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BUSINESS OF
MEDICINE
Trust me. It’s critical to sustainable success.
In recent years, “hope” seems to be the buzz word, but “skepti-
cism” is the reality. With almost daily announcements of new com-
pliance requirements and the healthcare industry squeezed to do
more with less or face severe financial consequences, employees and
employers alike are hunkering down and preparing for the worst.
The byproduct is low trust, secrecy and less communication. Not
surprisingly, this creates low morale resulting in less productivity
and, ultimately lower profits.
The good news? For companies, this is the perfect opportunity
to set themselves apart from the competition and create a high-
trust work environment, which will reap the advantages of attract-
ing and retaining top talent as well as customer confidence in the
process. For employees, it is an opportunity to make a real differ-
ence in their work environment and help them create an individual
path to success.
Let’s first look at how “trust” is defined. Author Stephen M.R.
Covey describes trust succinctly utilizing four core elements, in his stellar credentials and have led many successful teams in the past, but
book, “The Speed of Trust”:
CHARACTER:
Core 1 — Integrity (courage to act in accordance with your values
and beliefs)
Core 2 — Intent (motives, agendas and resulting behavior)
COMPETENCE:
Core 3 — Capabilities (talents, attitudes, skills, knowledge and
style)
Core 4 — Results (track record, performance, getting the right
things done)
22 San Antonio Medicine • August 2015
TRUST:
WHAT SUCCESSFUL
PEOPLE KNOW
By Jill Koob
Think for a moment about an employer, supervisor, co-worker, or
employee that you just didn’t trust or perhaps betrayed your trust.
Was it character or competence that led you to your decision? Or
both? The answer(s) will help define “trust” for you on a much more
personal level.
“Low-trust organizations are characterized by manipulation, se-
crecy and the triumph of shrewd calculation over hard work. High-
trust organizations, on the other hand, are rewarded with a culture
that supports creativity and collaboration among its members,”
write Don Cohen and Laurence Prusak in their book, “In Good
Company.”
HOW LEADERS BUILD TRUST
The rewards of a high-trust environment are clear. But attaining
trust requires time, attention and work. For example, you may have
the new team you were just hired to lead needs to learn who YOU
are before they will truly trust you. They need to understand your
character and motivations.
In our fast-paced world, are there any shortcuts to this process?
Not really. And, when you try and take the fast track you risk harm-
ing your reputation. Be patient.
Following are eight trust-building ideas:
1. Consistently observe your own motives (think “win/win”). Ask
yourself: Am I interested in growing my team professionally? Am
I looking for win/win solutions in all my relationships?
2. Communicate with candor (tactfully/respectfully). Jack Welch
dedicated an entire chapter in his book, “Winning,” to this very
subject.