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Carl Dolan: Cultures & Change Lead 2ndbounceM:07970280721 E: carl@2ndbounce.co.uk
Eldisa Zhebo-Lloshi: FounderICLAM:00355692090163E: eldisa.lloshi@icla.co
this afternoon you will explore how…
you decide to trust or distrust
trustworthy you are in your eyes & the eyes of others
to measure trust
an important question is…
what causes feelings of comfort or discomfort…to trust or
distrust?
LL
Like
lihood
to T
rust
High
HighLow Level of Analysis
trust breeds trust…
just trust yourself, then you will know how to live
...johann wolfgang von goethe
someone who does not trust themselves can never truly trust
anybody else
cardinal de retz
“self-trust is the first secret of success”
ralph waldo emerson
how often do you really explore how credible or trustworthy you
are?...
in your own eyes…
and through the eyes of others?
am i credible?
am i believable?
am I someone people (including myself) can trust?
how do you know?
let’s see…
using dr stephen r. covey 4 wave model questions
CharacterIntegrity
Intent
CompetenceResults
Capability
integrity…are you congruent?
intent…what is your agenda?
capabilities…are you relevant?
results…what is your track record?
15 mins answering questionnaire
15 mins
reflections…
how would you measure trust…?
13 behaviours
talk straight...
tell the truth & leave the right impression
simple language
demonstrate respect...
genuinely care for others
especially those that cannot do anything for you
create transparency...
truth that people can verify
“as on the tin”
right wrongs...
to know what is right & not do it is the worst cowardice confucius
apologise quickly
personal humility
show loyalty...
Give credit freely
speak about people as if they are present
first-hand feedback
deliver results...
Getting the right things done
under promise & over deliver
get better...
increase your capabilities
seek feedback
do not assume today’s skills will be tomorrow’s
confront reality...
address tough stuff
lead courageously
clarify expectations...
disclosereveal
discussvalidate
do not violate
practice accountability...
yourselfothers
responsibilityfinger pointing
listen first...
ears, eyes & heartunderstand
x assume & presume x
keep commitments...
say & do
extend trust...
trust breeds trustpropensity to trust
abundantlyconditionally
trust…confident realiance on another in a vulnerable
situation
learning outcomes...
the importance of self-trust & credibility in change
explore trustworthy behaviours
explore how to measure trust
the importance of self-trust & credibility in change
so how do people make these trust judgements?
what did you learn…?
and how does it relate to change…?
so…
how would you go about measuring trust…?
4 cores of credibility
jack welch
“live the values (character) and “deliver results” (competence)
jim collins
“extreme personal humility” (character) and “intense professional will” (competence)
I look for 3 things in hiring people. The first is personal integrity, the second is intelligence, and the third is a high energy level. But, if you don’t have the first, the other two will kill you.
Warren buffett
warren buffett
“leader of people” (character) and “leader of business” (competence)
integrity
are you congruent?
do you practice humility?
integrity
feeling integrated
congruent inside & out
courage to live your values
integrity accelerators
make & keep promises to yourself
stand for something
be open
intent
what’s your agenda?
what are your true motives
what do your behaviours communicate?
intent accelerators
consider your true motives
open your agenda
choose abundance
capability
are you relevant?
abilities to inspire confidence & trust
talents, skills, attitudes
knowledge, style
capability accelerators
follow your strengths & purpose
keep yourself relevant
know where you are going
results
what’s your track record?
results accelerators
take responsibility for results (not just activities)
expect to be successful
finish strong
learning outcomes…
explore trustworthy behaviours
13 behaviours
talk straight...
tell the truth & leave the right impression
simple language
demonstrate respect...
genuinely care for others
especially those that cannot do anything for you
create transparency...
truth that people can verify
“as on the tin”
right wrongs...
to know what is right & not do it is the worst cowardice confucius
apologise quickly
personal humility
show loyalty...
Give credit freely
speak about people as if they are present
first-hand feedback
deliver results...
Getting the right things done
under promise & over deliver
get better...
increase your capabilities
seek feedback
do not assume today’s skills will be tomorrow’s
confront reality...
address tough stuff
lead courageously
clarify expectations...
discloserevealdiscussvalidate
do not violate
practice accountability...
yourselfothersresponsibilityfinger pointing
listen first...
ears, eyes & heartunderstandx assume & presume x
keep commitments...
say & do
extend trust...
trust breeds trustpropensity to trustabundantlyconditionally
learning outcomes…
explore trust models & techniques
robert.f.hurley
you as trustor…
trust = f risk tolerance – amount of certainty you require to trust
adjustment – how you see the world; safe or threatening
power – in a position to serve my interests
Lao-tzu
situational & relationship factors you as trustor and the
trustee
trust = f situation – perceived downside risk
similarities – tribal; members of my “group” Like me!
alignment – aligned interests
benevolent concern - – empathy & support
capability – how comfortable are you to rely on that person or thing
predictability – how certain of my outcome am I?
communication - type, level & quality
Lao-tzu
trust = f Transparency – open, honest,
accurate, sincere
Rapport – warmth, closeness, empathy
Usefulness – helping, benevolent, supportive
Sharing – accepting, giving, appreciative
Togetherness – common goals, decisions & values
Expertise – skilled, competent, able, reputable
Dependability – consistent, reliable, loyal, predictable_____________________________________________________________________
Looking Out For Number 1 – selfish, inconsiderate, thoughtless
Lao-tzu
charles feltman
C
competence
sincerity care
reliability
choice to trust
charles feltmanthin book of trust
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