Trust and respect are the foundation of all human interaction. They could be called a measure of the bandwidth that exists between those who are communicating. Low bandwidth gives a slow and inefficient communication. Low trust and respect is like adding friction to the organization, which means energy is consumed overcoming the friction, and that energy is not available to operate and drive the business. Energy, consumed in friction, is converted to frustration. See The Five Dysfunctions of a Team by Patrick Lencioni for a solid explanation of why modest and low trust undermines commitment, accountability and results. The following is a story representing the importance of trust and respect, followed by a “Trust” assessment.
This excerpt from Benjamin and Rosamund Zander’s book, “The Art of Possibility,” hangs in the break room at Gainesville Health & Fitness:
A monastery has fallen on hard times. It was once part of a great order, which, as a result of religious persecution in the seventeenth and eighteenth centuries, lost all its branches. It was decimated to the extent that there were only five monks left in the mother house: the Abbot and four others, all of whom were over seventy. Clearly it was a dying order.
Deep in the woods surrounding the monastery was a little hut that the Rabbi from a nearby town occasionally used for a hermitage. One day, it occurred to the Abbot to visit the hermitage to see if the Rabbi could offer any advice that might save the monastery. The Rabbi welcomed the Abbot and commiserated. “I know how it is,” he said, “the spirit has gone out of people. Almost no one comes to the synagogue anymore.” So the old Rabbi and the old Abbot wept together, and they read parts of the Torah and spoke quietly of deep things.
The time came when the Abbot had to leave. They embraced. “It has been wonderful being with you,” said the Abbot, “but I have failed in my purpose for coming. Have you no piece of advice that might save the monastery?” “No, I am sorry,” the Rabbi responded, “I have no advice to give. The only thing I can tell you is that the Messiah is one of you.”
When the other monks heard the Rabbi’s words, they wondered what possible significance they might have. “The Messiah is one of us? One of us, here, at the monastery? Do you suppose he meant the Abbot? Of course – it must be the Abbot, who has been our leader for so long. On the other hand, he might have meant me. Of course he didn’t mean me – yet supposing he did? Oh lord, not me! I couldn’t mean that much to you, could I?”
As they contemplated in this manner, the old monks began to treat each other with extraordinary respect, on the off chance that one of them might be the Messiah. And on the off chance that each monk himself might be the Messiah, they began to treat themselves with extraordinary respect.
Because the forest in which it was situated was beautiful, people occasionally came to visit the monastery, to picnic or to wander along old paths, most of which lead to the dilapidated chapel. They sensed the aura of extraordinary respect that surrounded the five old monks, permeating the atmosphere. They began to come more frequently, bringing their friends, and their friends brought friends. Some of the younger men who came to visit began to engage in conversation with the monks. After a while, one asked if he might join. Then another, and another. Within a few years, the monastery became once again a thriving order, and – thanks to the Rabbi’s gift – a vibrant, authentic community of light and love for the whole realm.
| 1. | My experience is that my team members intend to care for me. | SA | A | D | SD |
| 2. | Team members know my goals and interests. | SA | A | D | SD |
| 3. | Team members understand how we are linked and how our behavior can affect one another’s work. | SA | A | D | SD |
| 4. | Team members consider my interests in their decisions and behavior. | SA | A | D | SD |
| 5. | Team members stand up for me when I am not present. | SA | A | D | SD |
| 6. | Team members admit their mistakes. | SA | A | D | SD |
| 7. | Team members admit their weaknesses to one another. | SA | A | D | SD |
| 8. | Team members ask for help from one another without hesitation. | SA | A | D | SD |
| 9. | Team members acknowledge and tap one another’s skills and expertise. | SA | A | D | SD |
| 10. | Team members willingly apologize to one another. | SA | A | D | SD |
| 11. | Team members are unguarded and genuine with one another. | SA | A | D | SD |
| 12. | Team members ask for other members input regardless of their areas of responsibility. | SA | A | D | SD |
| TOTAL
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*Strongly Agree, Agree, Disagree, Strongly Disagree
Shawn Stewart is the Operations Manager at Gainesville Health and Fitness Center. Contact him at shawns@ghfc.com
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Rachel Zabonick-Chonko is the editor-in-chief of Club Solutions Magazine. She can be reached at rachel@peakemedia.com.
