nish - speed oftrust
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Portland, OR
2008 National Council of Work Centers ConferenceNorthwest Region
October 27-28, 2008
Teaming and Collaboration for Growth -
Why and How to Work With the Competition
Jeff Cleary Sr Consultant-FranklinCovey
October 28, 2008
2008 NCWCPage 2
Why and How to Work With the Competition…the Case for Trust
• Combining Strengths gives a Competitive Advantage
– Meeting customer requirements for single contracts– Increasing opportunities for all of us– Employing more people with disabilities
• Creating Shared Purpose and Values Unites Us– Building Trust in our Relationships strengthens us– First Clarify our Shared Purpose and Values– Next, work to increase the level of Trust amongst us
2008 NCWC
About Stephen M. R. Covey
– Former CEO, Covey Leadership Center– Currently CEO of CoveyLink– Harvard MBA Author, The Speed of Trust– Internationally renowned keynote speaker
and organizational consultant on trust, leadership, ethics, and high performance.
– CoveyLink Mission: Build trust worldwide!– FranklinCovey Mission: Enable Greatness
in Individuals & Organizations everywhere
2008 NCWC
What Is Trust?
Trust is both a noun and a verb and can have several meanings. Our definition is: “Confidence born of the character and the competence of a person or an organization.” The opposite of trust is suspicion.
“What is trust? I could give a dictionary definition, but you know it when you feel it. Trust happens when leaders are transparent, candid, and keep their word. It’s that simple.”
—Jack Welch
The Case for Trust
“The ability to establish, extend, and restore trust with all stakeholders—customers, business partners,
investors, and co-workers—is the key leadership competency of the new global economy.”
—Stephen M. R. Covey
2008 NCWC
Trust Myths and Reality
Myth 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.
2008 NCWC
Trust in Senior Managers is Low
Question 2004 2006
Employees have trust and confidence in the job of senior management.
51% 49%
Senior management behaves consistently with the company’s core values.
57% 55%
Source: Watson Wyatt’s WorkUSA® survey of 12,205 U.S. workers across all job levels/industries.
2008 NCWCPage 8
Trust Tax vs. Dividend
2008 NCWCPage 9
The 5 Waves of Trust
2008 NCWC
Self Trust: Build our Credibility
Self Trust
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CHARACTER Integrity = Congruence, Humility, CourageIntent = Your Motive, Agenda, Behavior
COMPETENCEResults = Your Track Record
Capabilities = Your Talents, Attitudes, Skills, Knowledge, Style
The 4 Cores of Credibility
2008 NCWC
Self Trust Scenario
•Sal is an experienced project manager in a construction firm. Known for her no-nonsense management style, she has an excellent track record for getting projects finished and on budget. •Her team members get the job done: she sees to that. They don’t seem to last long, though—she’s had to replace a lot of people over the years—and the ones who stay with the firm rarely get promoted.
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Scenario Discussion
Get into groups of three and using the Self Trust Builder Form, discuss how Sal could increase her credibility with her team using the 4 Cores as Guidelines.
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So what quick fix will it take to restore your complete trust in me?
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Relationship Trust: Build, Extend & Restore Trust
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Improve in applying 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
2008 NCWC
“I’d like your honest, unbiased, and possibly career-ending opinion on something.”
Straight Talk???
2008 NCWC
Tips for Using the 13 Behaviors
• It’s inside out. If you’re wrong on the 4 Cores of Credibility, you’ll never succeed with the 13 Behaviors.
• Sequence matters. Some of the 13 Behaviors naturally come before others.
• The 13 Behaviors are always used in combination.
• Any of the 13 Behaviors taken to the extreme can backfire.
2008 NCWC
Extending Smart Trust
Propensity to Trust +Primarily a matter of
the heart—how you feel about others; your bias or willingness to trust them.
Analysis of the SituationPrimarily a matter of the
mind—how you understand a person’s Integrity, Intent, Results and Capabilities (plus the requirements of the situation and the risks involved.)
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Extending Smart Trust
28Relationship Trust
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Relationship Trust Builder Example
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Which Behaviors?
•When shipments leave your work area, you personally make sure they meets quality standards. But the packaging team, who receives shipments from your group, has a 15 percent defect rate. •Marla, the manager of the packaging team, has told everyone that your group is causing the quality problems.
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Organizational Trust: Build Trustworthy Systems
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Organizational Dividends and Taxes
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Build Trustworthy Systems
• “All Organizations are perfectly aligned to get the levels of Trust they get.” SMRC
• We need to examine our Structures & Systems and understand their impact on Trust.
• These, in turn, can become Symbols of Trust.• They carry disproportionate value because they
override rhetoric and communicate underlying paradigms to everyone in the organization.
