I agree, Jeff.  I think there are multiple facets of credibility.  I tend to think of credibility as solely related to technical knowledge, but I think it can also be ability to delegate, communicate, prioritize, see the bigger picture, etc. All of that intertwines with reliability.

Jordan Massey, CPA, CIA  |  Director  |  Internal Audit  |  ORIX USA Corporation  |  1717 Main Street, Suite 900  |  Dallas, TX 75201  |  t  |  469-385-1378     c  |  214-205-1926     e  |  jordan.massey@orix.com  |  www.orix.com  |  www.orixfoundation.org

-----Original Message-----
From: ironlady@stagen.simplelists.com [mailto:ironlady@stagen.simplelists.com] On Behalf Of Browning, Jeff
Sent: Thursday, December 21, 2017 4:37 PM
To: ironlady@stagen.simplelists.com
Subject: RE: Trust Call Follow up

If leaders aren't following through on commitments, I could see this as an issue with credibility as well as reliability, which seems more obvious.  They could be in over their heads and can't do the work and then take a knower attitude and try to give the appearance of competency or get defensive with feedback.   This then lends itself to high levels of self-orientation (wanting to protect my reputation and justify a leadership role).  Also, this manifests itself in the leader not wanting to address the issues.  It might expose them as incompetent.

Jeff Browning  |  Managing Director  |  ORIX Mezzanine & Private Equity ORIX USA Corporation  |  1717 Main Street, Suite 1100  |  Dallas, TX 75201  t  |  214-237-2373     c  |  972-900-2145     e  |  jeff.browning@orix.com  www.orix.com  |  www.orixmpe.com

ORIX Mezzanine & Private Equity expands alternatives for lower-mid to middle-market companies throughout North America by offering standalone equity investments, flexible mezzanine debt or a combination of the two strategies.  Investments are made from $10-30 million in a wide variety of businesses and geographic areas for buyouts, growth financings, recapitalizations, and special situations.

Attorney Client Privileged and/or Confidential Information

-----Original Message-----
From: ironlady@stagen.simplelists.com [mailto:ironlady@stagen.simplelists.com] On Behalf Of Fang, David
Sent: Thursday, December 21, 2017 3:07 PM
To: ironlady@stagen.simplelists.com
Subject: RE: Trust Call Follow up

I think Scott's assessment is spot-on from a trust perspective.  I think the issues, though, extend beyond trust - they reflect the other dysfunctions of the team - namely avoidance of accountability, lack of commitment, and fear of conflict.  There are some fundamental issues here besides just trust that seem to plague this group.  To ameliorate this, the team could start with one of the teamwork assessments we filled out in our workshop, seek critical feedback from the team members, identify key changes they can each make individually and then commit to doing them going forward.
________________________________
From: ironlady@stagen.simplelists.com [ironlady@stagen.simplelists.com] on behalf of Griffin, Scott [sgriffin@redcapitalgroup.com]
Sent: Thursday, December 21, 2017 2:19 PM
To: ironlady@stagen.simplelists.com
Subject: RE: Trust Call Follow up

Under the Trust Equation framework, in this scenario I would say each factor is compromised to some degree:

1.      Credibility - Leaders are not holding their team members accountable.

2.      Reliability - Individuals are not following through on their commitments.

3.      Intimacy - No one is addressing the problems for fear of conflict.

4.      Self-Orientation - Both leaders and team members are behaving in ways that are detrimental to the team, presumably for some reason that benefits them personally (e.g., fear of conflict, working on other projects)

-Scott

From: ironlady@stagen.simplelists.com [mailto:ironlady@stagen.simplelists.com] On Behalf Of LeeAnn Mallory
Sent: Thursday, December 21, 2017 12:08 PM
To: IronLady@stagen.simplelists.com
Subject: Trust Call Follow up

Hey folks-

Thanks for taking on the topic of Trust this morning:  challenging the math ('why put numbers to this?') and if all the elements are necessary ('wouldn't high Self-Orientation cancel out Intimacy?').  We also heard a theme in terms of some roles/positions set up with competing goals: Deals, Legal, Risk, Investment Committee, etc.  Conflict and low trust occurs when we push to fulfill the goals of our position (self-orientation) without a conversation that brings that to the surface. How can we all 'win'?  Let's assume we're all high achievers and just want to do a great job.

The win-win-win ideals of a multi-stakeholder approach described in Conscious Capitalism might come in handy here.  It takes a significant degree of complex, open-hearted and open-minded thinking to consider how goals are competing and how they, and the system, can be optimized. Sometimes one function needs to give, or sub-optimize in the service of the success of the larger system.  Communication is key.

It's also frustrating when we try our best to exemplify all elements of Trust and still the other party 'won't play'.  My suggestions:  Try initiating a conversation about shared goals and the obstacles you're encountering in getting work done; you might even try using the Telling Ourselves Stories model to address the situation.

Now I'd love your thoughts on a dynamic I see occurring quite often on teams.  What elements of trust are involved and how do you think it should be resolved?

A team has individuals (often other senior leaders) that don't follow through on commitments and otherwise misbehave, undermining the performance of the team.  The leader does not address the issues, which causes a lack of trust and lack of stability on the team.  It's obvious to some what is occurring, yet no one is talking openly about it.

I'd love to hear your thoughts about how perhaps all elements of trust are being compromised here.

Thanks again for the call and I hope you all have safe and fabulous holidays!

LeeAnn

LeeAnn Mallory | Executive Coach
leeann.mallory@stagen.com<mailto:leeann.mallory@stagen.com> |  214.287.0565

Stagen | 3535 Travis  Street | Suite 100 | Dallas, TX 75204
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