Building Trust on Multi-Cultural Teams

Building Trust on Multi‐Cultural Teams

Brought to you by ITAP International, Inc.

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© 2013 ITAP International, Inc. All Rights Reserved.

Presentation ContentsPresentation Contents

The Importance of Trust in Multi‐Cultural Teams

Learn How Your Team Members Trust

Demonstrating Trustworthiness

Measuring and Building Trust

Special Offer – Measuring Team Functioning/Improving Team Performance: Team Assessment (GTPQ)


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Team Performance: Team Assessment (GTPQ)

Importance of TrustImportance of Trust

• “Organizations with high trust• Organizations with high trust outperform organizations with low trust by nearly three times.”

(SOURCE: Watson Wyatt 2002)

• While the research was focused on organizations, it was the teams within those g ,organizations that allowed the organizations to outperform their competitors.


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Multi‐Cultural TeamsMulti Cultural Teams

• This presentation will explore the logical andThis presentation will explore the logical and emotional aspects of trust.

• It will:• It will:– Identify their barriers to trust.

L i f h b ild– Learn strategies for how to build trust.

• A good follow‐on presentation is ITAP’s Building Relationships on Multi‐Cultural Teams.


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Defining TrustDefining Trust

• Reliance on the integrity strength abilityReliance on the integrity, strength, ability, surety, etc., of a person or thing; confidence.

• Confident expectation of something; hope• Confident expectation of something; hope.

• The obligation or responsibility imposed on a i h fid h i iperson in whom confidence or authority is

placed: a position of trust. SOURCE h //di i f /b /SOURCE: http://dictionary.reference.com/browse/trust


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Culture NotesCulture Notes

Trust is knowing that you can depend on someone. Distrust can b h h f d b d ll d fbe the outgrowth of doubt, disillusionment, and fear.

INDIVIDUALISM:• For many with a Group Orientation there is a

clear delineation between members of the in‐group and people who are out‐group. Trust may come more easily with members of their in‐group.

TIME ORIENTATION:• For many with a Short‐Term Orientation, doing work quickly is a value,

sometimes more valued than being 100% correct. • A focus on speed and efficiency for those with Long Term Orientation may


• A focus on speed and efficiency for those with Long‐Term Orientation may seem like a lack of concern for quality which may erode trust.

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Learn How Your TeamMembers TrustLearn How Your Team Members Trust

h k d h h

Cultural Orientations: These strategies work for those with

In a team meeting…• Let them know in advance that the

session will focus on trust

• Give them time to prepare their answers so they will be ready to give an

strategies work for those with… Need For Certainty

explanation

• Ask them not to give examples until everyone has had a turn responding to the questions posedq p

• Ask each of your team members to explain their approach to trust by responding to the question ‐Which are you?you?

– Are you someone who implicitly trusts others and they have to do something to betray or lose your trust?

– Or are you someone who is more skeptical


y pat first and others have to win your trust?

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Learn How Your TeamMembers TrustLearn How Your Team Members Trust

f h d hi /h lf i

Cultural Orientations: These strategies work for those with

Step 2• After everyone has expressed him/herself in

terms of “how they trust” ask the following question:

– For those who trust implicitly, “What specific behaviors break trust for you?”

strategies work for those with… Need For Certainty

– For those who want others to earn their trust, “What are the barriers to building trusting relationships on teams?”

• Use the answers to these questions to create protocols for how to work together Forprotocols for how to work together. For example, if one of the barriers to trust is listed as “when someone does not meet their commitments in a timely manner. Then start a conversation about what is a reasonable turnaround time for:

– Response to email

– Response to voice mail

– Commitments accomplishe things by x time

– What to do if commitments cannot be met


What to do if commitments cannot be met

– How (and when) to notify others about missing deadlines

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Demonstrating TrustworthinessDemonstrating TrustworthinessStrategies… Cultural Orientations: These

strategies work for those withTeam leaders and team members can show trust and

build relationships in the following ways:

• Be loyal

strategies work for those with…

Hierarchical Orientation and – leaders can show loyalty by acting as a

buffer between what happens outside the team and team members

– leaders and members can show loyalty by h i i th k f th t d f

Group Orientation

championing the work of the team and of other team members

• Build their self‐esteem

– Say thank you

M ti k d ll ( ti i k

Individual Orientation

Quality of Life Orientation– Mention work done well (on time, quick

thinking, under budget, when savings or efficiencies are introduced, quality, going above and beyond, working long hours, etc.)

Achievement Orientation/Short Term Orientation


• When warranted, show that you are confident in others and their work

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Demonstrating TrustworthinessDemonstrating TrustworthinessMore Strategies… Cultural Orientations: These

strategies work for those with…• Focus on helping others learn from mistakes

rather than reacting negatively. Use an Inquiry/Advocacy model

• Show respect for others, even when they di ith ( di ith th )

Quality of Life Orientationdisagree with you (or you disagree with them)

• Do not ask your team members to do anything you will not do

• Set a good example (follow the rules). Conduct yourself in a manner that demonstrates how

Need for Certaintyyourself in a manner that demonstrates how you want team members to treat each other

• Do things for your team members that you are not asked to do

• Speak up for the team and the team members,Speak up for the team and the team members, especially to others outside the team

• Catch the team members doing something right and recognize them for it

• Keep a watchful eye for behaviors that break


trust

• Build team agreement about how to behave with each other (focus especially on communication issues)

Participative Orientation10

Measuring TrustMeasuring Trust

• If you already suspect that there is a lack of trust you a eady suspect t at t e e s a ac o t ustamong and between team members, you may want to measure the level of trust.

• Conduct an objective assessment of how your team members view/perceive how the team i t ti ki id tif th tinteractions are working; identify areas that needs work; then measure change over time (see information about ITAP’s Global Team Processinformation about ITAP s Global Team Process Questionnaire™, or GTPQ, at the end of this presentation).


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Measuring Team FunctioningMeasuring Team Functioning

ITAP measures human process easu es u a p ocessinteractions on teams which include:

• Executive overviews• Both quantitative answers and qualitative insights

• Automated diagnosis• …can be customized with questions that address your team goals


team goals…

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To Improve IndividualTo Improve Individual and Team Performance

Want to know more about your team? Start 2014 with information about how well the team is performing, what p g,needs attention… (and measure change over time…)

PROMOTION: Buy 1 get 1 FREE!f ’ l b lBuy 1 iteration of ITAP’s Global Team Process Questionnaire™

(GTPQ*) at $495 and get one FREE (to measure change). This offer includes 1 hour virtual debrief with each iteration.

Email me ([email protected]) and enter PROMOTION CODE BT14GTPQ in the subject line


*GTPQ (Premium version) retails for $1,000/team plus debrief or delivery of interventions for the team @ $350/hour

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2013 ITAP Presentations2013 ITAP Presentations

1 Impact of Culture in Multi‐Cultural Teams1. Impact of Culture in Multi Cultural Teams

2. Establishing Leadership Credibility on Multi‐Cultural TeamsCultural Teams

3. Building Trust on Multi‐Cultural Teams

4. Establishing Relationships on Multi‐Cultural Teams


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Questions? Please email or call me…

Catherine Mercer Bing

Questions? Please email or call me…

CEO, ITAP International, [email protected]

ITAP International IncITAP International, Inc.353 Nassau Street, 1st FloorPrinceton, NJ 08540 USA(W) 1.215.860.5640

//http://www.itapintl.com

…thank you…Remember put PROMOTION CODE BT14GTPQ

in the subject line of your email.


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Building Trust on Multi-Cultural Teams