TheFearlessWorkplace

Peggy NollExecutive Vice President

Noll Human Resource Services

1. The Trust Relationship

2. Conscious Capitalism

3. Organizational Congruence

4. Employee Stewardship

Foundational Principles of the Fearless Workplace

Fear-Based vs. Trust-Based WorkplaceFear‐Based Workplace Fearless Workplace

Appearances and image are everything. Reality is everything.

Everyone is preoccupied with the politics of who is rising and who is falling. Everyone is working.

Distrust reigns. Trust is palpable.

Numbers rule and are used like a sledgehammer.

Numbers are an accountability for shared goals owned, set and met.

Rules number in the thousands. Rules are simple, few and applied consistently. 

Management considers employee input or complaint as suspect. It is discouraged, 

punished, or ignored.

Open communication is encouraged. Management wants to know the truth. 

Information is hoarded. Information is shared.

Brown‐Nosers rule. Character and performance rule.

The office evokes sad chuckles. The office evokes enthusiasm.

Management leads by fear. Management leads by the strength of fearlessness.

A Fearless Workplace is Not PermissivePermissive Fearless

Rules are either not established or they are not enforced.

Reasonable rules are established through collaboration, and are then enforced 

consistently.An inordinate amount of time is spent on squeaky wheels who get what they want 

if they are persistent enough.

Employees are treated equally and rewarded based on performance and merit. 

Manipulative methods don’t work.Pay increases and other benefits are 

based on “need.”Pay increases and other benefits are 

“earned.”

Favoritism is rampant. Equal treatment is the rule.

Forceful personalities dominate meetings or departments.              

Full participation is facilitated at meetings and in department decision‐making. 

Hard workers are burdened by work not done by slackers.

Everyone is expected to contribute and does so. No one is overly burdened.

Managers are bullied by employee group efforts to control the environment.

Managers exercise their legitimate authority in decision‐making and take charge when 

needed.

Employees are insecure. Employees are confident.

Productive employees leave. Productive employees stay and thrive.

Goals are not met. Goals are met.

Develop the Trust Relationship

Principle #1

Source: Maister, David – The Trusted Advisor

Utilizing the Trust Equation

Trust

Credibility Reliability Intimacy

Self-Orientation

Utilizing the Trust Equation

Trust

Credibility Reliability Intimacy

Self-Orientation

• Dial down the “I”

• Drop your story (the story of “me”)

• Stop trying to be the smartest person in

the room

• Give someone else what they need

• Step up for your staff – take the heat

To lower self-orientation and increase trust:

Credibility is in the realm of words.It is about accuracy and completeness.

You can believe what I say.

Reliability is in the realm of actions.I am dependable.

You can expect a consistent performance from me.

Intimacy is in the realm of emotions.

You can talk to me about difficult topics or situations. You feel comfortable.

• The most common failure in building trust is the lack of intimacy.

• Intimacy is about emotional safety concerning the issue at hand.

• It is driven by emotional honesty and a willingness to talk about a variety of issues.

• Intimacy is practiced within the respect of mutual boundaries.

Intimacy

Component Realm Example

Credibility Words I can trust what he says about…

Reliability Actions I can trust her to…

Intimacy Emotions I feel comfortable discussing this…

Self-orientation Motives I can trust that he cares about…

The Trust Relationship

Questions?

Source: Maister, David – The Trusted Advisor

Principle #2Conscious Capitalism

• All Stakeholders in a Given Situation Need to Profit

• Work Win-Win-Win-Win-Win

• Do No Harm

Stakeholders• Customers/Candidates• Employees• Investors/Owners • Vendors• Community

• It is not corporate charity.

• It is free market capitalism.

Conscious Capitalism

Questions?Conscious Capitalism

• All Stakeholders in a Given Situation Need to Profit

• Work Win-Win-Win-Win-Win

• Do No Harm

Principle #3Organizational Congruence

ValuesPrinciples, standards, or qualities that guide behavior within an organization.

Noll’s Values:Excellence, Trust, Accountability

Philosophy of a Fearless Workplace

Mission

Noll’s Mission:Achieving Results while Giving All Stakeholders

the Experience of Excellence, Trust, and Accountability.

Answers the question, “Why Are We Here?”

Vision

Vision is that vivid picture of sight, sound, and feeling that

inspires movement toward its creation.

Vision is the Future Pictureand Expression of Values and Mission

Where are you going? Who do you want to be?

From Vision Emerge:• Roles• Goals

• Action Steps

• Sounds busy• Feels happy & capable

• Looks attractive and functional• Feels expansive

• Flows at a steady pace

Extend the experience of The Fearless Workplace to all stakeholders through:• Continued excellence as generalists• Specialization in designated areas• Expansion from participant to player

to “go to”• Growth through POD development

and entrepreneurism

Noll’s Vision

WHAT(Most Specific)

WHO

WHAT(More Specific)

WHAT/WHERE(Broad Strokes)

WHY

HOW

PLAYED

FULFILLED

DRIVER/MOTIVATION

GUIDANCE &BOUNDARIES

ACHIEVED

TAKEN

Drivers of StabilityValues

MissionResults

+Trust

Vision

Achieve Results

Positive Experience

Trust

Excellence Accountability

Continued excellence as

generalists

Specialization

POD Development

Expansion

Problems Resolved

Focus on what you CAN Control

Circle of Influence vs. Circle of Concern

Focus on what you CAN Control

Unpredictable, Uncontrollable Change

Transformation:Change

Absorbed,Implemented, and Integrated

within the company’s

Values, Mission, and Vision

Questions?Organizational Congruence

Principle #4Employee Stewardship

Select

Hire

Develop

Coach

Transition

Select/Hire for Characteristics Compatible with Company Culture

• Arranger• Belief• Communication• Competition• Courage• Delegator• Developer• Ego Drive• Empathy• Ethics• Focus• Gestalt• Growth Orientation• Individualized Perception• Innovation

• Kinesthetic• Mastery (Technological)• Mission• Performance Orientation• Persuasion• Pride• Relater• Responsibility• Sophistication• Stamina• Stimulator• Team (Co-Worker Relater)• Woo• Work Orientation

Must Have Preferred

Employee Stewardship

Select

Hire

Develop

Coach

Transition

How am I Adding to Your Suitcase?

Employee Stewardship

Select

Hire

Develop

Coach

Transition

Create a Coaching Culture

Employee Stewardship

Select

Hire

Develop

Coach

Transition

Act as if Relationships Last Forever

Provide a Soft Landing

When Roles, Proximity, and Associations Change.

Questions?Employee Stewardship

Select

Hire

Develop

Coach

Transition

Foundational Principles of the Fearless Workplace

1. The Trust Relationship

2. Conscious Capitalism

3. Organizational Congruence

4. Employee Stewardship

TheFearlessWorkplace

Peggy NollExecutive Vice President

Noll Human Resource Services