Building TRUST: Unlock Relationships and Drive Results
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1 Building TRUST: Unlock Relationships and Drive Results Presented by: Beth Rudy Sr. Consultant Beth Rudy Senior Consultant Ph:
2 About Insight Management Consulting Organization and Leadership Development Offices in Maryland, Pennsylvania & Utah Helps individuals and organizations make positive, sustainable change Training Speaking Consulting Coaching
3 Our Suite Spot
4 About Me
5 The Day I Climbed a Wall
6 Lessons I learned on the Wall
7 Lessons I Learned on the Wall
8 TRUST is Foundational Trust is the foundation of real teamwork. Patrick Lencioni, The Five Dysfunctions of a Team
9 33%employees don t trust their employer. The lower you go in the organization the less trusting the people are. 64% of executives trust the company 51% of managers 48% of rank & file 2016 Edleman Trust Barometer
10 TRUST Builds Relationships Understand yourself Understand others Build effective relationships Ask me for a FREE Assessment Code!
11 TRUST Drives Results
12 Learning Objectives Understand the importance of Self-Trust Understand how to Build Relational Trust Understand the impact of Organizational Trust Inspire trustworthy leadership
13 Discussion: TRUST Think of someone you do not trust. What words would you use to describe them?
14 Discussion: TRUST Think of someone you trust. What words would you use to describe them?
15 Copyright 2015 Personify Leadership Sender Receiver Model
16 Signals Signals are all forms of non-verbal and verbal communication, actions and behaviors that indicate to others our intention.
17 What Signals Did He Send? What was the impact on: His personal life His team His organization John Stumpf, CEO Wells Fargo
18 What Signals Did He Send? What was the impact on: His personal life His team His organization Harvey Weinstein
19 It s important for CEO s to exhibit highly ethical behavior A. 80% B. 60% C.50% D.25% 2016 Edleman Trust Barometer
20 It s important for CEO s to exhibit highly ethical behavior A. 80% B. 60% C.50% 24% believed their own CEO actually does so. D.25% 2016 Edleman Trust Barometer
21 Self Trust The process of building trust begins with yourself, with what I call self trust, and with your own credibility, your own trustworthiness. If you think about it, it s hard to establish trust with others if you can t trust yourself. -Stephen M.R. Covey
22 Self Trust The 4 Cores of Credibility: 1.Integrity 2.Intent 3.Capabilities 4.Results Character Competence Copyright 2006, Covey The Speed of Trust
23 What Signals Do I Send? Leadership may have to come in a different package. It s got to be credible Overall, it s about credibility, walking the talk. -Anne Mulcah, Chairman and CEO, Xerox 1. Integrity 2. Intent 3. Capabilities 4. Results
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26 What Signals Do I Send? Little things count. Like when someone calls in to talk to a manager and his assistant says he is in a meeting when he is not. It s the little things that your employees notice -Frank VanderSloot, President and CEO, Melaeuca
27 What Signals Do I Send? You bend the rules for the senior leader who missed the deadline for open enrollment, but are unwilling to do the same for an employee who was going through a difficult personal situation.
28 What Signals Do I Send? People don t listen to you speak; they watch your feet. Trust is established through action -Hank Paulson, Chairman and CEO, Goldman Sachs
29 Are YOU Trustworthy? Am I honest? Do my actions align with my words? Are my intentions to look out for the best interest of others? Am I capable and confident? Do I have a proven track record? Am I consistent? Am I committed? Do I admit when I don t know something? When I mess up, do I fess up?
30 Relational Trust A team is not a group of people who work together. A team is a group of people who trust each other. -Simon Sinek
31 Relational Trust Confidence among team members that their peers intentions are good, and that there is no reason to be protective or careful around the group. In essence, teammates must get comfortable being vulnerable with one another. -Patrick Lencioni
32 TRUST is Foundational Copyright 2002 Five Behaviors
33 13 Ways to Build Relational Trust Character Traits 1. Talk Straight 2. Demonstrate Respect 3. Create Transparency 4. Right Wrongs 5. Show Loyalty Copyright 2006, Covey, The Speed of Trust
34 13 Ways to Build Relational Trust Competency Traits 6. Deliver Results 7. Get Better 8. Confront Reality 9. Clarify Expectations Copyright 2002, Lencioni, The Five Dysfunctions 10. Practice Accountability Copyright 2006, Covey, The Speed of Trust
35 13 Ways to Build Relational Trust Combined Traits 11. Listen First 12. Keep Commitments 13. Extend Trust Copyright 2006, Covey, The Speed of Trust
36 Relational Trust BANKING TRUST ntention + Acting on Behalf of Others Best Interest = TRUST Talk Straight Demonstrate Respect Create Transparency Right Wrongs Show Loyalty Deliver Results Get Better Confront Reality Clarify Expectations Practice Accountability Listen First Keep Commitments Extend Trust
37 Relational Trust WHAT DO WE TRUST? ntention + Acting on Behalf of Others Best Interest = TRUST TRUST is confidence among team members that their peers intentions are good, and that there is no reason to be protective or careful around the group. -Patrick Lencioni
38 Relational Trust WHAT DO WE TRUST? Intention + Acting on Behalf of Others Best Interest = TRUST
39 What Signals Did He Send? Given his track record I d be inclined to give him the benefit of the doubt. Ethics Professor, Wharton Business School Warren Buffett CEO Berkshire Hathaway
40 What Will You Do? 1. Talk Straight 8. Confront Reality 2. Demonstrate Respect 9. Clarify Expectations 3. Create Transparency 10.Practice Accountability 4. Right Wrongs 11.Listen First 5. Show Loyalty 12.Keep Commitments 6. Deliver Results 13.Extend Trust 7. Get Better Copyright 2006, Covey, The Speed of Trust To rebuild trust To maintain trust
41 Becoming a Trustworthy Leader I will take the following action to rebuild trust I will take the following action to maintain trust Beth Rudy Senior Consultant beth@findinsight.com Ph:
42 Discussion: Organizational Trust What does a culture of TRUST in the workplace look like to you?
43 Organizational Trust Information is shared openly Mistakes are tolerated and encouraged as a way of learning
44 Organizational Trust The culture is innovative and creative People are loyal to those who are absent
45 Organizational Trust There is real communication and collaboration People share credit abundantly
46 Organizational Trust There are few meetings after the meetings There is a high degree of accountability
47 Organizational Trust There is a palpable vitality and energy people can feel the positivity People are engaged, energized and empowered
48 HR As Trust Agents Trust agents make sure there is as much trust as possible between stakeholders: the organization, managers, workers, and government.
49 Be a Trustworthy Leader Leaders of solid trustworthy organizations experience the exhilarating and achieve exceptional results even in times of crisis because employees will go above and beyond for leaders WHO have their best interest at heart.
50 Questions
51 Beth Rudy Senior Consultant Ph:
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