Slide 1 : © 2004-2006 CoveyLink CoveyLink influencing influencers™ Leading at the Speed of Trust® For the
Pacific Northwest Association of Independent Schools
2008 Fall Heads Conference
Presented by Denis W. Stoddard Ph.D.
Tuesday October 28, 2008
New Book : New Book
The One Thing That Changes Everything : The One Thing That Changes Everything The ability to establish, grow, extend, and restore trust with all stakeholders – customers, suppliers, investors, and co-workers – is the key leadership competency of the new global economy.
The Trust Tax : The Trust Tax Trust = Speed Cost
The Trust Dividend : The Trust Dividend Trust = Speed Cost
High Trust is a Dividend : High Trust is a Dividend Total Return to Shareholders for organizations with high trust is almost _% higher than organizations with low trust
Watson Wyatt study, 2002
Distrust Kills : Distrust Kills “Above all, success in business [organizations] requires two things: a winning competitive strategy and superb organizational execution. Distrust is the enemy of both.”
Robert Shaw, Trust in the Balance
Getting Results : Getting Results _______ X ________ = Results __ x __ = R
The Impact of Trust : The Impact of Trust (Strategy x Execution) = Results
(S x E) = R
The Promise : 10 The Promise The purpose of this seminar is to explore how you, as a leader, can get results in a way that inspires trust.
Making the Shift : Making the Shift ____ ________ ______ Paradigm Shift Language Shift Behavior Shift TRUST
Defining Trust : Defining Trust 1. Trust is Confidence.
The opposite of trust is Suspicion.
2. Trust includes both Character & Competence.
Slide 13 : Competence The 4 Cores of Credibility Character 1.__________ 2. ________ 4. ________ 3. ___________ © 2004-2006 CoveyLink
Integrity Accelerators : Integrity Accelerators Make and keep Commitments to yourself
2. Stand for something
Be Open
Intent Accelerators : Intent Accelerators Consider your Motives
Open your Agenda
Choose Abundance
Capabilities Acclerators : Capabilities Acclerators Run with your STrengths (and with your purpose)
Keep yourself Relevant
Know where you're Going
Increasing Results : Increasing Results Take Responsibility for Results (not just activities)
Expect to Win
Finish strong
Slide 18 :
13 behaviors - Speed Learning Exercise : 13 behaviors - Speed Learning Exercise Pair up with a partner. One of you take the even numbered behaviors and one take the odd numbered behaviors.
After a brief review of your assigned behaviors (left hand column only), take turns explaining the behaviors in your own words to your partner.
Explain how each behavior builds trust.
Illustrate this behavior with an example from your everyday work life. 19
Character Behaviors : Character Behaviors Talk Straight
Demonstrate Respect
Create Transparency
Right Wrongs
Show Loyalty
Competence Behaviors : Competence Behaviors Deliver Results
Get Better
Confront Reality
Clarify Expectations
Practice Accountability
Character and Competence Behaviors : Character and Competence Behaviors Listen First
Keep Commitments
Extend Trust
SOLVE THE SCENARIOS : 23 SOLVE THE SCENARIOS Pair up with a partner.
Each select a different scenario.
Each review the 13 behaviors and select 2-3 that you believe will best solve your chosen scenario.
Take turns role playing out or talking through your chosen scenario using the 2-3 behaviors you selected as a guide.
PNAIS SCENARIOS : 24 PNAIS SCENARIOS You need to give performance feedback to a teacher at your school who gets defensive whenever you correct him. How can you do this in a way that will increase trust?
2. The Board and Head are struggling with a major issue of a very confidential nature and one Board member seems to be leaking information to other parents who are not on the Board. What do you do?
PNAIS SCENARIOS : 25 PNAIS SCENARIOS One of your faculty members has not kept a commitment to a parent and now the parent has contacted you. How will you respond – to both the parent and your faculty member?
It’s the third time this month you have been late to a weekly coordination meeting with your staff. What language of trust can you use?
PNAIS SCENARIOS : 26 PNAIS SCENARIOS 5. The Board Chair has arrived early for a Board meeting to tell you that several Board members have expressed concern over your not sharing some very important information with them. How will you respond to the Board’s concerns?
Slide 27 : Character Competence © 2004-2006 CoveyLink
The Smart Trust™ Matrix : The Smart Trust™ Matrix
Restoring Trust Approach: YOU LOST THEIR TRUST : Restoring Trust Approach: YOU LOST THEIR TRUST Start with Self, Practice Accountability.
Declare Your Intent.
Listen First, Demonstrate Respect.
Right Wrongs.
Signal Your Behavior.
Behave Your Way Out of the Problem.
Applying Restoring Trust (YOU LOST THEIR TRUST) : Applying Restoring Trust (YOU LOST THEIR TRUST) Identify a situation where a person has lost trust in you.
Loss = Character or Competence?
Their view of your 4 Cores?
How important is it to you?
Both willing to try to restore trust?
What will you do to increase trust?
When will you meet to start?
Restoring Trust Approach: THEY LOST YOUR TRUST : Restoring Trust Approach: THEY LOST YOUR TRUST Start with Self.
Demonstrate Respect.
Confront Reality and Talk Straight.
Listen First.
Clarify Expectations.
Extend Smart Trust.
Applying Restoring Trust (THEY LOST YOUR TRUST) : Applying Restoring Trust (THEY LOST YOUR TRUST) Identify a person you don’t trust.
Loss = Character or Competence?
Impact per 4 Cores?
How important is restoring trust?
Both willing to try to restore trust?
What do you want them to do?
How will you address this with him/her?
Language for Restoring Trust : Language for Restoring Trust “I lost confidence in you when _____ because _________________.”
“What will make things right is ____.”
“This is what I commit to do ______.”
“Going forward I will ____________.”
COMMITMENT : 34 COMMITMENT Review the 13 Behaviors and write down the commitment you will make to increase trust in your organization.
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