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Trust Assessment

1. SMT Trust Self Assessment

Question Title

* 1. Location

Chapter

Denver

Home Office

Question Title

* 2. Trust - How are we doing as a Team? Do we...

	Never	Seldom	Sometimes	Most of the Time	Always
Talk Straight.(Are honest. Tell the truth. Let people know where we stand. Use simple language. Call things what they are. Demonstrate integrity. Don't manipulate people nor distort facts. Don't spin the truth. Don't leave false impressions.)	Talk Straight.(Are honest. Tell the truth. Let people know where we stand. Use simple language. Call things what they are. Demonstrate integrity. Don't manipulate people nor distort facts. Don't spin the truth. Don't leave false impressions.) Never	Talk Straight.(Are honest. Tell the truth. Let people know where we stand. Use simple language. Call things what they are. Demonstrate integrity. Don't manipulate people nor distort facts. Don't spin the truth. Don't leave false impressions.) Seldom	Talk Straight.(Are honest. Tell the truth. Let people know where we stand. Use simple language. Call things what they are. Demonstrate integrity. Don't manipulate people nor distort facts. Don't spin the truth. Don't leave false impressions.) Sometimes	Talk Straight.(Are honest. Tell the truth. Let people know where we stand. Use simple language. Call things what they are. Demonstrate integrity. Don't manipulate people nor distort facts. Don't spin the truth. Don't leave false impressions.) Most of the Time	Talk Straight.(Are honest. Tell the truth. Let people know where we stand. Use simple language. Call things what they are. Demonstrate integrity. Don't manipulate people nor distort facts. Don't spin the truth. Don't leave false impressions.) Always
Demonstrate Respect. (Genuinely care for others. Show we care. Respect the dignity of every person and every role. Treat everyone with respect. Show kindness in the little things. Don't fake caring. Don't attempt to be "efficient" with people.)	Demonstrate Respect. (Genuinely care for others. Show we care. Respect the dignity of every person and every role. Treat everyone with respect. Show kindness in the little things. Don't fake caring. Don't attempt to be "efficient" with people.) Never	Demonstrate Respect. (Genuinely care for others. Show we care. Respect the dignity of every person and every role. Treat everyone with respect. Show kindness in the little things. Don't fake caring. Don't attempt to be "efficient" with people.) Seldom	Demonstrate Respect. (Genuinely care for others. Show we care. Respect the dignity of every person and every role. Treat everyone with respect. Show kindness in the little things. Don't fake caring. Don't attempt to be "efficient" with people.) Sometimes	Demonstrate Respect. (Genuinely care for others. Show we care. Respect the dignity of every person and every role. Treat everyone with respect. Show kindness in the little things. Don't fake caring. Don't attempt to be "efficient" with people.) Most of the Time	Demonstrate Respect. (Genuinely care for others. Show we care. Respect the dignity of every person and every role. Treat everyone with respect. Show kindness in the little things. Don't fake caring. Don't attempt to be "efficient" with people.) Always
Create Transparency. (Tell the truth in a way people can verify. Get real and genuine. Are open and authentic. Err on the side of disclosure. Operate on the premise of, “What you see is what you get.” Don’t have hidden agendas. Don’t hide information.)	Create Transparency. (Tell the truth in a way people can verify. Get real and genuine. Are open and authentic. Err on the side of disclosure. Operate on the premise of, “What you see is what you get.” Don’t have hidden agendas. Don’t hide information.) Never	Create Transparency. (Tell the truth in a way people can verify. Get real and genuine. Are open and authentic. Err on the side of disclosure. Operate on the premise of, “What you see is what you get.” Don’t have hidden agendas. Don’t hide information.) Seldom	Create Transparency. (Tell the truth in a way people can verify. Get real and genuine. Are open and authentic. Err on the side of disclosure. Operate on the premise of, “What you see is what you get.” Don’t have hidden agendas. Don’t hide information.) Sometimes	Create Transparency. (Tell the truth in a way people can verify. Get real and genuine. Are open and authentic. Err on the side of disclosure. Operate on the premise of, “What you see is what you get.” Don’t have hidden agendas. Don’t hide information.) Most of the Time	Create Transparency. (Tell the truth in a way people can verify. Get real and genuine. Are open and authentic. Err on the side of disclosure. Operate on the premise of, “What you see is what you get.” Don’t have hidden agendas. Don’t hide information.) Always
Right Wrongs. (Make things right when we're wrong. Apologize quickly. Make restitution where possible. Demonstrate personal humility. Don’t cover things up. Don’t let personal pride get in the way of doing the right thing.)	Right Wrongs. (Make things right when we're wrong. Apologize quickly. Make restitution where possible. Demonstrate personal humility. Don’t cover things up. Don’t let personal pride get in the way of doing the right thing.) Never	Right Wrongs. (Make things right when we're wrong. Apologize quickly. Make restitution where possible. Demonstrate personal humility. Don’t cover things up. Don’t let personal pride get in the way of doing the right thing.) Seldom	Right Wrongs. (Make things right when we're wrong. Apologize quickly. Make restitution where possible. Demonstrate personal humility. Don’t cover things up. Don’t let personal pride get in the way of doing the right thing.) Sometimes	Right Wrongs. (Make things right when we're wrong. Apologize quickly. Make restitution where possible. Demonstrate personal humility. Don’t cover things up. Don’t let personal pride get in the way of doing the right thing.) Most of the Time	Right Wrongs. (Make things right when we're wrong. Apologize quickly. Make restitution where possible. Demonstrate personal humility. Don’t cover things up. Don’t let personal pride get in the way of doing the right thing.) Always
