
On Trust: BRAVING
GEORGIOS NTERVAKOS
Created on September 15, 2024
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Best BlendedLearningInternational
In a nutshell
Learn
Practice
Reflect
On Trust
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Best BlendedLearningInternational
In a nutshell
Learn
Practice
Reflect
TRUST = Choosing to risk making something you value vulnerable to another person’s actions
In a nutshell
Learn
Practice
Reflect
Best BlendedLearningInternational
Click on a letter to find out more
Ask your mentor
Can you give me some examples of boundaries?
What about psychological safety?
What's the fundamental attribution error?
Let's hear it straight from the horse's mouth
Best BlendedLearningInternational
In a nutshell
Learn
Practice
Reflect
Share Your Story
What’s Cool, What’s Not
Coffee Break Boundaries Feedback
Daily Grind Guide
Smart Goals, Not Wishful Thinking
Pomodoro Power
Check-In Champs
Oops Log
Project Maestro
Know Thyself
Keep It Real
Values Alignment
Ethical Pride
Dilemma Dress Rehearsal
Moral Moments
Trust Chats
Confidential Commitments
Trust Falls & Beyond
Classy Conversations
Empathy Map
Bias Buster
Diversity Tales
Open Mind, Open Chat
Gratitude Guru
Assume Good Intentions
Kudos King/Queen
Sweet & Sour
Ditch the Hat-Swapping
Set Boundaries Like a Pro
Be the Reliability Rock
Own Up Like a Boss
Keep Secrets Safe
Walk Your Talk
Ditch Judgment
Think the Best of Others
28BRAVINGACTIONS
Share personal anecdotes to set boundaries. Read "Dare to Lead" by Brene Brown.
Define what's cool and what's not. Use "Boundaries for Leaders" by Henry Cloud.
Chat boundaries over coffee breaks. Check out 15Five.
Define roles—no more hat-swapping. Utilize Monday.com.
To-do lists—your daily grind guide. Use ClickUp.
Goals that are smart, not wishful. Track them with Ally.io.
Beat procrastination with Pomodoro sprints. Try Be Focused Pro.
Join groups that keep you in check. Collaborate on Basecamp.
Log your oops moments and learn—document with Notion.
Plan actions like a project maestro. Track with Trello.
Know thyself through assessments. Use Crystal Knows.
Regular feedback—keep it real. Manage with Lattice.
Confidential chats to build trust. Read "The Speed of Trust" by Stephen M.R. Covey.
Sign on the dotted line—confidentiality. Refer to "The Trusted Advisor" by David H. Maister.
Trust falls are cliché but effective. Visit TeamBuilding.com.
Keep it gossip-free, keep it classy. Learn from Crucial Conversations Training.
Align actions with core values. Reflect with Brene Brown's Dare to Lead.
Make decisions that make you proud. Use Ethical Systems.
Role-play to prep for real-life dilemmas. Practice with Bravely.
Ethics talks—because morals matter. Discuss via ComplianceLine.
Map out empathy for better insights. Utilize Miro.
Spot and squash your biases. Test with Pymetrics.
Share stories, embrace diversity. Read The Leader's Guide to Unconscious Bias.
Talk with an open mind. Train with Crucial Conversations Training.
Show gratitude, spread positivity. Log with Gratitude Journal App.
Assume good intentions first. Reframe with Mindset Coaching.
Give kudos generously. Engage on Officevibe.
Share weekly highs and lows. Read Leading Without Authority by Keith Ferrazzi.
Best BlendedLearningInternational
In a nutshell
Learn
Practice
Reflect
While psychological safety is about feeling comfortable speaking up, trust is about having confidence in others' actions and intentions. Psychological safety is necessary for trust to develop, but trust involves more than just feeling safe to speak up.
The A stands for accountabilityYou own your mistakes, apologize, and make amends
The N stands for non-judgmentI can ask for what I need, and you can ask for what you need. We can talk about how we feel without judgment.
Vulnerability Is a SuperpowerBeing courageous and brave is all about showing vulnerability. We're so misguided about leadership, and Brown's advice is to take the opposite view of the narrative we've been given about traditional leadership. She asserts that a true leader is the first person who owns up to vulnerability.
The V stands for vaultYou don’t share information or experiences that are not yours to share. I need to know that my confidences are kept, and that you’re not sharing with me any information about other people that should be confidential.
The I stands for integrityYou choose courage over comfort. You choose what is right over what is fun, fast, or easy. And you choose to practice your values rather than simply professing them.
The G stands for generosityYou extend the most generous interpretation possible to the intentions, words, and actions of others
The fundamental attribution error refers to an individual's tendency to attribute another's actions to their character or personality while attributing their behaviour to external situational factors outside their control. In other words, you tend to cut yourself a break while holding others 100% accountable for their actions.
... and the "G" in the BRAVING model of TRUST
The Fundamental Attribution Error
For instance, if you've ever chastised a "lazy employee" for being late to a meeting and then proceeded to make an excuse for being late yourself that same day, you've made the fundamental attribution error.
The B stands for boundariesYou respect my boundaries, and when you’re not clear about what’s okay and not okay, you ask. You’re willing to say no.
The R stands for reliabilityYou do what you say you’ll do. At work, this means staying aware of your competencies and limitations so you don’t over promise and are able to deliver on commitments and balance competing priorities.