Humanize: How People-Centric Organizations Succeed in a Social World I
2 o 19
Overview of Humanize Chapter 7:
How to Be Trustworthy
This worksheet assumes you’ve read the book, and it is probably a goodidea to reread
Chapter 7: How to Be Trustworthy
, beore you begin.
Trustworthy organizations embrace a culture o strategic transparency.
More inormation is shared AND people know why it is shared (and why other inormation is not).
Structures are built to create a “transparency architecture” that supports the open fow o inormation.
Values are clear to everyone—and not just the platitudes, but values that people understand and can apply.
Knowledge is shared, because it generates power.
The organization takes risks because there is no trust without risk.
People are honest about elements o the culture that inhibit trust and transparency—that’s the rst step inchanging it.
Trustworthy organizations enable more truth to be spoken through theirinternal structure and processes.
They support whistle-blowing, and not just because Sarbanes-Oxley makes them.
They change their processes, even the way reporting relationships are handled, to get people talking directlyto each other, rather than through third parties.
They design processes to ensure that MORE confict happens, rather than less.
“Spin” is somewhat o a bad word.
They let people outside the organization speak their truth, particularly in social media.
In trustworthy organizations, individual behavior is marked by authenticity.
Authenticity, in all its messy complexity, is valued.
Employees are supported in guring out who they are, what they are good at, and why they are here.
Employees can handle emotions and emotional interactions, because that’s part o who we are.
People are curious about each other and enjoy the exploration o varied interests.