Show Loyalty. (Speak about people as if they were present. Represent others who aren’t there to speak for themselves. Don’t bad-mouth others behind their backs. Don’t disclose others’ private information.)	Show Loyalty. (Speak about people as if they were present. Represent others who aren’t there to speak for themselves. Don’t bad-mouth others behind their backs. Don’t disclose others’ private information.) Never	Show Loyalty. (Speak about people as if they were present. Represent others who aren’t there to speak for themselves. Don’t bad-mouth others behind their backs. Don’t disclose others’ private information.) Seldom	Show Loyalty. (Speak about people as if they were present. Represent others who aren’t there to speak for themselves. Don’t bad-mouth others behind their backs. Don’t disclose others’ private information.) Sometimes	Show Loyalty. (Speak about people as if they were present. Represent others who aren’t there to speak for themselves. Don’t bad-mouth others behind their backs. Don’t disclose others’ private information.) Most of the Time	Show Loyalty. (Speak about people as if they were present. Represent others who aren’t there to speak for themselves. Don’t bad-mouth others behind their backs. Don’t disclose others’ private information.) Always
Deliver Results. (Establish a track record of results. Get the right things done. Make things happen. Accomplish what we are supposed to do. Don’t overpromise and underdeliver.	Deliver Results. (Establish a track record of results. Get the right things done. Make things happen. Accomplish what we are supposed to do. Don’t overpromise and underdeliver. Never	Deliver Results. (Establish a track record of results. Get the right things done. Make things happen. Accomplish what we are supposed to do. Don’t overpromise and underdeliver. Seldom	Deliver Results. (Establish a track record of results. Get the right things done. Make things happen. Accomplish what we are supposed to do. Don’t overpromise and underdeliver. Sometimes	Deliver Results. (Establish a track record of results. Get the right things done. Make things happen. Accomplish what we are supposed to do. Don’t overpromise and underdeliver. Most of the Time	Deliver Results. (Establish a track record of results. Get the right things done. Make things happen. Accomplish what we are supposed to do. Don’t overpromise and underdeliver. Always
Get Better. (Continuously improve. Increase our capabilities. A constant learner. Develop feedback systems—both formal and informal. Act upon the feedback we receive. Thank people for feedback. Senior Management Team Members don't consider themselves above feedback. Don’t assume our knowledge and skills will be sufficient for tomorrow’s challenges.)	Get Better. (Continuously improve. Increase our capabilities. A constant learner. Develop feedback systems—both formal and informal. Act upon the feedback we receive. Thank people for feedback. Senior Management Team Members don't consider themselves above feedback. Don’t assume our knowledge and skills will be sufficient for tomorrow’s challenges.) Never	Get Better. (Continuously improve. Increase our capabilities. A constant learner. Develop feedback systems—both formal and informal. Act upon the feedback we receive. Thank people for feedback. Senior Management Team Members don't consider themselves above feedback. Don’t assume our knowledge and skills will be sufficient for tomorrow’s challenges.) Seldom	Get Better. (Continuously improve. Increase our capabilities. A constant learner. Develop feedback systems—both formal and informal. Act upon the feedback we receive. Thank people for feedback. Senior Management Team Members don't consider themselves above feedback. Don’t assume our knowledge and skills will be sufficient for tomorrow’s challenges.) Sometimes	Get Better. (Continuously improve. Increase our capabilities. A constant learner. Develop feedback systems—both formal and informal. Act upon the feedback we receive. Thank people for feedback. Senior Management Team Members don't consider themselves above feedback. Don’t assume our knowledge and skills will be sufficient for tomorrow’s challenges.) Most of the Time	Get Better. (Continuously improve. Increase our capabilities. A constant learner. Develop feedback systems—both formal and informal. Act upon the feedback we receive. Thank people for feedback. Senior Management Team Members don't consider themselves above feedback. Don’t assume our knowledge and skills will be sufficient for tomorrow’s challenges.) Always
