Trust is fragile. Experience demonstrates that a bond of trust, once broken generally makes re-establishing a relationship tougher. The challenge is to identify those behaviors and attitudes to avoid that can fracture the bond of trust.
Often one of the most serious ongoing challenges to building trust and ensuring positive relationships with customers, allies, colleagues, government, and employees is what it takes to establish trust in the first place.
Failure to build trust in an organization is a function of leadership communication failure about the principles, ideals and purposes of having a trustable company, trustable products and trustable people.
There is a strategy for sustaining trust which is sensible, constructive, purposeful and effective, but requires the systematic participation and example through communication behavior by leadership.
There is a definite pattern of recovery behaviors that helps leadership reestablish trust following a trust-busting, reputation-redefining circumstance. The message is, when these situations occur, get the following recovery strategies working immediately, and things will get better fairly quickly.
The leadership of every organization must implicitly or explicitly recognize the ethical expectations of leaders by everyone else inside and outside of the organization.
While you may require some time to understand what is going on you can immediately implement a strategic five step first response. This strategy is often referred to as The Golden Hour Strategy.
Managing emergencies, crises, and disasters successfully means recognizing patterns of success and avoiding patterns of failure, and defeat. Understanding these patterns enables us to coach and prepare management’s actions, emotions, and expectations before and during emergency situations.
A business organization is very similar to a political body, so we begin with a political strategy—to win in any environment, those seeking to advance, lead, or achieve must have a base of winning-minded collaborators and followers to get the job done and establish the momentum to tackle the next challenge.
The foundation of your success is your preparation for these face-to-face meetings. Your preparation is going to include developing key documents that you can share with others that directly comment, correct or clarify (CC&C) what others are saying, or advocating about you.