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To Win in Today’s Environment
Plug into the Power of
Rosanna D’Orazio
Sr. Consultant - FranklinCovey
By the End of this session you will be able to:
Articulate the “Definition of Trust”
Identify trust “taxes” in your organization
Evaluate your “trust-ability”
Apply the 13 Behaviors of High-Trust Leaders
Begin earning trust dividends for yourself and
your organization
1st Table Exercise
1 – Introduce yourselves to one another
2 – Why have you chosen this workshop? What are you hoping to Learn? Explore? Discuss?
Why Trust?
Why Trust?
It’s long past time to abandon the old
adage that “love makes the world go ‘round.”
Today, if anything keeps the world turning, it’s
trust.
Introduction of the 2006 Edelman Trust Barometer
The New Corporate Reputation
A vastly different set of factors – led by trust and
transparency – now influences corporate reputation
and demands that companies take a multi-
dimensional approach to their engagement with
stakeholders
2010 Edelman Trust Barometer Executive Summary
Why Trust?
Why Trust?
Total return to shareholders for organizations with high trust is almost 3xhigher than that of organizations with low trust.
—Human Capital Index, Watson Wyatt Worldwide
Why Trust?
Why Trust?
KenexaA Candid Look at Employee Engagement: Five Global Truths
Why Trust?
KenexaA Candid Look at Employee Engagement: Five Global Truths
If you take these 10 drivers and boil
them down to their basic psychological
essence, they reduce to the same
particles: trust, a sense of belonging,
inclusiveness, being valued, being
respected and being accepted.
What is Trust?
Trust Myths and RealityMyth Reality
Trust is soft. Trust is hard and quantifiable.
Trust is slow.Nothing is as fast as the speed of trust.
Trust is built solely on integrity.Trust is a function of both character (which includes integrity) and competence.
Trusting people is too risky.Not trusting people is a greater risk.
Trust is established one person at a time.
Establishing trust with the one establishes trust with the many.
The Case for Trust
– New York Times and Wall Street Journal bestseller, translated into 23 languages
– FranklinCovey program “Leading at the Speed of Trust”
“Real leadership doesn’t happen without
followers. And people don’t follow managers
they don’t trust.”
You … A High-Trust
Leader!
You … A High-Trust Leader!
Trust Tax– Low Trust Slows Down Your Success
4The Case for Trust
You … A High-Trust Leader!
Trust Dividend– High Trust Speeds Up Your Success
4The Case for Trust
You … A High-Trust Leader!
2nd Table Exercise
1 - Consider your organizations and what Trust Taxes you might be paying….what are they?
2 – Select one or two situations that could benefit from changing a trust tax into a trust dividend. One the large index card please tell us:
A – What is the situation? Be specific.
B – What trust taxes are being paid?
“As trust is manifest in each successive wave, the effect of trust becomes cumulative and exponential.”
—Stephen M.R. Covey
The 5
Waves
of Trust
Video: Self Trust
What to watch for:The four essential elements of Self Trust.
Self Trust
The 4 Cores of Credibility
14
Self Trust
The 4
Cores of
Credibility
Integrity
– Congruence, Humility, Courage
Are You Congruent?
Intent
– Your Motive, Agenda, Behavior
What’s Your Agenda?15
Self Trust4 Cores of Credibility —Character
4 Cores of Credibility —
Competence
Capabilities
– TASKS: Your talents, attitudes, skills, knowledge, and style
Are You Relevant?
Results
– Your track record
What’s Your Track Record?16Self Trust
Self Trust
19
The 13 Behaviors of High-Trust Leaders
1. Talk Straight
2. Demonstrate Respect
3. Create Transparency
4. Right Wrongs
5. Show Loyalty
6. Deliver Results
7. Get Better
8. Confront Reality
9. Clarify Expectations
10. Practice Accountability
11. Listen First
12. Keep Commitments
13. Extend Trust
25Relationship Trust
Relationship Trust
The “13 Behaviors” Cards
Relationship Trust
Relationship Trust
3rd Table Exercise
1 – Deal out all the Trust Cards at your table
2 – For each card that was dealt to you
A – Describe the behavior
B – Give one example of either the behavior or its counterfeit
Take only about 1 minute per Behavior!
• The Behaviors work in order
• Generally, 3 to 5 behaviors work together
For Example….
Working the 13 Behaviors
– Kim, who reports to you, hasn’t followed through on a commitment to another team and now that team leader has contacted you. What 3 behaviors will you use with the other leader?
–Now you must have a conversation with Kim…what 3 – 5 behaviors will you use?
4th Table Exercise
1 – Each table is provided one scenario
2 – For your assigned scenario
A – Select 3 to 5 behaviors you will use
B – In which order will you use them to address the problem and build trust at the same time?
Each participant today is invited to take a complementary
Personal Trust Assessment
• Complete the form on the table
• Leave it on the table
• You will receive an e-mail with a link to the assessment
Drawing for copies of
The Speed of Trust by Stephen M. R. Covey
