Activity 1: Opening (Total Minutes = 75) Teaching Tips/Notes



Activity 2: Practice #1 – Inspire Loyalty and Trust

Purpose: To define the concepts, loyalty and trust, and to explore the supervisor’s part in generating high-trust environments.

Time: 60 minutes

Objectives: Through this activity, the supervisor will:

1. Identify and discuss factors that inspire loyalty and trust in the workplace.

2. Through a group exercise, and based on material presented, develop strategies for building trust in their work units.

3. Write an action plan for applying one of the trust-building strategies learned through the class exercise.

Materials: (change below as needed)

• Participant Workbook

• Flip chart and markers

• Projector

• PowerPoint file

|Sequence: (of topics/exercises) |Time |

|Factors that Influence Loyalty and Trust |25 minutes |

|Strategies to Increase Trust in Your Unit |30 minutes |

|A Formula for Success | 5 minutes |

|Activity 2: Practice #1 – Inspire Loyalty & Trust (Total Minutes = 60) |

|Method |Script |Tips/Notes |

|Factors that influence loyalty & trust (25 min) |

|[pic] | | |

|Slide #1 |“People Management Practices” | |

| |[pic] | |

|Integrative Statement |“In Domain I, we talked about the supervisor’s roles and the impact of a supervisor’s| |

| |relationships with workers on worker turnover. | |

| | | |

| |Remember, workers leave a manager, before they leave a job. | |

| | | |

| |The psychosocial conditions under which you and your workers operate are critical to | |

| |worker satisfaction, motivation and retention. | |

| | | |

| |In this activity, we’ll examine the first Practice in our Model: Inspire Loyalty and | |

| |Trust” | |

|Ask: |Do you agree that a supervisor has a role in inspiring loyalty and building trust in | |

| |his/her relationships with staff? | |

| | | |

| |What is Loyalty? | |

|[pic] |Chart responses to questions. |Make a private note of responses |

| | |that reflect “obedience” |

|Ask: |“Does Loyalty mean Obedience?” |Explore the “yes” responses |

| | | |

| |“What can go wrong in an organization when loyalty is misconstrued to mean rote | |

| |(mechanical) obedience? | |

|[pic] |“Too often when supervisors and/or managers talk about loyalty they’re talking about |Adam Hanft - From: Inc. Magazine,|

|Key Points |team players who will implement decisions with little or no challenge.” (Hanft, 2005)|April 2005 |

| |Loyalty becomes a code word for intellectual servitude, what Adam Hanft of Inc. | |

| |Magazine calls an “obedience culture.” | |

| |Obedience cultures suppress ideas. | |

| |Obedience cultures have a negative impact on critical thinking and suppress employee | |

| |motivation. | |

|Ask: |So, how do we view Loyalty without running into the trap of thinking it is just | |

| |obedience? | |

|[pic] | |Ken Petress, Ph.D. Professor |

|Slide #2 |[pic] |Emeritus of Communication |

| | |University of Maine at Presque |

| | |Isle |

|Do: |Review definition of loyalty. | |

| |Focus on the term “commitment” | |

| |Elaborate on the phrase “to remain dedicated” | |

| |Contrast the terms obedience and dedication | |

| |Clarify the objects of loyalty in the definition (relationship, group, organization, | |

| |idea) and connect them to the supervisors’ work life. | |

|[pic] | | |

|Slide #3 |[pic] | |

| | | |

|[pic] |Loyalty as dedication to something begins with you. | |

|Key Points | | |

| |Supervisors as leaders must hold and consistently operate upon a core set of |There must be alignment between |

| |principles and values. |behavior and expressed values – |

| | |Walk the talk. |

| |Loyalty as dedication to relationships is about your dealings with your staff – the | |

| |way you consistently value and respect them. |Draw connections with Core Values|

| | |from Domain I; and Core |

| |Loyalty as dedication to your organization means a commitment to remain dedicated to |Conditions in Domain III: |

| |DYFS vision and values in the protection of children. |Genuineness, |

| | |Empathy and |

| | |Respect |

|Ask: |Is there a connection between loyalty and trust? | |

| |What is it? | |

|[pic] | | |

|Slide #4 |[pic] | |

|Ask: |So, what is Trust in the workplace? | |

|[pic] | | |

|Slide #5 |[pic] | |

|Say: | |Rogers, Robert and Sheryl Riddle.|

| |“Trust means confidence – confidence that others’ actions are consistent with their |“Trust in the Workplace.” |

