Trust

This feature only applies to episodes with transcripts, which is a small number at this time.

Jorge Silva on horizontal structures and participatory culture at 10Pines

...s only works if you take responsibility for your actions, right? If you fail, you have to be humble, otherwise you will not learn and people will not trust in you. So accountability is really important because we have a culture that we - in the bottom line - we have to be based on trust, so we worked rea...more
...d people will not trust in you. So accountability is really important because we have a culture that we - in the bottom line - we have to be based on trust, so we worked really hard on trust and to create trust and to take care of trust because it's like you know... Amy Edmondson, I saw you have a podcas...more
...accountability is really important because we have a culture that we - in the bottom line - we have to be based on trust, so we worked really hard on trust and to create trust and to take care of trust because it's like you know... Amy Edmondson, I saw you have a podcast with her. So the psychologically ...more
...ally important because we have a culture that we - in the bottom line - we have to be based on trust, so we worked really hard on trust and to create trust and to take care of trust because it's like you know... Amy Edmondson, I saw you have a podcast with her. So the psychologically safe environment, I ...more
...have a culture that we - in the bottom line - we have to be based on trust, so we worked really hard on trust and to create trust and to take care of trust because it's like you know... Amy Edmondson, I saw you have a podcast with her. So the psychologically safe environment, I think, is one of the impor...more
...nd it's really easy to lose it. So one of the other aspects that is important in this kind of culture and in this kind of company is to take care of trust, you know - it's really important for us. And the last thing that I think we look for from people is to share the same values. To share transparency,...more
... - it's really important for us. And the last thing that I think we look for from people is to share the same values. To share transparency, to share trust. And excellence from a technical point of view, and all the set of values that we share, because you can't work with other people who don't share you...more
... are okay with that, we send them a technical exercise. They go to his or her house to work on that exercise, and they have to solve it alone. And we trust them that they are going to work with that alone. And then they come back to the company and we have a discussion about the exercise and we try to cr...more
...art talking about resources, and people as resources, I say - yep, this is not the way. But I think that the most important thing is that you have to trust in people and you have to trust in your co-workers or employees. I think that this is one of the main aspects of of this transformation. You have to ...more
... people as resources, I say - yep, this is not the way. But I think that the most important thing is that you have to trust in people and you have to trust in your co-workers or employees. I think that this is one of the main aspects of of this transformation. You have to think that people are not dumb, ...more
...ontrol them and to tell them what to do. You have to try to treat them like an adult. So I think one of the basic aspects of this is that you have to trust people - you have to have faith in people, and not in a romantic way. But in a way that they know something, they know things that you don't know, an...more
... you have money or you have whatever - you are in a position of knowing everything and knowing what the other has to do. And I think that you have to trust and be humble. So I think that this is one of the basic skills or aspects that you have to solve in order to start thinking, well, how can we transfo...more
...think that this is one of the basic skills or aspects that you have to solve in order to start thinking, well, how can we transform for that? Because trust, I think, is the basis for every form of transformation in this model, right? So yeah - actually we say in 10Pines that we are based on trust. And e...more
...ecause trust, I think, is the basis for every form of transformation in this model, right? So yeah - actually we say in 10Pines that we are based on trust. And every policy and everything is built from that. For example, one time, we had a really big discussion about... the medical insurance that we hav...more
...he solution was to say “Ok, let's do it so that everyone can have his own insurance, and we leave the decision for the people to choose”. And you can trust that they are going to choose the best suitable medical insurance for them, and that they are not going to abuse that decision. And it was the best d...more
...s trying to find the policy, and then getting all these complaints and requests and stuff. And if you decentralise it, and you have this principle of trust, then it's so much easier for everyone. Jorge Silva: Yeah, well, actually, we don't have support staff members. We don't have HR people, we don't hav...more
...a. Because right now you depend on others, you really depend on others to stay healthy and to stay safe. And this is interesting, because you have to trust, you have to trust that others don’t go out and stay at home. And you have to collaborate with others to do your groceries, or you have to share your...more
...w you depend on others, you really depend on others to stay healthy and to stay safe. And this is interesting, because you have to trust, you have to trust that others don’t go out and stay at home. And you have to collaborate with others to do your groceries, or you have to share your new discoveries on...more

Frederic Laloux with an invitation to reclaim integrity and aliveness

...Structures. There’s actually lots of stuff that you can start with, and there is no right or wrong. And the other thing is, you can also just simply trust yourself and go with, “What is bothering me? And what is it that I want to change?” and not actually look at any of those things, at least for a whil...more
... and there is no more manager to fall back on. They immediately see if they do a good or bad job, you know, because their client is happy or unhappy. Trust me, they will start making decisions. But if the system isn’t set up that way, if they’re still having a manager and if they don’t see whether what t...more
... the company for whom you’re doing the job… And if there’s no fallback, like people hate that the job I do is bad, people hate an unsatisfied client. Trust me, if that happens, people will start giving each other feedback. And if they haven’t been given any training, it might be really clumsy feedback, i...more
...erator, like on self-management. Right? We suddenly realise: people can work from home and we don’t know how many hours they work, and we can sort of trust them. We have no choice but to trust them. And productivity seems to be there or even higher. And then I think the next question that a lot of organ...more
...t? We suddenly realise: people can work from home and we don’t know how many hours they work, and we can sort of trust them. We have no choice but to trust them. And productivity seems to be there or even higher. And then I think the next question that a lot of organisations aren’t asking yet, but it’s ...more

