ITE REAL LEADERSHIP LEARNING SERIES

16 August 2010

SCOPE OF PRESENTATIONSCOPE OF PRESENTATION

Introduction

What is Trust ? What is Trust ?

Types of Trust

Power of Trust

Perspectives on Leadershipp p

Experience on Trust based Strategy

Leadership & Trust

A QUOTEThe Late Mr Lim Goh Tong

A QUOTE The Late Mr Lim Goh TongFounder of Genting Group

“If I don’t trust a person, I won’t l hi If l hi Iemploy him. If employ him, I will trust him “

ANOTHER QUOTEGeorge MacDonald

ANOTHER QUOTE

Scottish Poet & Writer

1824 19051824 -1905

“T  b   d i  “To be trusted is agreater compliment

than to be loved”

SOME BACKGROUND1997

SOME BACKGROUND Looking at Trust as a Differentiating

Strategy Good outcome with Alliances & Exclusive

Contracts

2002

Contracts

MIT Convocation Former Dean research into Trust Based

Marketing

2007 Sabbatical Read more into the subject on Trust

OUTPUT 5 CHAPTERS What is Trust ?

OUTPUT – 5 CHAPTERS What is Trust ?

Power of Trust

Leadership & Trust

Building Trust & Value System

Trust Based Relationship The Trust Based Relationship – The

Sembawang Experience

What is Trust ? (1) More Common

What is Trust ? (1)

Importance of Integrity Need for Transparency Linkage to Value System Linkage to Value System

Goes Beyondy Honesty Being Trustworthy

More a Relationship with Quality determined by Experiences of parties Experiences of parties Interactions

What is Trust ? (2) A Relationship

What is Trust ? (2) A Relationship

affected by - attitudesa udes- behaviours- actions

guided by- value system

goals- goals- upbringings

What is Trust ? (3)Because it is a Relationship

What is Trust ? (3) Because it is a Relationship• non static, evolving• to be learnt, to be earned• an outcome, and also a process• choice ( to trust or not to trust)

TYPES OF TRUST (1) Basic Trust alignment with

TYPES OF TRUST (1) Basic Trust - alignment with

expectation Bli d T t ti k d Blind Trust - no question asked Contractual Trust - made through

agreement Competence Trust - through trust of

capability Conditional Trust - due to recognition of g

limitations

TYPES OF TRUST (2) Structural Trust - reputation of brand

TYPES OF TRUST (2) p

Transactional Trust - due to dealings/ experiencep

Communication Trust - open disclosure or active engagementg g

Authentic Trust - base on relationship, continue to evolvebase on relationship, continue to evolve- base on wisdom, self awareness- come with choices & responsibilities- come with choices & responsibilities- recognising limits

TYPES OF TRUST (3) Self Trust

TYPES OF TRUST (3) Self Trust

• central to creating trust (reflects self competency and self confidence)competency and self confidence)

• provide firm grounding to communicate influence andcommunicate, influence and transact

• cannot trust others if cannot trust• cannot trust others if cannot trust self

SELF TRUSTRalph W Emerson

SELF TRUST

American Poet & Philosopher

1803 18821803 -1882

“ lf h“Self trust is the first secret of 

success”

AUTHENTIC TRUST (DESIRED) Developed relationship

AUTHENTIC TRUST (DESIRED) p p

Presence of choices (accept presence of disagreements)

Care for long term relationship (supported by mutual benefits)

Trust with open eyes (need for reflections) Trust with open eyes (need for reflections) Acceptance of genuine mistakes (including

owning up to mistakes)owning up to mistakes) Looking to the future (change and grow

together) Experience new frontier (bring adventure,

innovation and fun)

POWER OF TRUST (1)Brings –

POWER OF TRUST (1)g resolution and right focus commitment and loyaltyy y engagement and communication respect and bonding consistency and stability satisfaction and higher morale happiness and fulfillment heightened sense of security self respect and self confidence better partnership and growth

POWER OF TRUST (2)Minimizes

POWER OF TRUST (2)Minimizes –

confusionl i exclusion

politicking hidden agenda guessing

LEADERSHIP PERSPECTIVESLEADERSHIP PERSPECTIVES

Context of Leadership

Character & Behaviour

Discipline & Values Discipline & Values

Management Style

Context of Leadership Future vs Immediate

Context of Leadership

External vs Internal Focus Change vs StabilityChange vs Stability Control vs Empowerment Openness vs Confidentiality Openness vs Confidentiality Confidence vs Arrogance

S t i bilit C t Sustainability vs Cost

N t C fli ti l k t t b ildiNote – Conflicting goals makes trust building even more challenging

L d hi Ch t & B h i (1) Self Trust/Self Confidence

Leadership Character & Behaviour (1)

behaviour and conduct of leader reflects culture of organisation i fl b h i f l influence behaviour of employees

(employees treat customers in same manner as boss treats them))

trust begets trust emphasize trust over control employees more at ease to speak out open communication brings more self open communication brings more self

respect and confidence

Focus on credibility

Leadership Character & Behaviour (2)

Focus on credibility- walk the talk- be responsiblebe responsible- be accountable- honour promisesp- respecting boundaries (of others)- stand up for what is rightp g- consistency and fairness

Leadership Discipline & Values (1)

Patience makes a good listener

Leadership Discipline & Values (1)

