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[Syndicate 4]

1. How is Trust envisioned and experienced? Contextualised

Framing of narrative and communication

2. Sincerity (alignment of values and beliefs)

Transparency: Upfront about what they do (e.g., fast-paced and hectic workplace at Tesla) - if this is for you, we are aligned.

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[Syn 6]

Our collective observations:

1. Open transparent communication

2. Sincerity and consistent role modelling with coherent messaging with actions, feedback

3. Team representative of each layer to celebrate

4. Empowerment, shared pride by people

5. Clear goal orientation gives sense of purpose

We think, we feel, we can explore:

1. Making work more meaningful, purposeful to ensure only those aligned are worked on, and not purely reducing quantity when we look at workload - Enhance Purposeful Work

2. Spend time to understand our teachers and their individual needs, have regular informal conversations to connect on a more personal level beyond the usual professional conversations - Building deeper level of Trust

3. Identify feedback champions to increase staff voice to increase timeliness of 2 way feedback between front liners and managers/leaders to enhance feedback and rationalisation to co-own problems, explore possible solutions and decisions - Increase Co-Ownership through Speedy Open Communications

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[Syndicate 4]

1. How is Trust envisioned and experienced? Contextualised

Framing of narrative and communication

2. Sincerity (alignment of values and beliefs)

Transparency: Upfront about what they do (e.g., fast-paced and hectic workplace at Tesla) - if this is for you, we are aligned.

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Syndicate 5:

Clarity of Vision: keep it simple and practical so everyone can understand and buy into it.

Being genuine: walk the talk, with sincerity

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Syndicate 1

Prevalent attitudes and mindsets:

Sincerity - People are proud of and clear about the identity/brand/VMV throughout the whole organisation.

Reliability - Everyone walks the talk, from leaders to staff.

Competence - The staff clearly knows their business and the leaders are proud of the competence of their staff.

Application:

Question - Are we (teachers, students, leaders) proud of our schools and education system?

The sense of purpose is important, but so are the technical competence and key result areas (literacy, numeracy, SE competencies, values).

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Understanding People

1. Basic needs: People's basic needs need to be met before higher-level needs can be addressed.

2. Maslow's Hierarchy: Sense of belonging is a crucial need to be addressed, especially for new generations.

3. Beyond financial rewards: New generations value purpose, sense of belonging, and fulfillment beyond financial compensation.

Organizational Culture

1. Uniform culture: In-house training ensures everyone is aligned with the company's values.

2. Leadership training: Focuses on values and collective achievement.

Applying to School Context

1. Simplifying vision: Need for a clear, simplified vision that everyone can understand and work towards.

2. Prioritizing common goals: Accentuating common features and goals in schools despite complex job nature.

3. Translating vision to action: Clarifying what the vision and mission mean in practical terms.

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[syn 8]:

Passion, common values and purposes: Tesla - Sustainability. DHL - Putting people first (people centric). Compelling vision to bind everything together

Empowerment to create trust: DHL - Provide them the necessary skills. Open to feedback, giving staff the voice so that they have a stake in the company. Tesla - shareowner of the company

Distinction in sincerity: Champion from the ground, air their view to the management, directly hearing from the ground. Staff are taught how to give feedback so that it is actionable.

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[Syndicate 2]

Understanding People

1. Basic needs: People's basic needs need to be met before higher-level needs can be addressed.

2. Maslow's Hierarchy: Sense of belonging is a crucial need to be addressed, especially for new generations.

3. Beyond financial rewards: New generations value purpose, sense of belonging, and fulfillment beyond financial compensation.

Organizational Culture

1. Uniform culture: In-house training ensures everyone is aligned with the company's values.

2. Leadership training: Focuses on values and collective achievement.

Applying to School Context

1. Simplifying vision: Need for a clear, simplified vision that everyone can understand and work towards.

2. Prioritizing common goals: Accentuating common features and goals in schools despite complex job nature.

3. Translating vision to action: Clarifying what the vision and mission mean in practical terms.

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Syndicate 3:

l.

Transparency _ top management is transparent with the feedback.

Follow-up with action plan.

Staff feel that they are listened

2. Lack of fear _opportunities to correct

re-align. Communication is 2way.- school leaders set culture

3. Important to create safe space. And psychological safety.

The tools (survey and mode of discussion could hinder how safe it is to share.

Important for SL to have open conversation.

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From AI overview:.

Tesla fosters trust at work through a combination of open communication, empowering employees, and a strong focus on innovation and problem-solving. They prioritize transparency in communication, encourage direct interaction with all levels of leadership, and create a culture where employees feel comfortable challenging ideas and sharing feedback. This, coupled with a belief in continuous learning and a willingness to embrace mistakes as opportunities for growth, builds a foundation of trust.

Here's a more detailed look:

1. Open and Transparent Communication:

Regular updates:

Tesla leadership regularly shares information with employees about company progress, projects, and key decisions.

