THe people and story behind EBTT

"During the two decades of my career, I have managed complex employment agreements and international HR processes (job evaluations, salary reviews, target setting, etc.). This has exposed me to daily interactions with senior employees and their even-more-senior managers. In these interactions, while handling complicated and sensitive matters, I have learned two things especially.

1. It makes no sense to introduce the main topics of an interaction before a certain level of trust is built, because of the complexity of most of the topics and because topics related to employment (pay, taxes, contractual terms, etc.) are – by definition – loaded with very intense emotions for employees.
2. The core competence of an HR manager lies in his or her ability to handle matters with care, clarity, an adequate level of transparency and sensitivity to nuances.

Building on these insights, I have developed my HR practice over the years: first at the level of individual interactions and later at the level of multiple interactions driven by policies and processes. This is the soil in which EBTT has been grown.

Whenever I managed to increase employees’ trust in C&B policies and processes, I saw that it quickly brought peace in the organization. Intuitively, I knew that this was a result of the extension of trust.

On these grounds, I decided to invest in deeper knowledge and insights about the nature of trust. I researched the available scientific and management literature and arrived at the point where I knew I wanted to share the things I had learned. That was the moment when EBTT was born."