a few days ago
I enter a bakery there is a
dozens of people lining up
in front of me I expect the
people eventually sees that there is
a second box that comes will open
next because the seller comes from
invites us and in design and ladies
and gentlemen join me here I’m coming
where does this second crate come from and
Well believe it or not there is not a
person who moves
people stay taped into the
first son and I’m the only one to
take a few steps and go to the
second crate so I’m very
surprised i ask the seller gimmick
how do you explain that when
even curious you know what me
answer that’s the Parisians they have
always afraid to get scammed
always wrong to get scammed is this
that your not that it’s still
grave you a country in which everyone has
afraid of his neighbor in which we have
reached such a level of distrust of
all vis-à-vis everyone then this topic
trust and distrust
in fact it is a subject that tears me
for a good ten years in
did I observe that in
companies or in administrations
is much more there was distrust
who in general is not 7 or more
level of its organizations whether
so usually at the team level
of the leaders themselves
and much more could be observed
disengagement from the demotivation of
work stoppages sometimes conflicts
even serious or violent and at the time
just the problem is that
I observed this phenomenon but I was
unable to the the analysis is
precisely to know what were
the precise components of this
trust or distrust of which
I was unable to measure this
trust or distrust and by that
even I was incapable
a lot of trouble to act concretely
above that is the experience
professional then on a plane more
staff I can say like you without
doubt there was this event that has
been pretty strong in dramatic in there’s
a few years in 2011 you remember
the Arab Spring Revolution
it touches and libya tunisia and
Egypt and what we found
in these countries and although countries in
which peoples ended up
develop a level of distrust
considerable in their elite that she
either economic policy or even
media
well these people ended up
take up arms and results in
general
well, it turned all that into
a real bloodbath is more
close to us in europe in france or
in the united states for example well
this growing distrust
it is translated how by the
rise of extremism by
populism and even by the
radicalization
just see in France the
elections
in recent years the rise of these
extremist
she is present 1 you see
like me and that’s really very
very serious
so what I’m telling you here well I
wanted to share
5 6 years ago in late 2011 with a
hundred people around me
or a little distant from all horizons and
these people told me ah but yes then to
of course you’re right it’s a real
subject we must act on this
area of trust and mistrust
we can not just be a spectator
this problem there so we created
together a tiny tank ie
a reflection group the statue
trust that has engaged three years of
research and development for in a
first time of waiting of
concretely identified two that
speak what is trust and the
distrust as long as it remains a word
suitcase
trust me I make you
trust we do not know what we’re talking about
as I said it is there so we have
tried to understand what he
This was for us to finally be
to be measured this is little
react right away and so the good
new yes there is good news and
that’s what I want to share with
you today is that yes the
trust we know today what
she composed
yes confidence can be measured and
yes confidence we can act on it
finally so this work had to look for
development of which I spoke to you there
gave birth to a beautiful tree that we
called the trust tree then
as you see this beautiful tree
well it’s composed of seven pieces
puzzle each of her
corresponds to a type of behavior or
attitudes that contribute to creating a
climate of trust a culture of
trust at all levels and if we have
presented this as pieces of
puzzle it’s not by chance it’s because
that it’s different behavior or
attitude are all a lighter
intimately into each other
I’m going to take a first one that
is in the middle right
acceptance of the right to fail
the mistake also I take this one there it is
not really a coincidence it’s because
you do for you to make yourself a
little confession about this one two factors
behavioral and ben as a
staff I’m not really of this
beautiful green color
I would be rather bright red it’s at
to say that I am very far from
this culture of acceptance of the
right to fail at the mistake is that
you want a recent example the tedx
that brings us to be together
today here is what you know
how many versions of my text that I
am telling you here I have
prepared I give in the thousand
how much 5 ha ha the holidays
what is it doing with it already 27-27
version and thank you so far it’s all right
go well to these kind in any case
what can I just tell you
is that the coaches who gave us
accompanied wonderfully that I hold
to thank and ben I can tell you
that the poor they stuffed themselves
twenty-seven versions one after the
others believe they can not
Besides, they have dark circles until then
so see that it’s really so
it’s a personal example
now I will give you one
second which is quite striking too
is interesting I think it’s a
manager of equipped in a company
who also found that he
