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Hello. I'm Pam Shockley-Zalabak,
author of "Building the
High-Trust Organization".
Today, I'm going to be
talking with you about
building trust through
leader communication.
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The objectives that
we have for our time
together are to really
describe the nature of trust.
Discuss why trust matters,
consider some challenges that
we all face to building trust,
present the research-based
trust model
that we want to use to help you
understand how to have
a better leader communication
trust-building profile,
and finally relate
leader communication
to change and trust building.
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The key question for today is,
whom do you trust and why?
How does that translate into
what leaders need to be aware
of when planning communication
in any type of organization?
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I want to begin by talking
about the nature of trust.
First of all, I think all of us
recognize that it's multi-level.
In other words,
sometimes we don't even
trust ourselves to
make a wise decision.
Certainly, there is
interpersonal trust
between individuals,
and there are
all sorts of trust
decisions that we make
between groups within
entire organizations,
between organizations.
Trust operates at all of
our levels of interaction,
including with ourselves.
We also know that trust
is culturally rooted.
that around our globe,
we have many different ways of
expressing what is
trusting behavior.
That's important to understand
that what I trust may not,
in and of itself, in
terms of behaviors,
be what others with whom I
am working around
the world trust.
Trust is communication-based.
Many people don't recognize that
but the evaluations
that I make of others,
and even sometimes of myself.
The evaluations I make of
an entire organization or
other organizations are
definitely based on
the communication
that we see within
that organization,
communication that
comes to us if we
are from externally
to that organization.
But we see behaviors.
We infer the intentions
of people who
are behaving either badly
or in a way that we
find highly valuable.
But all we ever really
see are the
communication behaviors.
Trust is also multidimensional.
By that, I mean it is cognitive.
We think very analytically about
whether or not we place trust
in a given circumstance.
It's also behavioral.
It's what we do, and it is
what we call effective.
It has an emotional
dimension that
is very important,
and it's dynamic.
I can be trusted today,
and my behaviors of today can
create a distrust that
can be very painful.
We know that trust is very
important for organizations.