Confront Reality. (Take issues head on, even the “undiscussables.” Address the tough stuff directly. Acknowledge the unsaid. Lead out courageously in conversation. Don’t skirt the real issues. Don’t bury our head in the sand.)	Confront Reality. (Take issues head on, even the “undiscussables.” Address the tough stuff directly. Acknowledge the unsaid. Lead out courageously in conversation. Don’t skirt the real issues. Don’t bury our head in the sand.) Never	Confront Reality. (Take issues head on, even the “undiscussables.” Address the tough stuff directly. Acknowledge the unsaid. Lead out courageously in conversation. Don’t skirt the real issues. Don’t bury our head in the sand.) Seldom	Confront Reality. (Take issues head on, even the “undiscussables.” Address the tough stuff directly. Acknowledge the unsaid. Lead out courageously in conversation. Don’t skirt the real issues. Don’t bury our head in the sand.) Sometimes	Confront Reality. (Take issues head on, even the “undiscussables.” Address the tough stuff directly. Acknowledge the unsaid. Lead out courageously in conversation. Don’t skirt the real issues. Don’t bury our head in the sand.) Most of the Time	Confront Reality. (Take issues head on, even the “undiscussables.” Address the tough stuff directly. Acknowledge the unsaid. Lead out courageously in conversation. Don’t skirt the real issues. Don’t bury our head in the sand.) Always
Clarify Expectations. (Disclose and reveal expectations. Discuss them. Validate them. Renegotiate them if needed and possible. Don’t violate expectations. Don’t assume that expectations are clear or shared.)	Clarify Expectations. (Disclose and reveal expectations. Discuss them. Validate them. Renegotiate them if needed and possible. Don’t violate expectations. Don’t assume that expectations are clear or shared.) Never	Clarify Expectations. (Disclose and reveal expectations. Discuss them. Validate them. Renegotiate them if needed and possible. Don’t violate expectations. Don’t assume that expectations are clear or shared.) Seldom	Clarify Expectations. (Disclose and reveal expectations. Discuss them. Validate them. Renegotiate them if needed and possible. Don’t violate expectations. Don’t assume that expectations are clear or shared.) Sometimes	Clarify Expectations. (Disclose and reveal expectations. Discuss them. Validate them. Renegotiate them if needed and possible. Don’t violate expectations. Don’t assume that expectations are clear or shared.) Most of the Time	Clarify Expectations. (Disclose and reveal expectations. Discuss them. Validate them. Renegotiate them if needed and possible. Don’t violate expectations. Don’t assume that expectations are clear or shared.) Always
Practice Accountability. (As a Senior Management Team we hold ourselves accountable. We hold others accountable. We take responsibility for results. Are clear on how we'll communicate how we are doing—and how others are doing. Don’t avoid or shirk responsibility. Don’t blame others or point fingers when things go wrong.)	Practice Accountability. (As a Senior Management Team we hold ourselves accountable. We hold others accountable. We take responsibility for results. Are clear on how we'll communicate how we are doing—and how others are doing. Don’t avoid or shirk responsibility. Don’t blame others or point fingers when things go wrong.) Never	Practice Accountability. (As a Senior Management Team we hold ourselves accountable. We hold others accountable. We take responsibility for results. Are clear on how we'll communicate how we are doing—and how others are doing. Don’t avoid or shirk responsibility. Don’t blame others or point fingers when things go wrong.) Seldom	Practice Accountability. (As a Senior Management Team we hold ourselves accountable. We hold others accountable. We take responsibility for results. Are clear on how we'll communicate how we are doing—and how others are doing. Don’t avoid or shirk responsibility. Don’t blame others or point fingers when things go wrong.) Sometimes	Practice Accountability. (As a Senior Management Team we hold ourselves accountable. We hold others accountable. We take responsibility for results. Are clear on how we'll communicate how we are doing—and how others are doing. Don’t avoid or shirk responsibility. Don’t blame others or point fingers when things go wrong.) Most of the Time	Practice Accountability. (As a Senior Management Team we hold ourselves accountable. We hold others accountable. We take responsibility for results. Are clear on how we'll communicate how we are doing—and how others are doing. Don’t avoid or shirk responsibility. Don’t blame others or point fingers when things go wrong.) Always
Listen First. (Listen before we speak. Understand. Diagnose. Listen with our ears . . . and our eyes and heart. Find out what the most important behaviors are to the people we're working with. Don’t assume we know what matters most to others. Don’t presume we have all the answers—or all the questions.)	Listen First. (Listen before we speak. Understand. Diagnose. Listen with our ears . . . and our eyes and heart. Find out what the most important behaviors are to the people we're working with. Don’t assume we know what matters most to others. Don’t presume we have all the answers—or all the questions.) Never	Listen First. (Listen before we speak. Understand. Diagnose. Listen with our ears . . . and our eyes and heart. Find out what the most important behaviors are to the people we're working with. Don’t assume we know what matters most to others. Don’t presume we have all the answers—or all the questions.) Seldom	Listen First. (Listen before we speak. Understand. Diagnose. Listen with our ears . . . and our eyes and heart. Find out what the most important behaviors are to the people we're working with. Don’t assume we know what matters most to others. Don’t presume we have all the answers—or all the questions.) Sometimes	Listen First. (Listen before we speak. Understand. Diagnose. Listen with our ears . . . and our eyes and heart. Find out what the most important behaviors are to the people we're working with. Don’t assume we know what matters most to others. Don’t presume we have all the answers—or all the questions.) Most of the Time	Listen First. (Listen before we speak. Understand. Diagnose. Listen with our ears . . . and our eyes and heart. Find out what the most important behaviors are to the people we're working with. Don’t assume we know what matters most to others. Don’t presume we have all the answers—or all the questions.) Always