Patience makes a good listener Consistency translate to perception of fairness Persistence shows passion andPersistence shows passion and

determination Discipline to acquire new skills and to learn, p q ,

bring self esteem and progress Adaptation of mindset to changes in

environment and demographics

L d hi Di i li & V l (2) Willingness to communicate

Leadership Discipline & Values (2) Willingness to communicate

- provides clarity- enhances relationship buildingp g- motivates (acts with sense of purpose)

A TRUSTED LEADER LEADS AND MANAGES BY PRINCIPLES NOT BY POWER, DIVISION OR POLITICS

WHAT MATTERS ARE CARE, FAIRNESS, SHARED PERCEPTION WELL BEINGSHARED PERCEPTION, WELL BEING, GROWTH FOR INDIVIDUALS

Leadership and Management Style Human Touch

t l t d ki i t l di t b tt

Leadership and Management Style

- create people centred working environment leading to better teamwork and less stress level

- manifest care and respect for employees

More Listening- listening just as important as talking

b ild i l i hi- build trusting relationship

Give Recognition/Point Out Mistakesacknowledge effort and contribution- acknowledge effort and contribution

‐ “no blame” approach- learning to improve- part of coaching

Promote Learning to create New Possibilities

T t B d St t E i (1)

Initial Stages

Trust Based Strategy – Experience (1)

Initial Stages presence of structural trust, competence

trust contractual trust and some level oftrust, contractual trust and some level of authentic trust

During EngagementDuring Engagement continuous process of trust building –

creating opportunities maintaining restoringcreating opportunities, maintaining, restoring and enhancing

presence of choice by both parties (not apresence of choice by both parties (not a slave and master relationship)

Trust Based Strategy – Experience (2)

During Engagement

gy p ( )

During Engagement acceptance of genuine mistakes

e are in it together we are in it together commitment to a long term relationship

l k t f t th f b th ti look to future growth for both parties mutually dependent and beneficial presence of adventure, innovation/fun good structure for communication (multi level)

Trust Based Strategy – Experience (3)

During Engagement

gy p ( )

During Engagement recognition down the line on set goals

re ard s stems for all parties in ol ed reward systems for all parties involved improvement driven system developed

CEO d l i l d CEOs deeply involved regular reviews on progress breakthrough/innovative initiative (first of its

kind in the world)

Leadership & Trust

5 Key Elements

Leadership & Trust

5 Key Elements Will to Lead Dri e for Clarit Drive for Clarity Ability to Learn B Si il t Diff t Be Similar yet Different Energy Filled

Will to Lead (1)

D i t l d ( t t ith i d)

Will to Lead (1)

Desire to lead (start with mind)- competence

lf fid ( lf t t)- self confidence (self trust) Will to build relationship (develop over time) Wanting to make a difference Wanting to make a difference

- energy to influenceleading change- leading change

Establishing presence (to communicate) Taking charge (making tough decisions) Taking charge (making tough decisions)

Will to Lead (2) Will to lead to be complemented by traits needed to

Will to Lead (2) Will to lead to be complemented by traits needed to

build relationship and hence trust- be humblebe humble- be polite- be approachablepp- be sensitive- be yourself (do not act out of character)y ( )- be credible- be caring

NOTE - Does not mean not taking people to task !

Drive for ClarityDrive for Clarity

Need to be clear (self/others) Honest with self Communicating – be understood

(terms/language) Clarity of objective (end in mind) Clarity of perspectives and asking questions y p p g q

(fact seeking, decision making and action plan) Clarity on possible consequences (listening and

processing)

Ability to Learn (1) Acknowledge individuals are different

Ability to Learn (1) Acknowledge individuals are different Individuals have lots of potentials Avoid single cause thinking Avoid single cause thinking Allow members to surface energy guided by

realityreality Create learning organisation Leader non stop learning Leader – non stop learning

Ability to Learn (2) Understand others (process situation adapt

Ability to Learn (2) Understand others (process situation, adapt

and change) Do not think you know everythingDo not think you know everything Try new things Get total picture Get total picture Know organisation dynamics

Be Similar Yet Different (1) Be part of the team

Be Similar Yet Different (1) Be part of the team Use language(s) that others understand Show empathy and understanding Show empathy and understanding Use subtle coercive power

T lk t b di t ll (t k Talk to your subordinates as colleagues (take charge when necessary)

Same shoe but show difference when situation Same shoe but show difference when situation requires

Key to building relationship Key to building relationship

Be Similar Yet Different (2) Traits needed

Be Similar Yet Different (2) Traits needed

- be humble- be polite- be polite- be approachable- be sensitivebe sensitive- be yourself (do not act out of character)- be crediblebe credible- be caring

NOTE - Similar to that for ‘will to lead’

Energy Filled Much energy needed to lead to communicate

Energy Filled Much energy needed to lead, to communicate,

to influence, to achieve goals Sustaining commitment Sustaining commitment Managing inter-dependence and conflicting

goals (eg stability vs change)goals (eg stability vs change) Managing diversity, providing resources Building bridges Building bridges Building relationship and hence trust (need to

invest time and energy)invest time and energy)

Leadership & Tr stLeadership & Trust

Concluding remark :R i d k l dRecognise and acknowledge that leaders are responsible forthat leaders are responsible for trust building and not the HR Department/Division alone

THANK YOU FOR YOUR KIND ATTENTION

ITE REAL LEADERSHIP LEARNING SERIES

16 August 2010