was bright red like me on this
right to failure to the error and how
did he explain that well hey he
said the next thing that is enough
amazing he said to know I have the
good student syndrome
ah what do you mean by that ah
Yeah
understand when I was a child my
parents and teachers hit me on the
I had bad marks
it speaks to you shopping result that
still feels in my attitude
today
and when I’m with my collaborators
and that I ask them to commit to
take risks to demonstrate
of initiative to tell me when they have
a problem with what is happening
there is nothing that goes up because I have
nice tell them that they feel that I
do not allow me to right the
check or mistake of which de facto
only one does not authorize either then
does that mean what does it mean
when one of these consciousness factors
like this one is all bright red the
problem is that it has
consequences on other pieces of
puzzle is for example if we stay on
the example I just gave you
Well, it’s going to mean that it’s okay
lead to the fact that ben it’s going to be
of each one for oneself it’s going to be
the hyper a hard life individualism in
the team of those of this guy that I
have just spoken so a cooperation
which is very weak and red
and then even worse than that people are going
to return the hot potato is going
be
we’re going this trip it’s the fault of
the other I refer the true one of the
chief who is technical and responsible for the
problem so benevolence 0 and then
finally third aspect third
result
and well as I said everything to
time risk taking the line the
taken taking initiative and so on
very weak people do not dare no
plus so the acceptance of certainty
risk and complexity
it is also bright red so the
reality she is so she is so
complex
so before I go further I
might want to ask you
by the way
there you talk about me about others and you
in there and you in there then you
do you have boxes there
some of you not necessarily
everyone but you have it
maybe some have small
cartons green yellow orange red
so I’m going to ask you the question at
you in the background if you dive
in your own lived in your own
your story in your own
behaviors how do you see in
attracts acceptance of the right to
failure or error then is that
you can tell me that they see each other
open, that is to say rather comfortable
with that alesi who sees himself at ease
but there is no crowd
there is no crowd thank you bravo who sees himself
yellow anyway not bad well thank you who
sees itself orange ie start
to have a little problem there you
are numerous enough and who is the
red who sees himself red
ah yes you are still pretty
many despite all good so our lot
the reds and their range for that
you are a bit majority when a
friend 6 1
well listen welcome to the club in
do but rest assured you are not the
only
we are in a country where there is
a culture of law to fail or
europe is not really green
the least we can say in France
finally if it can reassure you there is
still not that France either
so before going further
do you want me to tell you
quickly what are the other three
factors that remains for sure
when I will not have you frustrated that
you came home unhappy
evening
good so I’m just going to describe them
quickly a faster than I
have not done so for now then the
next is the consistency between
words and deeds and authenticity
so that translates into the question
how to share and up to mans and
to communicate about my intentions
it’s the relationship between what we say and
the intentions that are underlying which
are not always the same and that’s
it can be a real problem
trust
the following he a little more complex
to understand is what was called
independence of judgment in the face of
conflicts of interest in the conflict of
values
it goes back to the question how do we
manages to reconcile interests
divergent or even contradictory
and then finally the last
this is the question of the relationship to the time the
temporality then this one must
to hear it in two dimensions two
angles the first is the relationship between
the present and the future
in fact that’s how are you
come to reconcile or not a project to
short term with a long vision
term
and then the other from another dimension
it’s the relationship between the present and the
past
someone who betrayed you to deceive
do dirty blow or even planted a
real knife in the back and well what
you will easily succeed in
forget even hand to forgive this
no one there fortiori if you have to
live with this person everyday
or to work with her on a daily basis
we knew it was not necessarily
obvious then the question that arises
in the end it’s how we do for
bring back to the greens but beautiful
tree green colors a tree
individual of a team a company
of a larger collective that would
rather yellow orange or bright red
see you remember autumnal it’s
not easy
and if you want to achieve it there is
no fifty solutions we must dare
do something that is far from
evident
it’s getting to dig in
roots
of this tree and kidira sine die by
invisible underlay definition
even unconscious what does that mean
means we are diving in the field
complex beliefs of the fears of
values of the cultural heritage of
the story yours that of your
family that of your business that’s
your territory or even that of
your country and that’s the question it’s