Keep Commitments. (We say what we are going to do. Then do what we say. Make commitments carefully and keep them at all costs. Make keeping commitments the symbol of our honor. Don’t break confidences. Don’t attempt to “PR” our way out of a commitment we've broken.)	Keep Commitments. (We say what we are going to do. Then do what we say. Make commitments carefully and keep them at all costs. Make keeping commitments the symbol of our honor. Don’t break confidences. Don’t attempt to “PR” our way out of a commitment we've broken.) Never	Keep Commitments. (We say what we are going to do. Then do what we say. Make commitments carefully and keep them at all costs. Make keeping commitments the symbol of our honor. Don’t break confidences. Don’t attempt to “PR” our way out of a commitment we've broken.) Seldom	Keep Commitments. (We say what we are going to do. Then do what we say. Make commitments carefully and keep them at all costs. Make keeping commitments the symbol of our honor. Don’t break confidences. Don’t attempt to “PR” our way out of a commitment we've broken.) Sometimes	Keep Commitments. (We say what we are going to do. Then do what we say. Make commitments carefully and keep them at all costs. Make keeping commitments the symbol of our honor. Don’t break confidences. Don’t attempt to “PR” our way out of a commitment we've broken.) Most of the Time	Keep Commitments. (We say what we are going to do. Then do what we say. Make commitments carefully and keep them at all costs. Make keeping commitments the symbol of our honor. Don’t break confidences. Don’t attempt to “PR” our way out of a commitment we've broken.) Always
Extend Trust.(Demonstrate a propensity to trust. Extend trust abundantly to those who have earned our trust. Extend trust conditionally to those who are earning our trust. Learn how to appropriately extend trust to others based on the situation, risk, and character/competence of the people involved. But have a propensity to trust. Don’t withhold trust because there is risk involved.)	Extend Trust.(Demonstrate a propensity to trust. Extend trust abundantly to those who have earned our trust. Extend trust conditionally to those who are earning our trust. Learn how to appropriately extend trust to others based on the situation, risk, and character/competence of the people involved. But have a propensity to trust. Don’t withhold trust because there is risk involved.) Never	Extend Trust.(Demonstrate a propensity to trust. Extend trust abundantly to those who have earned our trust. Extend trust conditionally to those who are earning our trust. Learn how to appropriately extend trust to others based on the situation, risk, and character/competence of the people involved. But have a propensity to trust. Don’t withhold trust because there is risk involved.) Seldom	Extend Trust.(Demonstrate a propensity to trust. Extend trust abundantly to those who have earned our trust. Extend trust conditionally to those who are earning our trust. Learn how to appropriately extend trust to others based on the situation, risk, and character/competence of the people involved. But have a propensity to trust. Don’t withhold trust because there is risk involved.) Sometimes	Extend Trust.(Demonstrate a propensity to trust. Extend trust abundantly to those who have earned our trust. Extend trust conditionally to those who are earning our trust. Learn how to appropriately extend trust to others based on the situation, risk, and character/competence of the people involved. But have a propensity to trust. Don’t withhold trust because there is risk involved.) Most of the Time	Extend Trust.(Demonstrate a propensity to trust. Extend trust abundantly to those who have earned our trust. Extend trust conditionally to those who are earning our trust. Learn how to appropriately extend trust to others based on the situation, risk, and character/competence of the people involved. But have a propensity to trust. Don’t withhold trust because there is risk involved.) Always

Comments about trust and the Senior Management Team:

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* 3. What policies, actions, systems, structures, people, etc. INCREASE the level of trust within NMSS?

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* 4. What policies, actions, systems,structures, people, etc. DECREASE the level of trust within NMSS?

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* 5. What SINGLE change would improve trust levels in NMSS?

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* 6. Overall (not only Trust)- on a 1 to 10 scale how are we doing as a team?

1 - Poor

2

3

4

5 - Okay

6

7

8

9

10 - Outstanding

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* 7. Any other comments about the team?

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* 8. Name (for tracking purposes only - will not be disclosed)