Is it the next big thing?

Posts tagged ‘trust’

Jobshare Top Tip #4: Act With Integrity

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In last month’s post, I covered the importance of a Jobsharer “deciding to trust” in order for a partnership to thrive. What’s interesting and scary at the same time about this decision, is the condition of having to offer the trust first in order to test the partnership, because taking this leap with someone you don’t necessarily know, is a tricky decision for most of us. This month I’m going to delve further into what makes us able to take this leap of faith and importantly, how we can learn to build trust.

Start With Self-Trust
If you remember my first post on successful Jobsharing, I stressed the importance of taking time to “Know Yourself”, because to create an effective partnership you need to first understand who’s coming into it. The same principle applies to trust. To trust anyone else, first you have to ask yourself honestly “do I trust myself? Am I someone others can trust?” What I’m saying here is the process of building trust with a Jobshare partner, starts even before your very first encounter, it’s with yourself. But it’s not just about words, we can all say “yes I trust myself” but is your behaviour reflective? As Covey quotes:

 “Trust is achieved through action”…. (not words)

Self-trust starts with the small things and to give an example, this year after reading Covey’s book I decided to take a leaf out of it and here’s what I did. Until a few weeks ago, I would always set my alarm before going to bed knowing full well I was going to snooze it in the morning several times before I would actually get out of bed. What’s the point in that? Essentially, I was starting every day by breaking a promise to myself – a behaviour congruent with self-trust would be to set the alarm for 15 minutes later, allow myself the snooze and commit to getting up on the first alarm. So, that’s what I did. I decided to take the small but also significant step of promising myself every night that I would get up when the alarm goes off.

Actions Speak Louder Than Words
The fact is, we all judge others by our own standards, because what other benchmark do we have? But if we can’t make and keep commitments to ourselves, it will subconsciously affect our ability to trust others. So if you’re concerned about how you could trust someone else, start with yourself, make and keep a promise to yourself from today, and stick with it. The small things DO count.

Taking this to the next level of “Relationship Trust” involves the same rules. Exploring a potential Jobsharer’s competence may involve a lot of words about experience and motivations. This is all great, but as Covey says

 “what you do has far greater impact than anything you say” (Covey p128)

To act with integrity is vital; talk straight, demonstrate respect, know that little things have a disproportionate impact when building trust. Don’t make a promise you can’t keep and communicate, communicate, communicate; if you say you’ll get back to someone that day, keep to your promise even if it’s to say you can’t meet the deadline. Things you may feel are unimportant are likely to be exactly the opposite when it comes to building trust.  A great read to explore this subject further is Stephen Covey’s book “Speed of Trust”.

 If you’d like to find out more about Jobsharing, how to create a successful partnership or how it could benefit you or your organisation, you can register at http://www.ginibee.com/contact-us or contact me at info@ginibee.com

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Jobsharing Top Tip #3: Trust Your Partner

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In my blog post earlier this year I wrote about the importance of Trust in achieving speed in business which feeds into productivity, effectiveness and cost. This is the third trait when it comes to successful Jobsharing, not only in terms of creating a functional partnership but also in realising the advantages of Jobsharing both on a personal and an organisational level.

A common concern is “how can I trust that someone else will do as good a job as I will?”, “how can I trust someone I don’t really know?”. Having Jobshared successfully and unsuccessfully I have experience of this and how it can break down, so I reflected on my own experience and also the experiences of senior level Jobsharers I have come across in my research. To help portray the mindset and successful habits that support this characteristic, I’m going to share with you three crucial quotes I have come across in my research.

It’s a Conscious Decision

“You have to just decide to trust the person because if you don’t it’s just not going to work. It’s a bit like jumping into a swimming pool and you hope it’s full of water, if it’s not going to work you need to know fast” (Polly Payne & Ruth Hannant, Directors of Strategy at Department for Business Innovation & Skills)

This is the underlying mindset of a successful Jobshare partner, also demonstrating the simplicity of the change that needs to happen for Jobsharing to become mainstream; away from suspicion and doubt and towards trust. It’s a conscious decision to trust from the outset made by the Jobsharer and one that won’t be without risk, but will be an informed decision based on whether the benefits outweigh the perceived risk.

Give yourself permission to trust another at work so you can have the work life balance that you need. Only then, will you be able to truly benefit from the Jobshare; your days off really will be days off, you will develop a shared approach and communicate more effectively, you will learn from each other, you will deal will difference constructively.

