Two of our key leaders are technically brilliant but have incredibly high self-orientation, which makes every resource negotiation feel like a zero-sum game where they prioritize their department over the greater good of the company. How do we use the Trust Equation to systematically lower their self-orientation?

Question

Tyler Smith · Accepted Answer

High self-orientation is the ultimate trust killer on a leadership team. In Charles H. Green's Trust Equation, self-orientation is the denominator. No matter how high their credibility, reliability, and intimacy are, if their self-orientation is high, the overall trust score collapses. These leaders are focusing on their own departmental empires rather than the company's overall vision.

To fix this, you must change how resources are negotiated. During your Level 10 Meeting™ and quarterly sessions, use the IDS® tool to bring resource discussions out into the open. Do not allow private lobbying. When a resource conflict arises, force both leaders to state their case based on what is best for the entire organization, not just their individual silos.

You can also use the Trust Equation as a coaching tool. Sit down with each leader privately and explain how their protective behavior is perceived by their peers. Show them how their push for resources is damaging their trustworthiness because they appear to care more about their department than the company's long-term targets.

Establish clear, shared metrics on your Scorecard. Tie a portion of their performance evaluation to the achievement of company-wide goals rather than department-specific wins. This forces them to look up from their silos and collaborate. By restructuring incentives and calling out high self-orientation in real time, you will teach them that the only way to win is to help the entire leadership team win.