The role of time-span in building a trust inducing organization

Speaker A There have been a great many ideas and assumptions discussed in these seven days. And they are ideas and assumptions that many people, and some who are not here right now, will be considering for their practice, either as managers or as external support for managers. I seriously, or I urge you to seriously consider the bedrock of requisite organization and of creating a trust inducing managerial system. I feel a particular responsibility. No one will hold me to account except my own conscience to make. And I will try to make these statements as positively as I can. What I want to help you do is understand that the measurement of a human intention can I say that again? The measurement of a human intention is the most trust inducing, freeing experience for the individual that you could ever give them. When you do this work with an individual, with a manager talking about what he or she has subordinates doing in the name of creating value to the assets of the corporation or small company, and you help that individual understand that he or she has intentions that are unexpressed, and you help give expression to those intentions. You have helped to increase the positive effectiveness of that individual throughout the rest of their life. For with that tool, without making negative statements about the people who work for them, they can discuss the work which they had not thought about before. No one ever asked them, ever, certainly not in the last 35 or 40 years that I'm aware of, have actually asked them to do some specific work within a specific time frame and meant it. And once that working interaction between two human beings is created, there is enormous internal freedom in both of them. Without making pejorative statements, I can talk to you of about what it is you must work toward achieving for me, because I am going to be held accountable for the results of that. So your endeavors are critical and important to me. But we don't talk about your personality, we don't talk about the mental processes you use. I haven't been listening for your mental processes. Our working relationship is about the work. And I can tell you from Elliot's and my point of view and what requisite organization is a statement of is that in corporations and companies in which the citizens, other citizens are employed to create value for other citizens the only way you can create the kind of trust in the managerial system is to measure the time span of the intention. With that, the manager can hand off work, can discuss resources, can do personal effectiveness appraisal, can select. I, in my judgment, believe that you all can fill this role. I have. In two years we have to be able to totally change this product line. Fact that I gave him the work means I think he can do it because I've gone over in my mind what I've seen him do, has he always come in on time or let me know. The point I'm trying to make, without belaboring this is that I ask you to reconsider the most trusting scientific finding we have for those of you who are teaching managers how to listen for process so that they might sit in any kind of meeting with their subordinates. And instead of participating, you are listening for the processes they're using. I can only say that that action, that act, that human act, has broken the relationship of trust because you appear to be participating and you are not. You are an observer. Now, what I'm talking about is face to face human contact at the workplace and the accountability and authorities of a manager in relation to those people who work with him to help create added value the assets of the owners of the company. And I just urge you to please consider I get very focused. As you know, this last part, this activity that's going on, is the reason that I dreaded publishing the Human Capability Study. So what I was concerned about has come true. And this is the only body of individuals whom I feel like I can truly trust to hear what I'm trying to say. So if you don't know how to do a time span, call me. You will when we get through. But what you are doing is pulling out of the individual sitting in front of you something in the cells of that person that they cannot articulate. And you have the key. You have the key for opening that up. Don't waste it.