Demonstrate Trust

Another important quote came from senior level Jobsharer Deborah Bronnert:

“Always be available to your Jobshare partner on your non-working days, never be available to anyone else” (Deborah Bronnert, COO at the Foreign and Commonwealth Office and previous Jobsharer)

This is a crucial habit to get into right from the start and certainly one which I believe contributed to the breakdown of my previous work partnership. Ensure a full and complete handover and then trust your partner to deal effectively with any and all outstanding or related actions or conversations. If you take over responsibility on your non-working days, this can be extremely damaging not only for demonstrating and acting with trust towards your partner, but also in terms of setting the precedent for taking the time that this work practice creates for you to focus on other things.

 “Any big decision on one of the other’s days that we haven’t talked about before we will always ring each other. We wouldn’t make a decision that changed the direction of something without consulting the other person” (Polly Payne & Ruth Hannant, Directors of Strategy at Department for Business Innovation & Skills)

This demonstrates the crucial trust and respect needed for a Jobshare arrangement to work, being available for a short consultation phonecall from your Jobshare partner, at your convenience on your non-working day, is very different from opening up a direct line of contact to another work colleague. When working a high profile, senior level role and spending spend quality time on things outside of work is no longer mutually exclusive, being available occasionally to your jobshare partner is not a chore but simply an enabler to this lifestyle.

 

How Can You Help?

If you are interested in learning more about how Jobsharing could help you or your organisation please contact sara.horsfall@ginibee.com or register at www.ginibee.com . If you’d like to help improve our understanding and awareness of perceptions about Jobsharing please take some time to complete this short survey at bit.ly/ginibee_survey

In my next blog I’ll be talking about Acting with Integrity, the next successful habit of a Jobsharer.

 

It’s All About Trust

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Trust is at a two year low across UK organisations according to the CIPD Employee Outlook survey for Spring 2014.  What does this mean?

According to Stephen Covey, it means reduced speed and increased cost of business, which makes perfect sense to me.  Let’s see, in high trust organisations, employees are empowered to make decisions and so business moves forward quickly and efficiently.  In low trust organisations, endless sign off procedures to authorise even the most minor business decision mean something like due diligence for example, can take several months and cost businesses millions.  Is it just me or does it seem rather ironic that one of the main contributors to reducing trust (and therefore increasing cost) can be a redundancy programme?!  Perhaps we should take a leaf out of the Germans book and consider work sharing or even better, Jobsharing as a more effective way of increasing productivity and building trust whilst streamlining costs?.

Developing trust from an early stage is a key trait to master and live as part of a Jobshare lifestyle and indeed as an effective leader. The benefit of this is much wider of course, as once you become aware of how trust links to behaviour and intentions, you will be able to make better sense of other types of relationships personally and professionally. Last weekend whilst on a course, someone suggested to me that being amongst the last people to leave was a sign of commitment, this is a huge and typical assumption that “face time” equals commitment.  What wasn’t known was the motivations of others, what they wanted to get out of each day, what other priorities they had in their life, what they were leaving to do and so huge assumptions had been made based on an individuals interpretation of behaviour.  Perhaps this type of assumption is the kind of lack of understanding that has led to organisational issues like Presenteeism.

My interest in this is linked to my research into how partnerships can be effectively matched as part of a Jobshare arrangement, I’ve looked into different types of psychometric tests all of which review our behaviour in different circumstances.  However, since our behaviour is simply our execution of intentions, or motivations, perhaps when building trust across partnerships, we should begin by raising awareness and articulating our motivations.  By sharing our motivations, we can more effectively interpret the behaviours of others and make judgements based on our understanding of their motivations rather than our perception of their behaviour; a good habit to get into in any relationship.

So where can you start? Self awareness is key, ask yourself do you know what your work motivations and intentions are? Do you articulate them to others? The key to building trust is to behave with integrity, be consistent with your motivations, keep your promises to yourself and to others.  Even something as simple as when you receive an e-mail or a phone message do you respond straight away or within a specific time frame? Do you set expectations and meet them?.  Fostering trust is all about the detail, If you can’t keep a promise, then don’t make it, because it’s the day to day behaviours that we may consider irrelevant, that lead to success or failure where building trust in relationships is concerned.

In my next post I will be talking about the top tips for successful Jobsharing.  If you are interested in Job sharing as a way of continuing part-time with your career so you can have more time with your family, or with your studies or other interests, you can join the Jobshare Network at Ginibee today for free at www.ginibee.com

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