| |words, that the people with whom you work are concerned about your welfare and | |

| |interests apart from what you can do for them, that the skills you have developed are| |

| |respected and valued by your coworkers and the larger organization, and that who you | |

| |are and what you believe truly matter in the workplace.” | |

|Do: |Set Up Group Exercise: | |

|[pic] | | |

| |Draw a T chart on the easel. | |

| |Label the left column “Loyalty.” | |

| |Label the right column “Trust.” | |

|Ask: |“From your experience, what factors do you think influence whether loyalty and trust | |

| |exist in a work unit between a supervisor and his/her staff?” | |

|Do: |Break class into groups |Note: |

| |Have them respond to the question above and chart their responses on an easel sheet |Supervisor/worker trust |

|[pic] |divided as above. |relationships are parallel to |

| |Groups must select a reporter. |what supervisors want workers to |

| |Give 7 minutes to list factors for each loyalty and trust. |establish with their clients. |

| |Call time and have groups report out. | |

| |Chart common answers on the easel. | |

| |Emphasize those factors in alignment with Slides #5 and #6. | |

| |Introduce the next slide as the result of research on the nature of high trust v. low| |

| |trust work environments. | |

|[pic] | | |

|Slide #6 |[pic] | |

|Ask: |Is there a “trust gap” in your unit? Your LO? | |

|[pic] |Loyalty, trust, commitment – are intangibles. |. |

|Key Points |Know they exist, or not, through behaviors and dynamics in the unit. | |

| |trust gaps exist where workers feel betrayed – everyday factors that contribute to | |

| |feelings of betrayal are: | |

| |misalignment between words and deeds | |

| |not sharing information | |

| |not involving others in decisions that affect their lives | |

| |expectations left unmet | |

| |feeling taken advantage of | |

| |creativity suppressed | |

| |not sharing resources | |

| |not respecting other peoples’ skills/talents or judgments | |

| |not keeping one’s word | |

| |talking behind each others backs/character assassination | |

| |Betrayal flows in both directions (up and down) | |

| |Integrity and consistency contribute to an environment of trust. | |

| |Everyone embraces a core set of values – and these values genuinely guide their work.| |

| |Opportunities for advancement are open and available to everyone. | |

| |Information is freely shared | |

| |Workers have a vote in decision-making – they are actively involved in designing |Point out and emphasize |

| |their destiny | |

| |Group rather than individual goals are emphasized. | |

| |The workplace is free from harassment. | |

| |Leadership demonstrates behaviors CONSISTENT with the values of the organization. | |

|Say: |“These are all factors which influence the creation of an environment of trust in the| |

| |workplace. | |

| | | |

| |Research has shown that some of the most important factors center around: 1) | |

| |commitment to a set of values; and 2) management’s behavior that is consistent with | |

| |those values. | |

| | | |

| |Further, the extent to which workers can contribute to the decisions which affect | |

| |their work life, is the extent to which they feel invested in their leadership, and | |

| |can thus trust them.” | |

|Strategies to Increase Trust in Your Unit (30 min.) |

|Ask: |What happens in this agency? Do these factors exist in DYFS? | |

| |In your LO? | |

| |In your units? | |

| |Why/why not? | |

|Do: |Refer to the list of characteristics of “Low Trust Environments” on Slide 6. | |

|Ask: |Do any of these items characterize your work environment? | |

| |How did that happen? What’s beneath it? | |

|State: |“This next slide summarizes the conditions that need to exist to have an environment | |

| |of trust in your workplace. We need to examine how, as supervisors, we can use this | |

| |information to guide our actions toward building an environment of trust.” | |

|[pic] | | |

|Slide #7 |[pic] |Next exercise builds on this |

| | |slide. Leave it up for the |

| | |conversation. |

|[pic] |Note that trust is built through: | |

|Key Points |Establishing and maintaining personal integrity; |Walk the talk. |

| |Shared rather than personal goals; | |

| |Alignment of worker values with the agency’s vision and values – workers “own” the |All values associated with our |

| |vision – they support it. |case practice model. |

| |Supervisory behavior consistent with agency vision and values; | |

| |An inclusive work environment, free from harassment and discrimination; |Genuineness, empathy & respect |

