ROHEI Building A Culture of Trust
ROHEI Building A Culture of Trust
ROHEI Building A Culture of Trust
By
Rachel Ong
CEO & Founder
ROHEI Corporation
Why
Trust?
1
OUR WORKFORCE BATTLES DISTRUST
2
Trust@98
3
In response to this, we took time to re-evaluate our
organizational structure and processes. We knew we
needed to be strategically positioned and equipped to
face the ever-changing needs of our internal and external
customers. It was not time to rest on our laurels.
4
key
practices
for Building a
Culture of Trust
5
1
Create an emotionally safe environment
2
Walk out the Real8Ability Traits
3
Be intentional in giving and receiving feedback
4
Desire that everyone flourish in their lanes
5
Live the shared values and leadership service
6
1
Create an emotionally
safe environment
7
Physical safety is paramount not just at the home front
but across industries and workplaces: construction
sites, manufacturing plants, airlines and large-scale
mass events.
But for some, perhaps even more important than
physical safety is emotional safety. When I was in
Afghanistan collaborating with an NGO, I felt safer
working in the middle of that war-torn state compared
to when I once served as a member on a particular
committee that was led by an insecure leader in my first
world nation.
8
2
Walk out the
Real8Ability Traits
“The worker is
more important
than the work.”
—
WATCHMAN NEE
9
Our Practice Leader in Executing Coaching, Chris Hogan
created the Real8ability© Traits. He identified the core
questions asked by any employee and these questions
can be divided into two parts: Acknowledge & Appreciate,
Challenge & Support.
ACKNOWLEDGE CHALLENGE
& APPRECIATE & SUPPORT
1. See me 6. Challenge me
2. Hear me 7. Support me
3. Understand me 8. Encourage me
4. Care for me
5. Appreciate me
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Like our children, our staff don’t rebel because of
rules and regulations, rather they rebel when: (1) there
is no relationship; and (2) that all we desire from them
are results.
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3
Being intentional
in giving and
receiving feedback
“Feedback is a gift.”
—
RACHEL ONG
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It takes courage to receive feedback, but it takes even
more courage to give feedback. At ROHEI, giving and
receiving feedback is a way of doing life together.
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4
Desire that everyone
flourish in their lanes
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We believe that businesses exist for two reasons: (1) to
provide products or services that enable a community to
thrive; and (2) for individuals to use their skills and talents
in their daily work so that they can flourish in their lanes,
their niche.
15
5
Live the shared values and
leadership service
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We have 6 core values; Moral Excellence, Humility, Will
to Succeed, Creativity, Serving Others and Compassion.
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4. Empathy not Indifference
Leaders must bring energy to every meeting.
Take courage to listen and listen, especially to other
people’s realities.
Accountability is my lifeline.
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Conclusion
Building a culture of trust
at the workplace is an on-
going journey, matter of
fact, it will never end. It will
cost you, there is a high price
you and I pay to build trust.
Often, there is a push to give
in or give up.
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WE ARE
GRATEFUL
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© 2017 ROHEI Corporation. All rights reserved.
First edition 2017.