TRUST

Nurturing trust by harnessing the psychology of connection and excellence in task fulfilment.

Leadership set the tone. We nurture the their capacity to manifest a smart trust culture.

Businesses need to nurture a high-trust, high performance culture in order to avoid toxicity and opportunism and to focus on balancing the measurement and recognition of both performance and trust. This will ensure that organisations are resilient,adaptable and innovative as well as that employees have a safe psychological space underpinned by connection and operational excellence.

Relationships have the most substantial impact in business success. Many leaders are seen as occasionally inconsistent and we all intend to do things that don’t get done, but once a relationship is damaged or if it was never formed in the first place, it’s difficult for people to trust (Harvard Business Review).

Without trust we don’t truly collaborate, we merely co-ordinate or, at best, co-operate. It is trust that transforms a group of people into a team” (Stephen Covey – father of smart trust)

High trust workplaces enjoy –

  1. 50% higher productivity
  2. 106% more energy
  3. 13% fewer sick days
  4. 23% more ideas and solutions
  5. 74% less stress
  6. 40% less burnout

Trust in the Workplace: Why It Is so Important Today and How to Build It.

Leadership set the tone. We nurture their capability to manifest a smart trust culture.

Nurturing leaders to create a smart trust environment – valuing both character and competence, connection and task. Leadership in the 4IR is the key to differentiation. We use human-centric values-based models, rooted in psychology, to deliver higher quality outcomes in products and services. Through awareness, reflection and gaining greater insights, a deep-seated desire to change will transform us into being the best we can be for ourselves and for others.

If you value comfort more than character, then disruptions will upset. Be more interested in your character than your comfort. Because each decision will either take you towards or away from your purpose and objectives.

Our focus is on nurturing growth mindsets where people continuously improve their emotional intelligence and their ability to acquire new skills. Failure is a foundation to move forward, you are never too old to learn and constructive feedback is received as an opportunity for self-reflection. It encourages learning and resilience when times get tough.

Ask yourself these questions –

 

  • Are you able to give and receive constructive criticism?
  • Are you conscious of the fact that your future is hidden in your daily routine?
  • Are you inspired to persist in the face of disruptions or setbacks?
  • Do you prioritise learning over the comfort of doing things in the manner you are accustomed?
  • Are you able to identify and manage your weaknesses?
  • Do you view challenges as opportunities?
  • Do you empathise rather than judge others?

Healthy leadership comes from healthy relationships. When your tribe is fragmented by change, your approach to relationship-nurture needs to change with it.We coach individuals and groups in leadership layers on how to build and nurture the psychology of social intelligence that is the backbone of change resilience in high-performing teams.

Where typical training interventionists roll out the same cookie-cutter approach and method for client after client, Circle & Square treat each client as an individual case with individual challenges to solve.

We take a from-scratch approach to each and every client case we work with that assumes nothing and allows for everything. Our work isn’t done until we’re comfortable that the time we spend with you and your teams will keep bringing returns further down the road, regardless of what you face together or individually.

This is more about keeping you finger on the pulse of the human heartbeat in a virtual world. We can’t really measure the full extent of well being with this tool. Measure the emotional well being of your staff on a daily basis and identify trends across business cycles, different managers and departments.