• "Are you a Builder, or a Climber?"
• How to Score Your Answers
• A Special Note for Climbers
• Creating Coaching Relationships
• Conducting a Table-Top Job Analysis
•  Step-by-Step TTJA Procedures
• Using TTJA to Identify Knowledge, Skills, and Attitudes
• DISC Communication Styles
• A Quick History of the Four DISC Styles
• DISC Language Overview
• An overview of High and Low D Scores
•  An overview of High and Low I Scores
•  An overview of High and Low S Scores 
•  An overview of High and Low C Scores
• Sample Assessments
•  Schedule a DISC workshop for your team
• Request Assessments
• Computers Have Manuals—Why Not People?
• Using DISC Assessments 
•  Using Workplace Motivators Assessments 
•  Schedule a Workplace MotivatorsTM workshop
• Using The Myers-Briggs Type IndicatorTM (MBTI)
• How to Create Vision and Mission Statements
•  Creating a Vision Statement - Part I
• Creating a Vision Statement - Part II
•  Creating a Mission Statement
•  Want Help?
•  Delegation Helps
• Delegating for Large Projects - Phase 1
• Delegating for Large Projects - Phase 2
• Delegating for Large Projects - Part 3
• Delegating for Large Projects - Part 4
•  Conflict Resolution - The 'Relationship Ladder'
•  Step 1: Focus on the Other Person
•  Step 2: Seek Confirmation On What You Understand
•  Step 3: Look For Trust
•  Step 4: Gently Discover the Truth
• Step 5: Establish Hope
•  How to Do Better Training
•  How to Analyze a Situation for Training
•  The Training Triangle
•  Create a Framework of Learning Objectives
•  Decide How to Best Teach The Objectives
• Delivering Training
•  How to Evaluate Your Training Effort
•  What Are KSA's?

• Detailed Bio

Step 3: Look For Trust

In Step 2 you acknowledged someone's point of view

• even if you disagreed with it, and
• you asked for clarification if your impression was "off."

You should have at least several consequences from Step 2: 

• You understand the other person's current stance
• The other person knows you understand his/her stance
• The other person "should" feel heard

If the above is true, the other person should start showing signs of trust.  It usually appears in body language.  What you might observe: 

• Person physically relaxes (shoulders drop, person sits down, etc.)
• Person starts breathing slower
• Person drops the volume of his/her voice 

You might observe all of the above, just one of these, or perhaps something else.  The key for you is to OBSERVE for some sign of increased trust. 

NOTE:  You should NOT proceed to Step 4 until:

1. you are confident the person feels heard, and 
2. you sense some level of increased trust after you acknowledged the other person's thoughts and/or feelings.

CAUTION: If at any time during the conflict resolution process the other person returns to a high level of emotion and/or a loud voice tone, return to Step 1 and 2.

Step 1   |   Step 2   |   Step 4   |   Step 5

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