Trust builds confidence. We have all experienced moments when trust evaporates in an instant. A wrong word or a misplaced action can quickly create skepticism and doubt. Every human resource department knows this but implementing an effective program for building trust can be fraught with pitfalls.

Imagine:

* Safely engaging what keeps you separate. This is the first step to building or restoring trust.

* Cultivating trust happens when each team member supports and relies on the others’ strengths. This can only happen when each person on the team sees their role as vital.

* What might happen if you could increase the trust among your people by twenty-five percent? How about fifty percent?

CLIENT STORY: Developing Self-trust.

Mark was a brilliant young man, a rising star at a tech firm, who nevertheless felt anxious and had an inability to express himself well in team meetings. His division director contacted us and told us he had potential for advancement yet this would require a more confident, self-assured candidate. Mark struggled to advocate effectively for his projects. He was uncomfortable making conversation and was very self-conscious when he’d try to engage people. Instead, he usually avoided those situations. Bottom line, it was costing him at work.

When we started to work with Mark, he expressed a desire to advance his career, yet he was unsure. He knew that his interpersonal skills needed work and was nervous about his ability and his willingness to make the changes.

Through this process, Mark’s point of view began to change from follower to leader. By engaging his authentic voice he was on the path to fulfilling his career aspirations. He was gaining recognition and respect along the way. He could trust himself a bit more confidently.

His manager reported a notable improvement in Mark’s decision-making and his ability to express himself in team meetings. His high-pitched, nervous voice appeared less frequently and he was more grounded. He even seemed to be walking a bit taller.

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Connection is essential for productive, rewarding relationships. In time, trusting relationships become more invested. There is "me· and there is "you"--what does it take to become a powerful "us"? Active concern for the well-being and satisfaction of others in the workplace is where building happens, where growth happens and where effective collaboration multiplies.

We learn about making friends and building relationships starting in childhood. Building relationships as adults is much more difficult, for the usual reasons: we're more set in our ways, there is less time for such things, etc.

Imagine:

• Engaging and interacting with ease and effectiveness.

• Your team effectively demonstrating genuine concern for others

• Fostering dynamic relationships founded on mutual reliance

CLIENT STORY: Making Connections.

Amanda, a client of mine had just joined a networking group that met every Thursday morning. Amanda is an attorney who specializes in trusts and estate planning. Meeting with only one or two clients at a time, she had a solitary kind of practice. As a lawyer she felt comfortable working one-on-one with people. With the networking group she felt intimidated by its size.

Amanda shared with me that she had always dreaded meeting people in a group setting. She struggled to connect and feel safe about what to say. In anticipation of meeting even a small group she said she could feel her face get cold and that her hands would begin to sweat. She always managed to get through it and felt great relief when it was over. She doubted that anyone could understand her misery.

Could Amanda's retreating personality be costing her business? She finally realized that she needed a communication skill upgrade when another colleague secured a new high-value client they both had met at an event. She then realized the financial impact of not having enough self trust to present herself fully.

It took a bit of work and practice and through time Amanda gained confidence using the techniques offered in our Communicate Confidence program. She began to put herself in situations she would previously have avoided. She literally acquainted herself with more people. Some of these even felt like the beginning of a friendship.

Then, it happened: a new acquaintance shared a personal story about some uncertainty in her financial future. This was in Amanda's area of expertise. Had she not been able to open a conversation with confidence, she never would have met this new client. 

What new collaborators or clients could you find if you could make new connections more easily?

Will you be able to instill the openness that Amanda practiced on your team?

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When we feel safe, we're willing to go farther and take more risks. When we are skilled at creating emotional safety, we find people naturally follow us, with confidence. 

Imagine: 

• an environment of emotional safety where people are more likely to explore together. 

• enhanced collaboration and an increase in creative breakthrough moments. 

• developing authentic relationships based on mutual respect and trust 

Client Story: Dealing with upsets and conflict safely. 

Robert was a bold, brash leader of a small but dynamic consulting firm to the construction industry. People were somewhat intimidated by Robert's larger-than-life manner. He always brushed this off as "their problem" and just moved on. Because he felt he could change everyone with his big, friendly personality, he often missed signals that indicated disagreement. 

Then a long-time client, a top contracting firm, had a change of direction and Robert's contact person was moving on. He was very eager to continue the relationship with the firm. Then Robert met the behind-the-scenes partner who was now the point person. Robert was confident he would have a good relationship with him.

Upon meeting the new man, Robert proceeded to be his larger-than-life self and regaled his new acquaintance with stories of past successes he'd had with the firm. Robert was taken completely by surprise when the new man said he was considering "other options." Robert asked for another meeting which went very badly. He arrived ready to defend his company's past work and to "close the sale" again. 

It didn't happen. Robert left without any indication of future work with this firm but he couldn't imagine why. He was the same guy, doing the same work as always. The next year showed he had missed the boat. His contract with the firm was reduced by almost 50%.

