We discussed competencies required to be both trusting and trustworthy. After a self-assessment, each person discovered at least one area where they were not engaging in trustworthy behavior and one area in which they were distrusting.
Additionally, the learning theme provided a context to examine what was missing for them in the domain of trust. This not only highlighted the lack of intentional listening. It also uncovered the absence of a basic human being to human being relationship versus the current objectified relationships formed by the role one played and perceived power to which they were entitled.
After this second session, it was recognized that a ‘partnership’ process was needed with additional sessions and coaching.
The Process
The process was a long-term effort directed and managed equally by management and union leadership while being funded by the airline. The process consisted primarily of facilitated sessions between the two groups on national, local, and leadership levels complemented by 1:1 executive leadership coaching.
Stage One – Developing a baseline & vision
In the first phase, as described previously, representative members of each team were interviewed and a baseline of the current relationship, the challenges ahead, and a vision for what was desired was constructed. The first set of national and local dialogue sessions were conducted to present findings, identify the biggest and most urgent breakdowns, and conduct initial training. The focus was on creating an understanding of the importance of building trust, identifying shared values, and introducing basic protocols for expressive (speaking) and receptive (listening) communication. There was no coaching in this stage. The changes noted after this stage were:
- Communications became responsive instead of reactive
- Less rigidity about the rules by managers
- Both groups began acknowledging one another instead of ignoring each other when passing in hallways and at the airports.
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