| |Participation in decision-making that effects ones’ work life; | |

| |Fairness in assignments, personnel decisions, and the way performance is rewarded |Involvement |

| |and/or corrected. | |

| | |leadership |

|Ask: |“So, if this slide represents your goal…How do you get there? What kinds of | |

| |strategies and practices to you employ to build a unit characterized by these | |

| |factors? | |

| | | |

| |Let’s take a look at that…” | |

|Do: | | |

|[pic] |Have participants stay in former groups. | |

| |Explain that the group activity is to brainstorm strategies for building (or | |

| |strengthening) trust in their units through taking action on the bullets in slide #7.| |

| |Keep Slide #7 visible during the exercise. | |

|Say: |Paraphrase the bullets and explain the task as follows: | |

| | | |

| |“For the next 10 minutes, identify, discuss and list strategies you can use to | |

| |Get your workers invested in shared goals for the unit and agency. | |

|[pic] |Align workers’ and agency vision and values – get them to “own” the vision and | |

| |values. | |

| |Ensure your conduct is consistent with the vision and values. Model the values for |These statements are linked to |

| |your workers. |the bullets on slide #7. |

| |Involve your workers in creating an atmosphere free from discrimination and | |

| |harassment. |Use Slide #7 as the prompt, or |

| |Include your workers in more decision-making. |copy bullets at left on an easel |

| |Ensure you exhibit equitable practices in assignments and other personnel matters. |sheet. |

| |Distribute flip chart paper to each group. | |

| |Permit 10 minutes for groups to brainstorm strategies. | |

| |Have groups report out. | |

| |Provide instructive feedback on strategies. | |

| |Acknowledge creative approaches. | |

|Say: | | |

| |“A lot of good ideas have surfaced in this activity. |Mention this and suggest that |

| | |anyone who is interested in do so|

| |Following our teaching model of applying the learning, you may decide to make a |should copy some of the |

| |commitment to implementing one of the strategies your groups have just created and |strategies down in their notes. |

| |shared as one of your two required Action Plans. | |

|A Formula for Success (5 min.) |

|Say |“To bring this discussion of loyalty and trust to a close, I’d like to share a story | |

| |with you about the way a former president of IBM, Tom Watson Sr., handled a situation| |

| |with an employee – a way which illustrated how he lived the values of the | |

| |organization. | |

| | | |

| |Watson, and IBM, believed that the development of people is a critical value in an | |

| |organization. Here’s how he handled a worker who made a costly mistake…” | |

|Do: |Have participants follow along as you read the scenario with Tom Watson Sr., former | |

|[pic] |president of IBM. | |

|Ask: |What do you think about this story? | |

| |Do you place a high value on developing your workers? If so, how do you handle their | |

| |mistakes? | |

| |Have you ever looked at your employees’ mistakes from this frame of reference? | |

|Say: |“According to Rogers and Riddle, President and Vice President of DDI International, | |

| |how well leaders build trust is a function of several factors.” | |

| | | |

|[pic] |[pic] | |

| | | |

|Slide #8 | | |

|[pic] |Leadership Competence – capable in managing organizations – units – competing | |

|Key Points |priorities. Not just technical competence. | |

| |Action Orientation - willing to make decisions and take action | |

| |Belief in People: McGregor’s Theory Y management – People have a need to do a good | |

| |job, are fundamentally honest and can be trusted. They deserve to be treated with | |

| |dignity and respect and can be committed to what they are involved in. Tom Watson’s | |

| |belief in his employee was clear through his actions. | |

| |Open Communication – that is positive, open to others ideas, where the supervisor | |

| |listens actively and isn’t afraid to disclose, or to involve workers in decisions | |

| |that effect their work life. | |

| |Consistent behavior – otherwise known as – “Walking the Talk.” Simply put, it means | |

| |behaving in the same way, day to day, in a manner that shows you are: | |

| |loyal, or dedicated, to your own core set of principles | |

| |valuing your relationships with your workers, and | |

| |supporting the agency vision and values. | |

Sources:

Rogers, Robert, and Sheryl Riddle. “Trust in the Workplace.” Development Dimensions International. Sept. 2006.

Bowman, Dave. “The Five Best Ways to Build – and Lose – Trust in the Workplace. TTG Consultants. Sept 2006.

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