In this episode of the Change Management Review™ “From the Field” Series, Managing Editor Brian Gorman continues his conversation with Stephen W. Maye – a business leader and change agent with experience leading diverse teams across north America and Asia-Pacific. He is the co-creator and chief integrator of the Change Execution Methodology (CEM) for business transformation that is used by Fortune 500 companies. Stephen is a contributing author to “Project Pain Reliever – A Just-In-Time Handbook for Anyone Managing Projects, and is the host of the Project Management Institute’s (PMI) global podcast series, “Projectified with PMI.”
In this much-anticipated segment, Stephen delves into the issues that arise when leaders and sponsors are not trusted, how to initiate the conversation about trust, and how trust impacts organizational decision-making.
1. What is your message to leaders who tend not to be trusted?
2. What do you mean when you use the term “the case for trust?”
3. What is your advice to a practitioner who finds herself or himself serving an untrusted sponsor?
4. What happens when you give your counsel regarding trust and it is not heard?
5. At what point in building your relationship with leaders and sponsors do you initiate the conversation about trust?
6. In an organization with an environment of high trust, what is the impact on decision-making?