Buurtzorg and the power of self-managed teams of nurses

... you give them about how to make it work? Chila: Communicate. Marian: Yeah. And no leadership. Everyone has same responsibility, Chila: And honesty. Trust. Transparency. Safety. If you have that together, you can do it. Marian: Everyone has their qualities and uses them. Nobody is more than the other. J...more
...And what about for people listening who are owners of a company or founders or CEOs? What advice would you give to Chila: Let go! [Laughter] Marian: Trust. Chila: Trust. That's what Jos does. Jolanda: He gives trust, "You can do it." And you do what you have to do. Chila: And goodbye. Jolanda: And wha...more
... for people listening who are owners of a company or founders or CEOs? What advice would you give to Chila: Let go! [Laughter] Marian: Trust. Chila: Trust. That's what Jos does. Jolanda: He gives trust, "You can do it." And you do what you have to do. Chila: And goodbye. Jolanda: And what you think yo...more
...y or founders or CEOs? What advice would you give to Chila: Let go! [Laughter] Marian: Trust. Chila: Trust. That's what Jos does. Jolanda: He gives trust, "You can do it." And you do what you have to do. Chila: And goodbye. Jolanda: And what you think you have to do. Marian: Coach. Only coach. Jolanda...more
...if you would wish to, you know, spread some wisdom? Or what else would you like people to know about Buurtzorg or about this way of working? Jolanda: Trust yourself that you can do it. Chila: Yeah, I think it's possible anywhere, in any company. If you let the professionals do their thing together, if y...more

Margaret Heffernan on how to act our way out of the status quo trap

...y persuaded that technologically, we can solve the climate crisis. It's not going to be pretty, but we can do it. It's a problem of communication and trust, and whether or not the state and corporations and citizens can develop a shared language of trust that allows them to get big stuff done fast. I do...more
... we can do it. It's a problem of communication and trust, and whether or not the state and corporations and citizens can develop a shared language of trust that allows them to get big stuff done fast. I don't know if we can or not, but I'm very determined to try. So I'm running a whole bunch of extraord...more
...ice? Margaret Heffernan: The answer is, we don't help them. We find ways to work with them. Because nobody trusts us anymore. Right? We may have had trust once - we blew it. People don't like being told by government what to do. I've seen that in the pandemic. And so we have to do this together. If we'r...more

Miki Kashtan on the three shifts needed for self-managing organisations to thrive

...ut they're called traditional – they function on the basis of command and control vertically, competition horizontally. So it's like you can't really trust anyone in those environments. And yet that provides a certain kind of odd coherence. So if you remove that, you need something else to create coheren...more
...ce at a time to change it. And you will experience benefits. It's not theoretical, it's super practical. Once you start seeing, for example, how much trust increases, and suddenly, you have people who have way more willingness to come and do necessary things, where previously, they just disappeared behin...more
...and do necessary things, where previously, they just disappeared behind closed doors. When you needed someone to do something, you will see goodwill, trust, wisdom increase, and you will feel more alive....more

Aaron Dignan on being complexity conscious and people positive

...is and the diagnosis of the company through some big assessment over three months. And then we say, you know, the five biggest challenges are lack of trust, and lack of this lack of that, because those were the average winners. But I love the old joke - Jeff Bezos walks into a bar and the average income ...more
...ou could get rid of and not replace. What a powerful experiment that is. So let's not do this stupid meeting, let's not have this policy that doesn't trust people. And then see what fills the space. And if we treat people with trust and respect, and we have transparency, often what fills the space is a f...more
...et's not do this stupid meeting, let's not have this policy that doesn't trust people. And then see what fills the space. And if we treat people with trust and respect, and we have transparency, often what fills the space is a fine solution that we didn't have to create. And so I think that that's anothe...more

Pasteur Byabeza on transitioning to self-management at Davis College

...um. That means only a small handful of people at the top of the organisation had any decision making rights. So this resulted in frustration, lack of trust and disempowerment for so many people on our team. This was reflected in regular feedback in surveys that were conducted, to gauge faculty levels of ...more
...information were a privilege of only a handful of individuals at the top. So there was too much bureaucracy which resulted in disempowerment, lack of trust and frustration. So people at the bottom seemed to only work for a paycheck. There was no job satisfaction managers - middle managers would rely comp...more

Bill Fischer and Simone Cicero on Haier and the entrepreneurial organisation

...marketplace, with this zero distance with the customers, required that there’s no point putting people at zero distance to the customers if you don’t trust them to make decisions. So they really needed to rethink what the talent, what the skills were that were needed. And I think what they saw was that ...more

Lisa Gill and Mark Eddleston celebrate 50 episodes of Leadermorphosis

...ink we've got the evidence to show that: I think there's the well worn Gallup Stat that 85% of us are disengaged in work. So I think with that we can trust that most people are at least a little bit fed up, and will be up for trying something new if you suggest it and the worst they can do is is say: "No...more