Profiles of Trust: Who to Turn To, And for What Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Although an image of strength and professionalism must project, they still require networks of people they are able to trust. The development of trust depends upon the degree to which the executives perceive the existence of three crucial attributes - ability, benevolence and ethics - within their support networks, and on their ability to match these qualities with the kind of support they're seeking in any specific situation. The mixes correspond to four kinds of support requested: raw tips (low, low), actionable guidance (high, low), psychological support (low, high), and strategic or political help (high, high).

Meanwhile, the three crucial attributes (each with either a high or low rating) translate into eight sorts of support suppliers: Trustworthy Partner, Cruel Truthteller, Moral Compass, Dedicated Supporter, Star Player, Average Joe, Dealmaker and Cheerleader. Executives in need of guidance that is actionable will usually turn to Trustworthy Partners or Harsh Truthtellers, given their high levels of skill and ethics. For political or strategic help, Trustworthy Associates will be sought because of their high degrees of skill, benevolence and integrity. Seekers of psychological support will look to True Assistants and Trustworthy Associates because they offer high levels of ethics and benevolence. When the three aspects of trust are less dangerous, executives will not be unwilling to go to almost any of their acquaintances for raw information, though most often Average Joes are sought out by them.

Profiles of Trust Who to Turn To, And for What Case Study Solution

PUBLICATION DATE: January 01, 2009 PRODUCT #: SMR306-PDF-ENG

This is just an excerpt. This case is about STRATEGY & EXECUTION