53 Q’s for Trust, A Leadership Problem? Engaging Screenagers

DrWarren Engaging Screenagers business plan workshop Q&A

53 Q’s for Trust, A Leadership Problem? Engaging Screenagers

Q1. This morning, in an email, I found this question, “Dr Warren, yesterday you talked about listening to front line employees, but my front line employees [Engaging Screenagers] wouldn’t give answers or at least they won’t give truthful answers (i.e. they aren't collaborating,) so what can I do?” (junk engagement)
Q2. Can you believe I’ve had teachers ask me the same thing about their students (Engaging Screenagers) in their classrooms? (junk engagement)
Q3. As well, can you imagine parents have asked me the the same thing about their (Engaging Screenagers) kids? (junk engagement)
Q4. Why does this happen, and isn’t it true one of the most vital conditions is trust?
Q5. My question is, “What is their leadership/educator/parent ‘come from’?”
Q6. Do leadership/educators/parents ‘come from’ the the point of view that 99% of employees/students/kids are good people who what their lives to be better?
Q7. Or do leadership/educators/parents ‘come from’ the focusing 99% of their policies and lack of trust on the 1% of employees/students/kids who are unhappy?
Q8. One day in a conference I asked the speaker a question about giving students voice, autonomy, and the ability to curate authentic content, but can you guess the speaker only focused on how to control the students from messing around?
Q9. Isn’t his ‘come from’ that of not trusting the students to do the right thing? (junk engagement)
Q10. If you don’t give them trust will you ever get trust?

Q11. If you don’t create a trusting environment will you ever get it?
Q12. If you don’t have a trusting environment could you take any actions to make your environment more trusting?
Q13. Every now and then a coaching client or a seminar participant will tell me their environment is totally trusting, but after 2-3 ‘honest’ questions do you know what they almost always change to tell me?
Q14. Can you imagine, I lead an exercise in my leadership seminars (I use slightly different wording in questions for teachers and parents) where participants answer the following questions on their mobile devices into eWorkbooks?



Q15. If you are standing on a street corner and the [WALK] light turns green and you start to cross the street, how do you know the cars coming towards the intersection will stop?
Q16. You don’t know they will stop, do you?
Q17. Tragically, every day around the world thousands of cars don’t stop do they?
Q18. If you want to take a step off of the curb, don’t you need to trust?
Q19. In fact, don’t you need to trust someone you don’t even know?
Q20. Wouldn’t you be trapped on the street corner and never be able to move if you didn’t trust total strangers who you have never met?
Q21. What then, stops you from fully trusting your own employees?
Q22. What kind of environment would stop your employees from trusting your leadership?
Q23. As a leader, aren’t you responsible for creating that trusting environment?

DrWarren Engaging Screenagers business plan workshop Q&A
DrWarren Engaging Screenagers business plan workshop, trust Q&A









Q24. On a scale of 1-10 (where 10 is 100% trusting) how would you rate your organizational environment/culture?
Q25. What are some causes that stop or reduce that trusting environment/culture?
Q26. What kind of features and benefits would your optimal trusting environment/culture have?
Q27. What are methods, strategies (brainstorm, search and curate, call a friend, etc. with your mobile device) you can use to create your optimal, trusting environment/culture?
Q28. What are the top methods and strategies you are committed implement to work toward your optimal trusting environment/culture?
Q29. Although this is powerful for participants, in the past these plans were slow (and often deficient) to be actualized (this means it didn’t happen quickly or often.)
Q30. Don’t you think, when participants use eWorkbooks and ‘carefully’ share their methods and strategies, trust does increase greatly? (optimal engagement)
Q31. Remember though, if you tell someone, “This is my strategy for increasing trust around here.”, do you think that sounds very sincere?
Q32. On the other hand, telling them, “These are the changes we will make to improve communication and collaboration, etc.”, don’t you think they will generally give you higher marks in sincerity? (optimal engagement)

Q33. What happens when environmental/cultural trust increases in an organization?
  • Q34. More cooperation?
  • Q35. More productivity?
  • Q36. More commitment?
  • Q37. More effort?
  • Q38. More loyalty?
  • Q39. More time on task?
  • Q40. More suggestions?
  • Q41. Less absenteeism?
  • Q42. Less messing about?
  • Q43. Less hiding out?
  • Q44. Less turnover?
  • Q45. Less faking it?
Q46. I’m sure you can add your own experiences to both the ‘more’ and ‘less’ lists, can’t you?
Q47. In the end, isn’t trust what makes us free to be, do, and have more in life? (optimal engagement)
Q48. If your staff/students/Engaging Screenagers don’t trust you enough to give honest ideas (i.e. they won’t collaborate,) don’t you have a leadership problem? (junk engagement)
Q49. Wouldn’t lack of trust in your organization be either the subject of personal conversation with me or a great story you can tell in bankruptcy court?
Q50. Isn’t our world becoming more and more collaborative for Engaging Screenagers’ success?
Q51. Woan’t collaboration fail if there is no trust?
Q52. If we don’t trust and teach trust, woan’t we be penalizing them to be forever working and struggling alone?

Q53. Isn’t it best to build trust-built people to build success?


You can see examples of screen innovations for Optimal Experiences at JOIN THE CURATION: Google+.
Remember to engage tomorrow.
Following with you.
Keep it simple.
All the Best, Warren
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Dr Warren LINGER © 2017
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