Accessible channels:

Employees have access to multiple communication channels, like internal messaging platforms and email, to share feedback quickly.

Responsive feedback loops:

Employees see their input being acknowledged and addressed, reinforcing the value of their feedback.

Open-door policy:

Elon Musk champions a culture where employees can bypass the chain of command and communicate directly with anyone, including senior leadership.

2. Empowering Employees:

Trust in employees' abilities:

Tesla values trust and empowerment, demonstrating confidence in employees' abilities to own their work and decision-making.

Flat organizational structure:

A flat structure eliminates unnecessary bureaucracy and allows for faster decision-making.

Encouraging challenge:

Employees are encouraged to challenge ideas and think critically, even if it means questioning the status quo.

3. Fostering Innovation and Problem-Solving:

Embrace mistakes as learning opportunities:

Tesla believes there's no "wrong" answer in uncharted territory, encouraging a mindset of continuous learning and experimentation.

Collaborative problem-solving:

Tesla uses forums to bring together employees globally to solve problems quickly.

Solution-focused thinking:

The company values the ability to collaborate and learn over experience and qualifications.

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Ignite the passion in our students - hardcore working environment

Mission of Tesla has totally nothing to do with cars but accelerating transition to sustainable technology.

Competence: 17 sales advisors can achieve half the sale compared to 70 sales advisors of another car brand - need to be competent for the hardcore behaviour

Relevance: Whether what are students are learning will be relevant. Ikiagi - the intersection of passion and sustainability.

How do we better prepare the students for the future?

Empowerment: Staff are empowered. How can we make our staff feel empowered?

Direct communication with the big bosses. Porosity in the workplace.

Questions:

1. Tesla is facing stiff competition from other EVs companies. Tesla sales has dipped. How do they navigate through these challenges, spurring them to innovate further or keeping the staff positive.

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1. Care and mutual trust. Trust in the people.

2. Have a clear purpose and communicate clearly eg with respect to the use of cameras. Purpose is for safety.

Deliver performance with respect - belief in their staff.

Role modeling by leaders.

Having both the structure and the belief to drive the culture.

Still have the usual incentives in place eg reward and recognition

3. How they manage underperformers?

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Table 4

High expectations, High support

How was the deep level of trust acheived in people who has been there in the same position for so long remain agile, accept changes

Context specific roles, more structured environment, did it contribute to changes in processes and the high acceptance

Engagement survey approach and process is very structured and include follow up on data to engage in reflective and meaningful dialogues. Wonder how much can we adopt in schools given opportunities can be limited and what are some platforms in schools?

Engagement process allows improvement based on feedback from the data and the qualitative sense making based on dialogues. Allow personalised / team specific results analysis and Engagement rather than broad categories.

Feedback - our formal and informal platforms and the levels of trust that will mitigate the fears of being judged

Empower people, Take pride in company, shared ownership of the achievements and success stories, good practices

Results orientation and celebrating achievements. How can we adapt to our school context? E.g. encourage sharing by early adopters of change

Recognition of growth and achievements concurrently. What should we celebrate as good points to encourage to further empower

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Table 1

What stood out:

Rigorous training for managers - e.g. explicitly sharing strategies of how to give feedback

Senior management spending time to directly share the values and purpose with new staff and managers

PD is done by own staff, who share the same corporate values, and involves sharing of cross-functions, which help to promote trust across different functions

How to promote trust and transparency:

Leaders lead by example - MD Chris is down-to-earth and approachable

Rigorous staff Employee Opinion Survey (EOS) cycle - champions bridge the management and ground staff, even in coming up with action plans as follow-up to the EOS, and addressing feedback that is not implemented, responses are shared with all staff, showing confidence in both the managers and staff to approach the feedback professionally

Direct Feedback - helps to be objective and focuses on motivational feedback to encourage positive behaviours to continue, and developmental feedback to improve behaviours

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Mission of Tesla has totally nothing to do with cars but about accelerating transition to sustainable technology.

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Overall observations:

(2) What are your Learning Syndicate's collective observations on the 4 distinctions of trust that you have seen in all the LJs?

What are the prevalent attitudes and mindsets towards staff engagement and culture-building?

How does trust-building manifest in workplace culture and organisational values?

Note: Please begin each response with indicating your Learning Syndicate no. E.gs.:

[Syn 4] - Our collective observations are...

[Syn 5] - We saw resonance in each organisation's ...

[Syn 8] - Trust-building manifests itself in ...

[Syn 2] - What puzzled us was why ...

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Post-LJ reflections:

(1a) What was it about DHL (Express) that stood out for you?

How does DHL (Express) promote trust?

How do the distinctions of care, sincerity, reliability and competence play out?

(1b) Any burning questions about what you saw during the LJ today?

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Post-LJ reflections:

(1a) What was it about TESLA that stood out for you?

How does TESLA promote trust?

How do the distinctions of care, sincerity, reliability and competence play out?

(1b) Any burning questions about what you saw during the LJ today?