Written in a clear and practical way, this book considers how to build trust at work and release social capital for improving performance. It explains why loyalty is not enough, and relates trust to learning and the intrinsic motivation that releases the tacit knowledge of people on the front line.
For an organization to become successful and stay successful, there needs to be greater levels of trust. In this new era of business, a leader is no longer an isolated hero commanding from on high. Future client loyalty may have to be based on building more collaborative capital rather than relying on individual personalities.
Leaders of today are shown how to earn authority without controlling and how to develop trust through openness and excellent communication. The benefits of these lessons are considerable.
Introduction: The Value of Trust
Trust at Work and the Cost of Low Trust
Trust as an Equity
Releasing Energy: An Investment in Social Capital
Releasing Value: An Investment in Learning and Alignment
Enlarging the Scope for Change: ICL/D2D–– Creating a High–trust Firm
Sacrificing Trust: Too Much Change Too Fast at The Service Company
Poor Communication and Uncertain Boundaries Impact on Trust at Autopart
Poor Communication and Low Trust at The Engineering Company
A Culture That Would Not Change at Aerco
The Defence Company: Structured Change in Production but Less Commitment
Collaborative Capital and Client Loyalty in Investment Banks
The Trusted Leader and Releasing the Energy to Win