presenter: ruth belanger. apmp bid & proposal con 2015 | page 2 burn me twice: building trust in...

Presenter:Ruth Belanger

APMP BID & PROPOSAL CON 2015 | PAGE 2

Burn Me Twice:BUILDING TRUST IN THE PROPOSAL BAY —

THE SECOND TIME


Objectives

Examine why trust is essential Discuss temporary work groups How roles, norms, and expectations impact trust Steps to regaining trust (again…) Using the Smart Trust Matrix


Why Is Trust Important?

The Economics of Trust – Cost of Doing Business*– Failing to trust appropriately has costs

• Trust Tax on the Results of your effort – costing more

– Expanding your level of trust can bring great dividends • Trust Dividends on the Results – providing more

Strategy x Execution = Results Tax or Dividend = Net Result

10 x 10 = 100 Less 40% Tax = 60%

10 x 10 = 100 Less 10% tax = 90%

10 x 10 = 100 Plus 20% dividend = 120%

* Covey, S.M.R. 2006. The Speed of Trust. CoveyLink, LLC. New York, NY. pg 20


Temporary Work Groups

“In many respects, such groups constitute an interesting organizational analog of a “one-night” stand. They have a finite life span, form around a shared and relatively clear goal or purpose, and their success depends on a tight and coordinated coupling of activity.”*

*Swift Trust and Temporary Groups. Meyerson, Wieck, and Kramer

Meyerson, Wieck, and Kramer. 1996. Swift Trust and Temporary Groups. Page 167.


Characteristics of Temporary Groups*

1. Participants with diverse skills are assembled…to enact expertise they already possess

2. Participants often are part of limited labor pools and overlapping networks

3. Tasks are often complex and involve interdependent work

4. Tasks have a deadline

5. Assigned tasks have consequences

6. Continuous interrelating is required to produce an outcome.* Meyerson, Wieck, and Kramer. 1996. Swift Trust and Temporary Groups. Page 169.


Your Past Experiences with Trust

Have you had an experience on a proposalwhere you have gotten “burned?” – (5 min, best story wins)

Has failing to trust someone cost you organizationally or personally? (5 min, best story wins)

Our environment (temp work groups) plus roles,norms, and expectations inform our experience.


Roles and Norms

All the world's a stage, And all the men and women merely players; They have their exits and their entrances, And one man in his time plays many parts, His acts being seven ages. At first, the infant, Mewling and puking in the nurse's arms…

As You Like ItAct II, Scene VII, Wm. Shakespeare


Roles, Norms, Expectations

Roles are the social parts we play in certain circumstances– Work, home, civic activities, consumers – Often defined by others

Norms are rules that govern and the activities that are generally expected of the roles we play

Expectations are the personal and societal agreements we have about the roles – help us to navigate in new situations


I Am the Center of My Universe

Ruth

Proposal Manager

Compelling solution Compliant proposal Professional format Affordable process Listen and decide Be there

– Console, inspire, delegate, assign, rescue, inspect

Wife/Mother

Share in chores Share in finances Affordable process Listen and collaborate Be there

– Ballgames, recitals, date night

– Console, inspire…

Professional/Community

Do work Learn and grow Listen and follow Be there

– Clean the beach, lead, support, meetings,

– Console, inspire…

Worker/Teammate

Do work Suggest alternatives Lead my section Listen and advise Be there

– Cheerful, prompt– Console, inspire…

Athlete

Reader

Consumer

Financier Daughter

Writer

Singer

Gardener

Quilter

Sous chef


Advantages of Roles

When we all agree on the roles and attendant norms, then we have fewer decisions to make in new situations

Research seems to indicate that role-based systems more rapidly develop trust than person-based systems*

Inconsistent role behavior and blurring of roles will lead to slower building of trust*

One of my organization’s best practices is to define roles

* Meyerson, Wieck, and Kramer. 1996. Swift Trust and Temporary Groups. Page 182


Role Conflict

Inter-role conflict – between the roles we play– How can this lead to distrust? – How can we mitigate it?

Intra-role conflict – between the norms of a role– How can we communicate it to our team?– How do we balance the need for stability and the need for

concrete knowledge?


Hierarchical Trust*

Vulnerabilities, uncertainties, and risk– Those “below” focus on relational skills of those above – Those “above” tend to focus on the task

* Kramer, R.M. Divergent Realities and ConvergentDisappointments in the Hierarchic Relations.


Steps in Regaining Trust*

1. Choose to Believe in Trust

2. Start with Self

3. Declare Your Intent…and Assume PositiveIntent in Others

4. Do What You Say You’re Going to Do

5. Lead out in Extending Trust

6. Define roles and expectations

You Others* Covey, S.M.R. 2006. The Speed of Trust. CoveyLink, LLC. New York, NY.


Past Performance “Trust” Discussion

Acknowledge past issues and your part in the problem* Be up front about wanting to solve the problem* A lessons learned activity can flush out the problems

– Focus on task and process issues rather than people focused

– Don’t let it become a blame-game Bring in experts in your organization to facilitate

* Covey, S.M.R. 2006. The Speed of Trust. CoveyLink, LLC. New York, NY.


ANALYSISLOW HIGH

PR

OP

EN

SIT

Y T

O T

RU

ST

LO

WH

IGH

* Covey, S.M.R. 2006. The Speed of Trust. CoveyLink, LLC. New York, NY. Pg. 290

Smart Trust* – A Matrix

Blind TrustGullibility

No TrustIndecision

Smart TrustJudgment

DistrustSuspicion


Conclusions

• Trust is an essential part of our work and personal lives

• Trust is a dimension of temporary work groups• Our expectations of roles and norms impact trust• We can take steps to regaining trust (again…)• Using the Smart Trust Matrix to move a situation into

the Smart Trust zone


Questions


Bibliography

Covey, S.M.R. 2012. Smart Trust: Creating Prosperity, Energy, and Joy in a Low-Trust World. Soundview Executive Book Summaries.

Covey, S.M.R and Merrill, R.R. 2006. The Speed of Trust: The One Thing that Changes Everything. CoveyLink, LLC. New York, New York.

Trust in Organizations: Frontiers of Theory and Research. 1996. Kramer, R.M and Tyler, T.R, editors. Thousand Oaks, California. Swift Trust in Temporary Groups. Meyerson, D., Weick, K.E., and Kramer,

R.M. Pages 166-195. Divergent Realities and Convergent Disappointments in the Hierarchic

Relation: Trust and the Intuitive Auditor at Work. Pages 216-245.


Ruth BelangerProposal Manager

NGAS, Capture Operations

(310) 813-5316

[email protected]

Contact Us

APMPPO Box 77272

Washington, DC

20013-7272

Phone: +1 (202) 450-2549

www.apmp.org

presenter: ruth belanger. apmp bid & proposal con 2015 | page 2 burn me twice: building trust in...

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