be trusted. Respondents rated: Their own trustworthiness at an average 8.72; All of the other people they work with as a group averaging 7.59; Their immediate supervisors a bit higher, at an average 8.33; Their company’s top management the lowest, at an average 6.43. The results indicate that we generally judge others to be less trustworthy than ourselves. If most of the people you work with are also like our survey respondents, they are making the same judgments. That means it is very likely some of the people you work with judge you to be less trustworthy than you consider yourself to be. Your first thought may be that they are mistaken. Certainly you don’t intend to act in ways others view as untrustworthy, so they must be misinterpreting your intentions. But the fact is people act on their assessments of your trustworthiness, not yours. Your best intentions can’t change their opinion. Only by changing what you say and how you act can affect how others assess your trustworthiness.”
― Charles Feltman, The Thin Book of Trust; An Essential Primer for Building Trust at Work

“CHAPTER 2: The Language Of Trust Trust each other again and again. When the trust level gets high enough, people transcend apparent limits, discovering new and awesome abilities for which they were previously unaware. — David Armistead Trust is fundamental to our sense of safety, autonomy and dignity as human beings. It is also an integral part of every relationship we have. When we trust someone we feel safe to share what is important to us including our thoughts, ideas, efforts, hopes, and concerns. When others trust us they reciprocate in kind. It doesn’t mean we always agree, just that we listen to, respect, and value what each other has to offer. In fact, trust allows us to disagree, debate, and test each other’s thinking as we work together to find ideas and solutions. Having work relationships built on trust allows us to get better, faster results, with less stress.”
― Charles Feltman, The Thin Book of Trust; An Essential Primer for Building Trust at Work

“This is a small book about a very important subject. A lot has been written about trust: about what it is and what it can do for people, families, companies, communities and countries. As an executive coach and consultant I often find myself engaged by companies where good work is being sabotaged by interpersonal conflict, political infighting, paralysis, stagnation, apathy, or cynicism. I almost always trace these problems to a breakdown in trust. It not only kills good work, it also inevitably creates some degree of misery, annoyance, fear, anger, frustration, resentment, and resignation. By contrast, in successful companies where people are innovative, engage in productive conflict and debate about ideas, and have fun working together, I find strong trusting relationships. As a result, I’ve come to believe having the trust of those you work with is too important not to be intentional about building and maintaining it.”
― Charles Feltman, The Thin Book of Trust; An Essential Primer for Building Trust at Work

“The disaster of distrust in the workplace is that the strategies people use to protect themselves inevitably get in the way of their ability to effectively work with others.”
― Charles Feltman, The Thin Book of Trust; An Essential Primer for Building Trust at Work