The Anatomy of Trust –
Starting with Values
Participant Guide
This guide belongs to:
Updated 2/14/2023
Learning & Development's Commitment to "Level Up
Consciousness"
Rose is a Senior Learning and Development Consultant with 25+ years of experience in
Human Resources in healthcare as well as higher education. Her background includes
recruitment, compensation, employee relations, corporate training programs,
curriculum design, and classroom facilitation. Rose also serves as a leadership coach
and is an active professional speaker. Rose has earned several professional
certifications and has a Master’s degree in Management and Leadership from Liberty
University and a Bachelor’s degree in Health Care Administration from Ohio University.
Questions? Contact Rose at rem5x@virginia.edu
We believe that people have the power to create inclusive teams working for the
betterment of the individual, team, and UVA. Each person brings their personal
experience, as well as their ability to actively listen, engage in constructive dialogue,
and empower growth.
Meet Your Learning & Development
Consultant
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Rose specializes in facilitating the Dare to Lead ™ training
program, She also teaches courses and workshops on topics
centered around Trust, Values, Change, and Coaching as a
Leader.
What are your personal objectives and goals for participating in this course?
OBJECTIVES
• Learn how values operate in our professional lives and
the role they play in integrity and daring leadership.
• Explain how trust is essential to building meaningful
connection.
• Learn how to use the BRAVING inventory as a way of
understanding and discussing the elements of trust:
Boundaries, Reliability, Accountability, Vault, Integrity,
Nonjudgment, and Generosity.
• Explain how authenticity is cultivated by Living BIG:
establishing boundaries, practicing integrity, and
extending generosity.
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Identifying & Operationalizing Your Core Values
Use the list of values (page 3) to identify your two values – the beliefs that you find most
important to you and fill you with a sense of purpose.
When selecting your values, ask yourself:
• Does this define me?
• Is this who I am at my best?
• Is this a filter I use to make hard decisions?
• When did I learn this was a core value?
Value #1 _________________________
1. What is one behavior that shows I am
operating in alignment with this value
at work?
2. What is one behavior that shows I am
operating out of alignment with this
value at work?
3. What are the early warning indicators
or signs that you are stepping away
from your values?
4. Who is someone at work who knows
your values and supports your efforts
to live into them?
Keeping in mind both of your values, answer the following:
How do you see your values impacting how you give and receive feedback?
How do you see your values impacting how you make decisions?
How do you see your values showing up when you delegate work?
Value #2 _________________________
1. What is one behavior that shows I am
operating in alignment with this value
at work?
2. What is one behavior that shows I am
operating out of alignment with this
value at work?
3. What are the early warning indicators
or signs that you are stepping away
from your values?
4. Who is someone at work who knows
your values and supports your efforts
to live into them?
Adapted from the research of Brené Brown
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List of Values
Accountability Future Generations Power
Achievement Generosity Pride
Adaptability Giving Back Recognition
Adventure Grace Reliability
Altruism Gratitude Respect
Ambition Growth Resourcefulness
Authenticity Harmony Responsibility
Balance Health Risk-taking
Beauty Home Safety
Being the best Honesty Security
Belonging Hope Self-discipline
Career Humility Self-expression
Caring Humor Self-respect
Collaboration Inclusion Serenity
Commitment Independence Service
Community Integrity Simplicity
Compassion Initiative Spirituality
Competence Intuition Sportsmanship
Confidence Job security Stewardship
Connection Joy Success
Contentment Justice Time
Contribution Kindness Teamwork
Cooperation Knowledge Thrift
Courage Leadership Tradition
Creativity Learning Travel
Dignity Legacy Trust
Diversity Leisure Truth
Environment Love Understanding
Efficiency Loyalty Uniqueness
Equality Making a difference Usefulness
Ethics Openness Vision
Excellence Optimism Vulnerability
Fairness Order Wealth
Faith Nature Well-being
Family Parenting Wholeheartedness
Financial Stability Patriotism Wisdom
Forgiveness Patience
Freedom Peace Write your own:
Friendship Perseverance ____________________
Fun Personal fulfillment _____________________
Adapted from the research of Brené Brown
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“Trust is choosing to make something that is important to you vulnerable to
the actions of someone else.” – Charles Feltman, Author of The Thin Book of Trust
Trust is built in small moments, like adding marbles to a marble jar. And over
time, those people who have added marbles to your jar have gained your
trust.
Whom do you consider as your marble jar friends?
How do these people in your life earn marbles?
What does it mean to you to be a marble jar friend?
Dr. John Gottman’s research has found that trust is built in very small
moments which he calls “sliding door” moments, after the movie Sliding
Doors. In any interaction, there is a possibility of connecting or turning away.
One such moment may not be all that important, but if you are always
choosing to turn away, then trust erodes – very gradually, very slowly.
What “sliding door” moments come to mind for you?
Adapted from the research of Brené Brown
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The BRAVING Inventory
Boundaries: Setting boundaries is making clear what’s okay and what’s not
okay, and why.
Reliability: You do what you say you’ll do. At work, this means staying aware
of your competencies and limitations so you don’t overpromise and are able
to deliver on commitments and balance competing priorities.
Accountability: You own your mistakes, apologize, and make amends.
Vault: You don’t share information or experiences that are not yours to
share. I need to know that my confidences are being kept, and that you’re not
sharing with me any information about other people that should be
confidential.
Integrity: Choosing courage over comfort; choosing what’s right over what’s
fun, fast, or easy; and you practicing your values, not just professing them.