when are we able to extract
his roots because the stake there he
is to come out quietly
roots what’s there for the
put in debate to raise awareness
things and get out of unsaid ones that are
yet so common and that’s the whole
difficulty is what we did it’s
that we have translated the cross of trust into
an extraction tool if I can say that
is a tool that allows you to get out of
roots what’s there it’s
present as an application
web and mobile of a web and mobile tool
which is based on a series of
questions that are asked and who
allow to define individually
or collectively the color of your
art of trust and the results of
those of ce2 ce2 ce2 this tree it is
found in a document the wrong of
to say very simple report very fast
to do automatically
obviously and that can serve as
exchange discussion with a
accompaniment professional who has
been trained for this
it can be a coach a consultant
informant a teacher a worker
social a mediator and the stake actually
it is precisely to arrive together at
become aware of one’s own
beliefs of his own his own
social legacy of his own story
to understand exactly from what
color you are and where are we
rather to be red and on what
would be interested in working in
priority to return to the green
a tree of trust that would be
maybe another color up to
there then you could ask me to
just title stone
you there your art of confidence sicily
were bright red on the right and
sheikhou to the error what are you
concretely to act on it
so I will be honest with you
I do not have a miracle formula
I do not have a miracle recipe, but I
still some little things that I have
tried to implement since a
some time and that I’m going to share
that I’m just going to give you
like that quickly
the first is to dare to say the
things
to dare to tell us and share mistakes
that we can commit the failures we
can possibly have and ask
help
ask for help dare to ask for
help and it’s not easy as well and
I try to do it vis-à-vis me
vis-à-vis my family of my children
of my people with whom I work and
it’s true that the more we are in a
power of attorney
– it’s natural to do this exercise
there obviously that’s where it is
the most important to do it
the second thing is maybe
to try to reduce a little
ambitions its demands vis-à-vis
oneself
see to do a little bit of open the little
gnat beyond the pressure cooker
and that it can do good of
raise the pressure to reduce the
pressure that it can be too
really very useful
and that it refers to the plums of
the sewer what is not a thin
case one is obviously
so all I’m saying to you there is
that what makes me happy today is
that trust tree well they
start to grow and grow no
only in companies and
institutions but and but also in
schools and wise all absolutely
extraordinary there is certainly why
what to measure confidence and to act on
trust between children of
parents and teachers
there is one thing that quite
fascinated that’s what when I posed
the question to teens 13 14 years old who
had made their tree of trust
I would have asked with whom is that
you would like to discuss
results of your trust tree is
what you know what answered me
with our abbas parents that you the
Believe me, I must tell you
that I saw myself at that age 13
14 years old and I have not you do you
ciboure could place him at this age there is
what you would have easily discussed
of your art of trust a subject too
sensitive that it still
with your own parents it’s not
inevitably so obvious that it eh ben I
I thought if we had to find her
something that allowed
develop relationships of trust
between young people and their parents and
also between parents and
teachers
I thought that we were really
useful work then my other source of
satisfaction is that this tree is
born in France but not growing up
France he’s already growing up in
schools in ukraine in companies
and institutions in europe and
united states to governments of
country of Africa so everywhere in
the world because we realized
that trust and defiance and ben
it’s a universal problem
so if I’m here today in front of
you it is because I wish
to share a conviction is that the
trust it is cultivated and as a
tree well it must be maintained
otherwise he loses his leaves and ends up
to die then what to what
I would like to invite you to have
envy I hope maybe each
of you tell yourself that you have
maybe want to take it
a small tree of trust and the
grow
where you can at the level which is the
yours each and I ‘m sure everyone
can do it at home
in your business in the school of
your children and actually the idea is
the challenge is to whether each
trusted ambassadors
part I’m convinced of one thing it’s
that if we all do this is
many small trees trust a
little bit everywhere we will arrive together
to grow a real forest
of trust and that’s what the stake is
to move from words to action
and what I will invite you to
do it if you agree
those of you who want to
cultivate that trust with me and there
where you can spend two at the end
of this of this session is before the
pause and ba2 when you get up
to become symbolically watered a small
tree of confidence with the watering can that
you will find there there are small
trees next
thank you for coming to water them thank you
a lot
”
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