The_Speed_of_Trust

Views:
 
Category: Education
     
 

Presentation Description

No description available.

Comments

Presentation Transcript

The Speed of Trust:

The Speed of Trust Based on the book by Stephen MR Covey 1

Trust – One Thing that changes every thing:

Trust – One Thing that changes every thing Trust means confidence When we trust people, we have confidence in them – in their integrity and in their abilities When we distrust people, we are suspicious of them The difference between high and low-trust relationships - palpable! In a high-trust relationship, we can say the wrong thing, and people will still understand us In a low-trust relationship, despite precise communication, people will still misinterpret us Relationships of all kinds - built on and sustained by trust, They can also be broken and destroyed by lack of trust Trust in others depends - how much we trust ourselves 2 NTPC

Trust – One Thing that changes every thing:

Trust – One Thing that changes every thing If we can’t trust ourselves, we’ll have a hard time trusting others, a personal incongruence - often the source of our suspicions about others We judge ourselves by our intentions and others by their behavior One of the fastest ways to restore trust - to make and keep commitments to ourselves and to others Trust affects two outcomes – speed and cost When trust goes up, speed also goes up and costs go down When Trust goes down, speed also goes down and costs go up 3 NTPC

Trust issues affect everyone:

Trust issues affect everyone People repeatedly hear expressions of frustrations and discouragement such as these: I can’t stand the politics at work. I feel sabotaged by my peers. It seems like everyone is out for himself and will do anything to get ahead. I’ve already burned in the past. How can I ever trust anyone enough to have a real relationship? I work in an organization that’s bogged down with bureaucracy. It takes forever to get anything done. I have to get authorization to buy a pencil! The older my children get, the less they listen to me. What can I do? 4 NTPC

Trust issues affect everyone:

I feel like my contributions at work are hardly ever recognized or valued. I foolishly violated the trust of someone who was supremely important to me. If I could “rewind” and make the decision differently, I would it in heartbeat. But I can’t. Will I ever be able to rebuild the relationship? I have to walk on the eggshells to work. If I say what I really think, I’ll get fired…or at least made irrelevant. My boss micromanages me and everyone at work. He treats us all like we all can’t be trusted. All scandals, corruption, and ethical violations in our society today, I feel like someone has pulled the rug out from under me. I don’t know what-or who-to trust anymore. Trust issues affect everyone 5 NTPC

Getting a handle on trust:

Getting a handle on trust Trust - confidence . Opposite of trust- distrust- suspicion Trust in people - confidence in them-in their integrity and in their abilities. Distrust in people - Suspicious of them-of their integrity, their agenda, their capabilities etc Experiences that are built on trust and those that are not – difference not small - dramatic 6 NTPC

The Hidden Variable:

The Hidden Variable Many times reality is hidden from view How present and pervasive the impact of trust is in every relationship, in every organization, every interaction…in every moment of life. But once people put on “Trust glasses” they see what’s going on under the surface, it immediately impacts their ability to increase their effectiveness in every dimension of life. S X E = R (Strategy times Execution equals Results) (S X E)T = R ([Strategy times Execution] multiplied by Trust equals Result), T the hidden variable in formula for organizational success, T may be low trust tax or high trust dividend 7 NTPC

Trust Myths and Reality:

Trust Myths and Reality Myth Reality Trust is soft. Trust is hard , real and quantifiable. It measurably affects both speed and cost. 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. You either have trust or you don’t. Trust can be both created or destroyed. Once lost, trust cannot be restored. Though difficult, in most cases lost trust can be restored. You can’t teach trust. Trust can be effectively taught and learned, and it can become a leverage able, strategic and advantage Trusting people is too risky. Not trusting people is a greater risk. Trust is established one person at a time. Establishing trust with one establishes trust with many. 8 NTPC

We can do something about Trust:

We can do something about Trust Trust - two dimensions – both vital - in balance Character (integrity, motive, intent) - a constant - necessary for trust under any circumstances Competence (capabilities, skills, results, track record) – situational - depends on what the circumstances require Trust encompasses ethics Trust – most powerful form of motivation Top responsibility at work – build trust Placing responsibility on individual – showing trust in him People – want to be trusted, respond to trust, thrive on trust We – need to get good at – establishing, extending, restoring trust – most effective way of relating to and working with others to get results (not as a manipulative technique) 9 NTPC

The Five Waves of Trust:

The Five Waves of Trust Model - driven from the “ripple effect” metaphor – interdependent nature of trust – flows from inside to outside The first wave, Self Trust , deals with the confidence we have in ourselves – in our ability to set and achieve goals, to keep commitments, to walk our talk – and also with our ability to inspire trust in others The second wave, Relationship Trust , about how to establish and increase trust vis-a-vis others The third wave, Organizational Trust , deals with how leaders can generate trust in different organizations The fourth wave, Market Trust , reflects the trust customers, investors, and others in the marketplace have in the company The fifth wave, Societal Trust , about creating value for others and for society at large 10 NTPC

