| The 80% Tax (Nonexistent Trust) |
| In the organization . . . |
In personal relationships . . . |
- Dysfunctional environment and toxic culture (open warfare, sabotage, grievances, lawsuits,
criminal behavior)
- Militant stakeholders
- Intense micromanagement
- Redundant hierarchy
- Punishing systems and structures
|
- Dysfunctional relationships
- Hot, angry confrontations or cold, bitter withdrawal
- Defensive posturing and legal posturing ("I'll see you
in court")
- Labeling of others as enemies or allies
- Verbal, emotional, and/or physical abuse
|
| The 60% Tax (Very Low Trust) |
| In the organization . . . |
In personal relationships . . . |
- Unhealthy work environment
- Unhappy employees and stakeholders
- Intense political atmosphere with clear camps and
parties
- Excessive time wasted defending positions and
decisions
- Painful micromanagement and bureaucracy
|
- Hostile behaviors (yelling, blaming, accusing, name-calling) followed by periods of brief contrition
- Guarded communication
- Constant worrying and suspicion
- Mistakes remembered and used as weapons
- Real issues not surfaced or dealt with effectively
|
| The 40% Tax (Low Trust) |
| In the organization . . . |
In personal relationships . . . |
- Common "CYA" behavior
- Hidden agendas
- Many dissatisfied employees and stakeholders
- Political camps with allies and enemies
- Bureaucracy and redundancy in systems and
structures
|
- Energy draining and joyless interactions
- Evidence gathering of other party's weaknesses and mistakes
- Doubt about others' reliability or commitment
- Hidden agendas
- Guarded (often grudging) dispersion of information
|
| The 20% Tax (Trust Issues) |
| In the organization . . . |
In personal relationships . . . |
- A Summary of Trust Taxes and Dividends
- Some bureaucratic rules and prejudices
- Unnecessary hierarchy
- Slow approvals
- Misaligned systems and structures
- Some dissatisfied employees and stakeholders
|
- Regular misunderstandings
- Concerns about intent and motive
- Interactions characterized by tension
- Communications colored by fear, uncertainty, doubt and worry
- Energy spent in maintaining (instead of growing) relationships
|
| No Tax/No Dividend (Trust Is Not an Issue) |
| In the organization . . . |
In personal relationships . . . |
- Healthy workplace
- Good communication
- Aligned systems
- Few office politics
|
- Polite, cordial, healthy communications
- A focus on working together smoothly and efficiently
- Mutual tolerance and acceptance
- No worries
|
| The 20% Dividend (Trust Is a Visible Asset) |
| In the organization . . . |
In personal relationships . . . |
- The focus in on work
- Effective collaboration and execution
- Positive partnering relationships with employees
and stakeholders
- Helpful systems and structures
- Strong creativity and innovation
|
- Cooperative, close, vibrant relationships
- A focus on looking for and leveraging one another's strengths
- Uplifting and positive communication
- Mistakes seen as learning opportunities and quickly forgiven
- Positive energy and positive people
|
Source: The Speed of
Trust: The One Thing That Changes Everything,
Stephen M.R. Covey, Free Press, New York, 2006
|
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