Trust or Bust – attracting and growing performance professionals

L&D Capability — 07 November 2011

In his book (2006) The Speed of Trust, Stephen M R Covey draws together a very convincing argument about how a high level of trust shared by organisational colleagues, management, clients, suppliers and distributors, has a positive effect on the speed in which things get done and the associated cost. No doubt this extends to quality as well.

In essence it’s an economic formula: when trust is high, speed increases and cost decreases, but when trust is at a low level, speed decreases and cost increases. Simple, brilliant message!

In a previous post “Harnessing Creativity – one way to control budget blowouts” I indicated that it was necessary to place some constraint on creativity without stifling it. I suggested it was all about balance, because creativity and certainly innovation will only flow when levels of trust are high.

The Learning Cafe theme for November 2011 reinforced, in my mind, the link between trust and creativity and how important it is to attract, engage and retain good people in learning, development and knowledge functions.

It’s important to build reputation outside the organisation through practical example and employee advocacy so as to attract the people we need. And the people we need are those with infectious enthusiasm, who are willing to learn and grow, to think broadly and creatively, question methods, apply theory appropriately and focus on performance. We need to engage these people when we get them by building high levels of trust and also pride so they are more likely to display discretionary effort (go the extra mile) and pride (have quality mindset, speak highly of their work, work mates and the learning function). That is to become advocates for our organisations and the learning functions.

So, while “outside” recognition and reputation is important, L&D functions need to build these attributes within the organisation to ensure we provide compelling and meaningful work with professional growth opportunities while encouraging creativity and the sharing of know-how, listening to ideas and acting on them.

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About Author

Bob Spence

Bob Spence is a widely known expert in the development of e-learning and workforce strategies, the management of e-learning development teams, processes to enhance quality of e-learning content and the use of technology to enhance human performance. During his career Bob has been recognised through numerous awards, recorded interviews, journal articles and he has presented at more than 60 conferences in Australia, Singapore, Malaysia, UK and USA. After pioneering the use of Computer-Based Training at a major Australian Financial Institution in the early 1980’s where he led a team of 32 learning and graphic designers that developed hundreds of hours of computer based training on CD ROM, his experience was enriched when, in 1999, he joined a “top three” Professional Services Firm as Director, e-Learning Asia Pacific. After moving on to another large Australian Bank in 2002, he led that organisation’s successful and internationally awarded implementation of e-learning. Bob advocates strongly for the development of people capability to enable the achievement of performance potential and since retiring from full-time work in 2007 he has shared his knowledge and experiences through a variety of mentoring, consulting and speaking engagements and through voluntary work in the community education sector. Bob and was named Learning Leader 2009 at the Learrnex 2009 Conference and is currently a Co-opted Board Member of large and very active Community College. His qualifications include an MBA with a major in Human Resources from the University of New England.

(3) Readers Comments

Jeevan Joshi
November 14, 2011 at 6:19 pm

Hi Bob – I agree with your post. However who can we keep and attract talent. Amongst other measures do the pay scales need to be raised ?

Reply
Bob Spence
November 15, 2011 at 2:45 pm

Jeevan – I believe we will keep L&D talent by leading them well and engaging them by utilising all the classic drivers of engagement – which all result in trust and pride and compelling work, demonstrated through discretionary effort and advocacy for the learning function and the organisation.

Within the learning and development field I don’t think salary is a driver to keep anyone in the profession. From my experience people who stay in learning and development are enthusiastic and dedicated and get a huge buzz from the opportunitiy to make a difference to people’s careers and lives by encouraging learning.

Some classroom facilitators love the role of teaching, maybe its a power thing for some, or for others a way of sharing know-how. Some L&D people see the huge potential ahead for a performance focussed and technology enabled future for learning. Some just like working closely with people.

Yes, sure everyone wants more money, but that alone won’t attract or retain. If, in some circumstance, money is the driver for someone to enter the learning function, they tend not to last long.

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