of employees received the silent treatment from their Managers last year
of professionals don’t trust their Managers
reported that their Manager failed to give credit when due
Without strong connections between team members, managers and leaders, trust is cosmetic and collaboration is feeble. Teams with a high IQ are often the worst at developing strong relationships that anchor humans in deep trust and therefore energised and powerful collaboration. The Trust Triangle inspires teams to:
Many employees from the boardroom to the backroom want the façade of a relationship without the work of a relationship. This is shown in many ways from unclear expectations, little evidence of workflow and therefore a culture where results are poor. By not investing time in building trust, organisations have teams who are lacking focus, inconsistent and who’s mindset and motivation is weak. We can change that by:
• Our transformational management training course
• Coaching for future leaders, leaders and those tricky team members
• Learning and development initiatives for all departments
Managers are the conduits between the leaders of an organisation and the wider workforce. We have focused on managers for this very reason as they are the delegators, deliverers, operators, administrators, educators, mentors and evaluators (among other duties). Whether you engage with The Trust Triangle for a management training course, 121 coaching or embedding it into your organisation, there is absolutely no reason to use this methodology in stealth mode, so please share it far and wide in your workplace.
What galvanised Matthew Davies to develop The Trust Triangle was the lack of tools to actually solve this devastating problem. There wasn’t a clear or, more importantly, practical road map for building trust that centred on one of the most important relationships at work: you and your manager. By implementing The Trust Triangle, you can now offer teams an environment where you (the manager) and your team can genuinely flourish at work, unburdened by the baggage of a people manager without people management skills.
Managers account for at least 70% of the variance in employee engagement scores.
Companies with low engagement scores earn an operating income 32.7% lower than companies with more engaged employees.