After exploring the issues in the course of our Communicate Confidence program, Robert asked to meet with the point person again, hoping to regain some or all of the lost business. If he was somewhat surprised when the new man agreed to the meeting, he was delighted when he found he would see an increase in his company's contract. Through the Communicate Confidence program, Robert gained the insight and the skills to make this happen. He learned how to create emotional safety with his customers and prospects. 

If you could create emotional safety for someone in your world who needs it, what might they then contribute to your life and work-and what you might contribute to theirs?

Can you embrace this dynamic for the betterment of your company?

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When did your life stop being fun? When was the last time you played, all out with laughter or Joy? Has your work life ever been truly fun or engaging? The gamification of business activities and developing a sense of play at work has been underutilized. "Fun and games'" are not just child's play. Games and play Impact long-term memory in a positive way. 

Imagine: 

• The Impact of friendly competition that engages so many of our basic drives. 

• Having the skill to encourage healthy competition and friendly rivalries: morale Is improved and cooperation grows. 

• Your team developing new and creative resources. The team strengthens its bonds and the whole organization benefits. 

CLIENT STORY: Challenge, Skill-building, Engaging Creativity and Play 

At an Industrial design firm, Ashley and James had collaborated on various projects but fun wasn't present and the rivalry and sense of competition was anything but friendly. They competed constantly for attention and projects, and not In a positive way. Time was being wasted and the quality of both Ashley's and James work was suffering. Their boss was fed up. The bottom line? Get along or one or both of them would be leaving. 

Rather than experiencing the loss of one or both talented people, the design firm chose to further invest In these two longtime managers. They were enrolled in the Collaboration Accelerator Process with the intention of increasing their cooperation, effectiveness and productivity. 

The takeaway was that they discovered they really could count on each other when it was most needed. It became safer to share their creative ideas. They could engage conflict and disagreement In a new, healthier way.

The result was that both Ashley's and James' work benefitted from the enhanced collaboration. They discovered that 8-elements of "work as play" made everything easier and more enjoyable. This new spirit of cooperation spread throughout the entire organization. Creativity and productivity increased. Mutual respect grew and the camaraderie their boss had always envisioned was becoming a reality. Interactions were less hostile, less destructively competitive and It became a more cooperative working relationship. 

Developing a creative exchange is necessary to the generation of the best ideas, though creativity and innovation is much more difficult In isolation. 

Remote teams must overcome the disengagement caused by the limitations of technology and social distancing. Have you given up hope of reconciling with a client or co-worker? 

Can you see yourself going beyond the hostility and wasted time and energy? Is it hard to imagine that reconciliation taking place? Imagine less tension and animosity, and more community and productivity on your team. 

What are the collaborative challenges your company faces? In our current economy, teamwork, creativity and innovation must be nurtured remotely. 

Can your organization make the shift to accelerated collaboration? 

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There is no more powerful statement to make to someone than, "I see you, I appreciate you for who you are and for what you have done." Developing and sharpening empathy and communication skills opens the heart and mind to greater accomplishments. 

CLIENT STORY: Mutual respect, how it was lost, and how It was regained. 

Rebecca was a part of a talented marketing team at a Fortune 500 company. She had started straight out of college as the result of a job interview with her boss. Her boss had been reluctant to take her on with so little experience, but was impressed with her intern position in college. Over the next two years, she had worked hard and her boss had developed a deep respect for her individuality and creativity. But that was about to change. Her supervisor was becoming Director of Marketing and he was being replaced by a woman. Right from the start It seemed her new boss had it out for Rebecca and she didn't know why. 

Regardless. Rebecca was determined to make It work. The president of the company had brought her center stage at the company convention to acknowledge her new marketing strategy. The company was wild about It. Her new supervisor's words? A very bland, "good job, Rebecca" as she walked back to her office and closed the door. As opposed to her old boss who always had an open door and was available to anyone who wanted to talk, her supervisor's office door was always closed. 

Rebecca was done with that treatment. She would go to her boss and express her feelings and try to find out why her boss was unhappy with her. She went in and demanded an explanation. That didn't go over well. Rebecca felt lucky to still have her job.

While Rebecca was in our Collaboration Accelerator Program she learned the value of acknowledgment, recognition and mutual respect. She set about learning more about her new boss, and what she was all about. She discovered this highly accomplished woman had earned her degree as the single mom of two young children, one with a learning disability. She realized the pressure the boss was under and some of the challenges she faced and that she was doing her best under the circumstances.

She went to her new boss with empathy In her heart and the intention to stay open to whatever she had to say. She learned that her boss was going through some particularly difficult times. The bottom line: the supervisor was taken by Rebecca's initiative and had such deep respect for her marketing talents and now her honesty. She thanked Rebecca and said she would try to leave her door open some of the time now. 

A great tension between them was lifted and the two women are now becoming truly collaborative team members. The last project they worked on, Rebecca was surprised to find that she was so eager to impress her supervisor. She was also surprised by how helpful the guidance she received from her supervisor was to her project. 

Who would benefit If there were more mutual respect? What might happen if your people could have the self confidence to express themselves honestly? 

What happened to respect and cooperation on your team? Do you wonder about why It was lost? Can you encourage and restore mutual respect at a new, deeper level? 

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