Nonjudgment: I can ask for what I need, and you can ask for what you need.
We can talk about how we feel without judgment.
Generosity: Extending the most generous interpretation to the intentions,
words, and actions of others.
Adapted from the research of Brené Brown
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Self-Trust
Boundaries: Did I respect my own boundaries? Was I clear about what was
okay and what was not okay, and why?
Reliability: Was I reliable? Could I count on myself to do what I committed to
doing?
Accountability: Did I hold myself accountable? Did I blame others? Did I hold
others accountable with honesty and respect?
Vault: Did I respect the vault and share appropriately?
Integrity: Did I act from a place of integrity? Did I choose courage over
comfort? Did I choose what’s right over what’s fun, fast, and easy? Did I
practice my values?
Nonjudgment: Did I ask for what I needed? Was I nonjudgmental about
needing help?
Generosity: Was I generous toward myself?
Adapted from the research of Brené Brown
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Trust with Others
1. Think about someone at work with whom you have built a strong, trusting
relationship. What are some of the small gestures that have helped you build
trust? (E.g., Asking for help or offering to help; Openly discussing struggles;
Doing what you say you’re going to do.)
2. Now think of a colleague with whom you want to build greater trust.
Identify the colleague’s strongest BRAVING element and a specific behavior
that embodies it. (E.g., Element: Nonjudgment; Behavior: They ask for help
when they need it.)
Strongest Element:
Behavior:
Identify the colleague’s most challenging BRAVING element and a
specific behavior you think would improve that element. (E.g., Element:
Vault; Behavior: They share what isn’t theirs to share.)
Most Challenging Element:
Behavior:
Realizing that you can’t change another person’s behavior, reflect on how
you show up in your relationship with this colleague. What is your strongest
BRAVING element and one behavior that embodies it? What is your most
challenging BRAVING element? What is one new behavior you commit to
practicing in order to improve trust with that colleague?
My Strongest Element:
Behavior:
Most Challenging Element:
Behavior:
Adapted from the research of Brené Brown
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Trust on Teams
Rate the frequency of behavior on your team for each of the BRAVING
elements:
Never (1) / Rarely (2) / About 50/50 (3) / Often (4) / Always (5)
Element Our Team
Average
Our Team
Range
Boundaries
Reliability
Accountability
Vault
Integrity
Nonjudgment
Generosity
For your team’s highest-scoring
element, what are one or two
behaviors that make it a strength
that are important to sustain?
(E.g., Boundaries: We ask each
other for help.)
Element:
Behaviors:
For your team’s lowest-scoring
element, what are one or two
behaviors that you commit to
changing as a team so you can
build trust? (E.g., Boundaries: We
will talk to people, we will not talk
about people.)
Element:
Behaviors:
Adapted from the research of Brené Brown
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Living BIG
Do you believe people are doing the best they can? Why or why not?
Think of a person you constantly find yourself judging – someone whose
choices, values, and/or behaviors you find annoying or unacceptable.
What specifically drives your judgment?
What would it mean for you (not them) if they are doing the very best they
could with what they have?
Boundaries: getting clear on what’s okay and what’s not okay
Integrity: choosing courage over comfort; choosing what’s right over what’s
fun, fast, or easy; and choosing to practice your values rather than professing
them
Generosity: working from assumptions and intentions of compassion and
grace
What boundaries do you need to put in place so you can work from a place of
integrity and extend the most generous interpretations of the intentions,
words, and actions of this person?
Keep in mind the barriers to BIG are perfectionism, grief, fear, and self-
judgment.
Adapted from the research of Brené Brown
ADDITIONAL RESOURCES
Books:
• Dare to Lead by Brené Brown
• The Thin Book of Trust by Charles Feltman
Video: The Anatomy of Trust
Ted Talks:
• The Power of Vulnerability
• Listening to Shame
Podcast:
• Dare to Lead podcast with Brené Brown and Barrett Guillen titled BRAVING Trust part 1 & 2
Program: Dare to Lead™ Training
To scale daring leadership and build courage in teams and organizations, we have to cultivate a culture in
which brave work, tough conversations, and whole hearts are the expectation, and armor is not necessary or
rewarded. Dare to Lead™ is the ultimate playbook for developing brave leaders and courageous cultures. This
program builds the skills we need to show up with other people, try new behaviors, experience falls and
failures, get back up, learn, and try again.
Based on the research of Brené Brown, the Dare to Lead™ program is an empirically based, courage-building
program based on four skills sets that are teachable, observable, and measurable. This training program, led
by Certified Dare to Lead™ Facilitator Rose Markey, will equip participants with language, tools, and exercises
to put these four skills into immediate practice.
•Rumbling with Vulnerability: face risk, uncertainty, and tough conversations with courage, clarity,
and empathy.
•Living into Our Values: identify what you stand for and how to show up from a place of integrity
every day.
•BRAVING Trust: build meaningful and authentic connections with your teams, colleagues and
customers so you can work together from a foundation of trust.
•Learning to Rise: become aware of your emotions and stories and learn how to show up and lead
with courage - even when faced with failure, disappointment, and setbacks.
This program is offered as an eight-part series of three hour workshops and includes the Dare To Lead™
workbook and trained badge for your LinkedIn profile. This program is most effective when offered to intact
leadership teams who want to change and improve their culture. This program is also offered in an open-
enrollment format to any UVA employee or team member. Further information can be obtained by
contacting Rose Markey at rem5x@virginia.edu
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