2008 NCWC
“Keep up the good work, whatever it is,whoever you are.”
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Organizational Change…
•If you find symbols of distrust in your organization; go back to your team and ask the “4-Cores” Questions as listed on pages #243-244. •Then, begin to create alignment by selecting and applying a few ideas, as listed on pages #244-245. (After addressing the “4-Cores” consider the degree to which you encourage the 13 Behaviors).•Remember that Systems nurture, encourage and sustain the behavior of most of the people, most of the time!
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Organizational Trust Builder-p1
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Organizational Trust Builder-p2
2008 NCWCPage 32
Jeff Cleary Sr Consultant
FranklinCovey
800-827-1776 x82131 (24/7 voicemail only)
972-342-7509 (cell phone)
Follow-up Questions
2008 NCWC
Be honest. Tell the truth. Let people know where you stand. Call things what they are.
OPPOSITE
To lie or deceive.
COUNTERFEIT
Beat around the bush, withhold information; engage in double-talking, posturing, “spinning”
1. Talk Straight
2008 NCWC
Genuinely care for others. Show you care. Respect the dignity of every person in every role.
OPPOSITE
To lack respect or concern for others.
COUNTERFEIT
Fake respect or concern; show respect for some, but not for all. Be “Efficient” with people.
2. Demonstrate Respect
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Be open and authentic. Declare your intent. Admit mistakes. “What you see is what you get.”
OPPOSITE
To hide; to cover up; to obscure.
COUNTERFEIT
Have hidden agendas or deceitful objectives. Create illusions, pretend, “seem” rather than “be.”
3. Create Transparency
2008 NCWC
Apologize quickly. Make restitution where possible. Do what it takes to restore trust. Demonstrate humility.
OPPOSITE
To deny or justify wrongs; to rationalize your behavior.
COUNTERFEIT
Hide mistakes. Fail to admit mistakes until forced to; be humbled by circumstances instead of conscience.
4. Right Wrongs
2008 NCWC
Give credit to and recognize contributions of others. When you must talk about others, check your intent
OPPOSITE
To take all of the credit; to betray others.
COUNTERFEIT
Be two-faced. Sweet-talk people to their faces while badmouthing them behind their backs.
5. Show Loyalty
2008 NCWC
Establish a track record. Get right things done. Make things happen. Accomplish. Don’t make excuses.
OPPOSITE
To perform poorly or fail to deliver.
COUNTERFEIT
Deliver activities instead of results. Do busywork vs. real work. Overpromise and under deliver.
6. Deliver Results
2008 NCWC
Continuously improve your systems and processes. Be a constant learner. Develop feedback systems.
OPPOSITE
To deteriorate; to “rest on your laurels;” be irrelevant.
COUNTERFEIT
Make temporary “flavor of the month” improvements. Talk a good game about improving, but never do it.
7. Get Better
2008 NCWC
Address the “undiscussables” directly. Lead out courageously. Confront the reality not the person.
OPPOSITE
Ignore reality or act as though it doesn’t exist; denial.
COUNTERFEIT
Pretend to confront it while actually evading it. Focus attention on side issues while skirting the real issue
8. Confront Reality
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Disclose your expectations. Discuss them. Validate don’t violate them. Renegotiate them if necessary.
OPPOSITE
To leave expectations undefined or unclear.
COUNTERFEIT
Guess. Fail to pin down specifics. “Redefine” and deliver on your “redefinition” of expectations.
9. Clarify Expectations
2008 NCWC
Hold yourself & others accountable. Take responsibility for results… good or bad, but don’t “over-own.”
OPPOSITE
To deny responsibility; to fail to own up.
COUNTERFEIT
Pretend to be responsible. Punish people instead of holding accountable. Fail to enforce consequences.
10. Practice Accountability
2008 NCWC
Understand. Diagnose. Listen quietly or repeat briefly what others say when a lot is at stake.
OPPOSITE
To speak first and listen last; or not listen at all.
COUNTERFEIT
Pretend to listen. Listen only to reply. Focus only on your agenda. Listen without understanding.
11. Listen First
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Do what you say. When commitments conflict ask “10 years from now, which one will I be glad I did?”
OPPOSITE
To break commitments or violate promises.
COUNTERFEIT
Be casual, vague, or elusive about commitments. Avoid commitments altogether.
12. Keep Commitments
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Trust abundantly those who have earned it. Extend trust conditionally to those who are earning it.
OPPOSITE
To withhold trust. To distrust everyone.
COUNTERFEIT
Give people responsibility, but not the authority or resources. Micromanage. “Snooper-vise.”
13. Extend Trust
2008 NCWC