Step 3 – Engender a constructive climate and create conversations to develop trust (Part One)
In our experience Step 3 is the rock on which our change communications rests or crashes. It creates the lens through which everything is evaluated. It’s a biggie, so we have split it into several parts for discussion over the coming weeks.
After reading and applying the work of Robert Galford and Anne Drapeau*, we believe there is a framework to how we see the world. Like all lists made in business publications it is not exhaustive but attempts to capture fundamental concerns. Please debate this with us and add more to the list.
In our communications and change management support we aim to build:
- Strategic trust –helping users understand why this is the right direction for the organization and its customers
- Organizational trust – helping people to understand and buy into the impact on the team, department or business. Helping them feel that the transition will be fairly and effectively managed. This becomes more and more important as multiple and serial changes are made.
- Personal trust – how managers and the change process will treat me appropriately and help me get the skills and knowledge I need to stay competent and valued.
Is there more to this? What have we missed? Add a Comment and lets see how it feels to you.
- New this month – have a quick look at our Trust Poll.
The results will be part of our next discussion about building trust.
In Part Two we are going to look further at the components of trust building we must understand and leverage.
See you there and thank you for being part of the Communicating Changes Blog.
* The Trusted Leader, Robert Galford and Anne Seibold Drapeau 2002
