We believe that trust is the cornerstone of every relationship. With your partner, your colleagues, customers, members, patients, your family and friends. In the presence of trust, you can better cope with change, uncertainty and new developments, as well as with everyday work. Trust is not a given. You have to work at it, pay attention to it, understand it and develop it.

Connection with others is essential and it’s how we are made (“wired to connect“). This does not happen automatically, does not grow automatically, and does not stay automatically. Research shows that organizations with a high level of trust are characterized by 50% higher productivity, 13% less sick leave and 76% higher commitment.

With the CircleLytics dialogues, you can ask targeted questions about trust.

Sample questions:

How do you rate trust in our organization? Please explain.
How much support and trust do you experience from your supervisor in the decisions you make? Please explain.
How safe do you feel when taking initiative? Please explain.
How reliable do you consider your manager to be? Please explain.

Trust can also disappear, be taken over by stress, fear, uncertainty, ignorance, lack of knowledge, and turn into mistrust. In our opinion, you need to actively understand, maintain and work on trust. Being in dialogue with your supporters ensures that you can build a strong, open, focused relationship with them. The two unique dialogue rounds guarantee that people learn from each other and develop insight.

Request demo


Sample questions:

To what extent does management ensure clarity on everyone’s role and responsibility? Please explain.
How do you rate the extent to which we listen to and communicate with each other? Please explain.
Do you generally experience your colleagues as rivals or as teammates, or both? Please explain.
How much confidence do you have in the strategy (regarding ….) and can you explain this?

Asking questions on topics that are important is a sign of trust and of strong, confident leadership. You show the other person that you trust them, value them and are open to their opinion.

Jim Whitehurst says the following in the article “The neuroscience of trust“: “I found that being very open about the things I did not know actually had the opposite effect than I would have thought. It helped me build credibility. Asking for help is effective because it taps into the natural human impulse to cooperate with others.”

Research shows that leadership in organizations with ‘high trust’ ask questions rather than dictate answers. This stimulates trust and cooperation and also results in a 40% lower risk of burnout and 74% less experienced stress.

BCG researched the importance of trust in organizations, and identified trust as a linkage point towards more growth, or towards failure.

Trust and asking questions are not only the foundation of healthy (working) relationships, and a model of strong leadership, trust and asking questions are also the basis for making sustainable and intelligent decisions for better performing organizations.

Sample questions:

Do we actively share knowledge and experience to help each other, even when not asked? Do you have an example of this?
In our team, do we proactively look for solutions to bottlenecks in order to remove stress? Do you have a recent example?
Are we open to other, new perspectives and do we seriously consider them? Please explain.
How do you rate the extent to which managers listen and communicate? Please explain.
How do you rate the extent to which we listen to and communicate with each other? Please explain.

We have many sample questions, sets of questions, ready for you. Our partners that deal with trust, strategy, communication and engagement are also available to you. You can also contact us directly.


Back to top
Close Offcanvas Sidebar