© 2004-2006 CoveyLink CoveyLink influencing influencers ™ Leading at the Speed of Trust ® For...

© 2004-2006 CoveyLink


CoveyLinkinfluencing influencers™

Leading at the Leading at the Speed Speed of Trustof Trust®®

For theFor the

Pacific Northwest Association of Pacific Northwest Association of Independent SchoolsIndependent Schools

2008 Fall Heads Conference2008 Fall Heads ConferencePresented by Denis W. Stoddard Ph.D.Presented by Denis W. Stoddard Ph.D.

Tuesday October 28, 2008Tuesday October 28, 2008


NewNew Book Book


The One Thing That The One Thing That Changes EverythingChanges Everything

The ability to establish, grow, extend, and restore trust with all stakeholders – customers, suppliers, investors, and co-workers – is the key leadership the key leadership competencycompetency of the new global economy.


The Trust TaxThe Trust Tax

Trust

=

Speed Cost


The Trust DividendThe Trust Dividend

Trust

=

Speed Cost


High Trust is a DividendHigh Trust is a Dividend

• Total Return to Shareholders for organizations with high trust is

almost _%_% higher than

organizations with low trust

Watson Wyatt study, 2002


Distrust KillsDistrust Kills

“Above all, success in business [organizations] requires two things: a winning competitive strategy and superb organizational execution. Distrust is the Distrust is the enemy of bothenemy of both.”

Robert Shaw, Trust in the Balance


Getting ResultsGetting Results

_______ X ________ = Results

__ x __ = R


The Impact of TrustThe Impact of Trust

(Strategy x Execution) = Results

(S x E) = R


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The PromiseThe Promise

•The purpose of this seminar is to explore how you, as a leader, can getget resultsresults in a way that inspires trustinspires trust.


Making the ShiftMaking the Shift

____

________ ______

Paradigm Shift

Language ShiftBehavior Shift

TRUSTTRUST


Defining TrustDefining Trust

1. Trust is Confidence.Confidence.The opposite of trust is SuspicionSuspicion..

2. Trust includes both 2. Trust includes both CharacterCharacter & & CompetenceCompetence..


CompetenceCompetence

The 4 Cores of CredibilityThe 4 Cores of Credibility

CharacterCharacter

1.__________ 1.__________

2. ________2. ________

4. ________4. ________

3. ___________3. ___________



IntegrityIntegrity Accelerators Accelerators

1.Make and keep Commitments to yourself

2. Stand for something

3.Be Open


IntentIntent Accelerators Accelerators

1.Consider your Motives

2.Open your Agenda

3.Choose Abundance


CapabilitiesCapabilities Acclerators Acclerators

1.Run with your STrengths (and with your purpose)

2.Keep yourself Relevant

3.Know where you're Going


Increasing Increasing ResultsResults

1.Take Responsibility for Results (not just activities)

2.Expect to Win

3.Finish strong


13 BEHAVIORS OFHIGH TRUST LEADERS


13 behaviors - Speed 13 behaviors - Speed Learning ExerciseLearning Exercise• Pair up with a partner. One of you

take the even numbered behaviors and one take the odd numbered behaviors.

• After a brief review of your assigned behaviors (left hand column only), take turns explaining the behaviors in your own words to your partner.

• Explain how each behavior builds trust.

• Illustrate this behavior with an example from your everyday work life.

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Character BehaviorsCharacter Behaviors

1. Talk Straight2. Demonstrate Respect3. Create Transparency4. Right Wrongs5. Show Loyalty


Competence BehaviorsCompetence Behaviors

6. Deliver Results7. Get Better8. Confront Reality 9. Clarify Expectations10. Practice Accountability


Character and Character and Competence BehaviorsCompetence Behaviors

11. Listen First 12. Keep Commitments13. Extend Trust


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SOLVE THE SCENARIOSSOLVE THE SCENARIOS

• Pair up with a partner.• Each select a different scenario.• Each review the 13 behaviors

and select 2-3 that you believe will best solve your chosen scenario.

• Take turns role playing out or talking through your chosen scenario using the 2-3 behaviors you selected as a guide.


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PNAIS SCENARIOSPNAIS SCENARIOS

1. You need to give performance feedback to a teacher at your school who gets defensive whenever you correct him. How can you do this in a way that will increase trust?

2. The Board and Head are struggling with a major issue of a very confidential nature and one Board member seems to be leaking information to other parents who are not on the Board. What do you do?


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3. One of your faculty members has not kept a commitment to a parent and now the parent has contacted you. How will you respond – to both the parent and your faculty member?

4. It’s the third time this month you have been late to a weekly coordination meeting with your staff. What language of trust can you use?


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5. The Board Chair has arrived early for a Board meeting to tell you that several Board members have expressed concern over your not sharing some very important information with them. How will you respond to the Board’s concerns?


Character Competence

Self TrustSelf Trust

Credibility

Self

Relationship TrustRelationship Trust

Relationship Behavior

Organizational TrustOrganizational Trust

Alignment

Organizational

Contribution

Societal

Societal TrustSocietal Trust

Market TrustMarket Trust

Reputation

Market



The Smart Trust™ The Smart Trust™ MatrixMatrix


Restoring Trust Approach: Restoring Trust Approach: YOU LOST THEIR TRUSTYOU LOST THEIR TRUST

1. Start with Self, Practice Accountability.

2. Declare Your Intent.

3. Listen First, Demonstrate Respect.

4. Right Wrongs.

5. Signal Your Behavior.

6. Behave Your Way Out of the Problem.


Applying Restoring Trust Applying Restoring Trust (YOU LOST THEIR TRUST)(YOU LOST THEIR TRUST)

Identify a situation where a person has lost trust in you.

1. Loss = Character or Competence?

2. Their view of your 4 Cores?

3. How important is it to you?

4. Both willing to try to restore trust?

5. What will you do to increase trust?

6. When will you meet to start?


Restoring Trust Approach: Restoring Trust Approach: THEY LOST YOUR TRUSTTHEY LOST YOUR TRUST

1. Start with Self.

2. Demonstrate Respect.

3. Confront Reality and Talk Straight.

4. Listen First.

5. Clarify Expectations.

6. Extend Smart Trust.


Applying Restoring Trust Applying Restoring Trust (THEY LOST YOUR TRUST)(THEY LOST YOUR TRUST)

Identify a person you don’t trust.

1. Loss = Character or Competence?

2. Impact per 4 Cores?

3. How important is restoring trust?

4. Both willing to try to restore trust?

5. What do you want them to do?

6. How will you address this with him/her?


Language for Language for Restoring TrustRestoring Trust

“I lost confidence in you when _____ because _________________.”

“What will make things right is ____.”

“This is what I commit to do ______.”

“Going forward I will ____________.”


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COMMITMENTCOMMITMENT

Review the 13 Behaviors and write down the commitment you will make to increase trust in your organization.

_________________________________________________________________________________________________________

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