Page 212 - Build a Culture of Employee Engagement with the Principles

183
Trust

INTERPRETING YOUR SCORES

0-5: Your interpersonal style fosters a sense of distrust and disre-
spect that leads others to disengage from you. Your employ-
ees and co-workers do not feel trusted and likely don’t trust
you. If you are unable to increase the level of trust with your
subordinates, your effectiveness as a supervisor will remain
extremely limited and detrimental to the human capital of
your organization.
6-10: You are somewhat effective in your ability to foster trust
among your employees. At the same time, your employees
do not feel fully trusted and do not fully trust you. Show-
ing more trust to employees will be recognized as highly
respectful and lead your employees to demonstrate signifi-
cantly more discretionary effort as their level of engagement
increases.
11-15: Congratulations, your trust of others and their trust in
you indicate high levels of mutual respect. Employees will
display high levels of discretionary effort because you have
created a culture that shows that you believe in their abilities
and judgment. Continue to identify and provide employees
with even greater levels of responsibility and autonomy.

A reminder about interpretation of your scores, which applies
especially to the driver of trust: As humans, we tend to over-
estimate good or desirable qualities and personality character-
istics; this phenomenon is known as the illusory superiority
or better-than-average effect. In other words, when it comes to
self-evaluating traits such as intelligence, attractiveness, sense
of humor, and trustworthiness, we score ourselves higher than
we deserve. Therefore, as with the previous driver, consider-
ation, I would encourage you to have your team members and