Unpacking Essential Function 3: Building a Culture of Trust

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UNPACKING ESSENTIAL FUNCTION 3: BUILDING A CULTURE OF TRUST

In his book The Speed of Trust, (Covey & Merrill, 2006). Steven Covey identifies three reasons trust is vital in an organization.

Trust is a MULTIPLIER
- High trust creates conditions that expand to other areas and functions.
Trust is an ACCELERATOR
- High trust makes it easier to make changes and make them happen more quickly.
Trust is an ENERGIZER
- High trust energizes everything and everyone. It engages the culture like nothing else.

School leaders create the conditions for trust through their actions. Doug Stilwell describes trust as the underlying condition necessary to support effective interactions. Over time, the interactions of a district or school create a climate of trust or mistrust, which becomes a foundational systemic structure that influences people’s behavior (Stilwell, 2018). As you read the article, “Trust as a Systemic Structure in our Organizations,” consider how trust becomes and can be viewed as a foundational systemic structure.

Reflective Questions

How can you as a leader leverage trust?

What are some strategies you might use to build trust?

Do your district’s/building’s policies, practices, or norms have any unintended consequences that damage trust?

Steps to Building Trust

To build organizational trust, teachers need to understand the connection between their work and the other things happening in the district/building. Below are strategies from Scott Beilke (Beilke, 2014) that leaders can use to instill a culture of trust.

Operate with a Code of Honor

Consistency in the basics (i.e. showing respect, telling the truth, keeping your word) are foundational to building trust over time

Help Teachers See the Larger System and Understand Where They Fit

People often focus on their part of an organizational system. It is important to help teachers understand the connection between their work, district initiatives, and how their contributions make a difference.

Extend Trust

For trust to be fully realized, it must be extended back to others. If leaders want teachers to trust them, leaders must also be willing to trust in the expertise and experience of their teachers.

Improve the Flow and Frequency of Communication

Staff often feel they are out of the loop and not involved in decisions that impact them. Communication is key to ensuring staff know what is happening and why. It is also important to provide opportunities for two-way communication regarding important decisions.

Build Authentic Relationships

To build authentic relationships, leaders must be available, share their own successes and failures, and encourage staff to do the same. This creates a safe working environment in which staff feel valued and less fearful of taking a risk or making a mistake.