Self-Trust:

Self-Trust The First Wave of Trust 11 NTPC

The First Wave of Trust - Self-Trust:

The First Wave of Trust - Self-Trust We try to become a person - worthy of trust The first wave of trust – self trust – all about credibility It’s about developing the integrity, intent, capabilities, and results that make us believable, both to ourselves and to others Boils down to two simple questions: Do I trust myself? Am I someone others can trust? Credibility - four building blocks, integrity, intent, capabilities and results 12 NTPC

The First Wave of Trust - Self-Trust – Core 1 - Integrity:

Integrity means honesty, telling the truth, and in the process, leaving the right impression Congruence, Person has integrity when there is no gap between intent and behavior… when he or she is the same – inside and out Humility, Humble person is more concerned about what is right than about being right, about acting on good ideas than having the ideas, about embracing new truth than defending outdated positions, about recognizing contribution than being recognized for making it Courage, We must have the courage to do the right thing even when it is difficult Openness, inspires credibility and trust, closed mindset fosters suspicion and mistrust The First Wave of Trust - Self-Trust – Core 1 - Integrity 13 NTPC

The First Wave of Trust - Self Trust - Core 2 – Intent:

The First Wave of Trust - Self Trust - Core 2 – Intent Intent grows out of character - People often distrust us because of the conclusions they draw about what we do – important - to actively influence the conclusions others draw by “declaring our intent” Intent has three dimensions - motive, agenda, and behavior Motive - the reason for doing something - the motive is laudable, trust increases - motive that inspires the greatest trust is genuine caring Agenda grows out of motive - agenda that generally inspires the greatest trust - genuinely wanting what is best for everyone involved Behavior - the manifestation of motive and agenda - behavior that best creates credibility and inspires trust - acting in the best interest of others 14 NTPC

The First Wave of Trust – Self Trust - Core 3 – Capabilities:

The First Wave of Trust – Self Trust - Core 3 – Capabilities Capabilities – branches of tree – produce the fruits / Results One way to think about various dimensions of Capabilities – use the acronym – TASKS - Talent, Attitude, Skills, Knowledge and Style Talents: Our natural gifts and strengths Attitudes : Represent our paradigms – our ways of seeing, as well as our ways of being towards work, life, learning, our abilities and opportunities to contribute Skills: Our proficiencies, the things we can do well 15 NTPC

The First Wave of Trust – Self Trust - Core 3 – Capabilities:

The First Wave of Trust – Self Trust - Core 3 – Capabilities Knowledge: Represents our learning, insight, understanding, and awareness Style: Represents our unique approach and personality Enhance Credibility – increasing capabilities Run with your Strength Keep yourself relevant Know where are You going 16 NTPC

The First Wave of Trust – Self Trust - Core 4 - Results:

The First Wave of Trust – Self Trust - Core 4 - Results Results Matter - give clout Three key indicators of evaluating Results Past / Present / Future Performance How to improve results Take responsibility for results Expect to win Finish Strong To increase trust - effective communication of results - people become aware of them 17 NTPC

Relationship Trust:

Relationship Trust The Second Wave of Trust 18 NTPC

The Second Wave of Trust - Relationship Trust:

The Second Wave of Trust - Relationship Trust Key Principle - Behavior – Consistent Behavior More specifically about 13 behaviors – common to high trust leaders and people through out the world All 13 behaviors require combination of both character and competence – First five based on character, second five based on competence and last three almost equal mix of both These behaviors do not build trust – but the opposite or counterfeit of each behavior create the biggest withdrawal / mistrust These Behaviors – Actionable & Universal 19 NTPC

The 13 behaviors driving relationship Trust – Second Wave of Trust:

The 13 behaviors driving relationship Trust – Second Wave of Trust 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 20 NTPC

The 13 behaviors driving relationship Trust – Second Wave of Trust:

The 13 behaviors driving relationship Trust – Second Wave of Trust Behavior 1 : Talk Straight Communicate clearly – avoid misunderstanding Counterfeit Behavior - Withholding information , double-talk, flattery, spin Opposite behavior - lie or to deceive Be Honest – don’t manipulate , distort facts or leave false impression 21 NTPC

The 13 behaviors driving relationship Trust – Second Wave of Trust:

The 13 behaviors driving relationship Trust – Second Wave of Trust Behavior 2: Demonstrate Respect Show respect, fairness, kindness, love, and civility to individuals. The opposite behavior - showing disrespect, or not showing people we care – both at work and at home The counterfeit - to fake respect or concern, or to show respect and concern for some those who can do something for you, but not for all those who can’t 22 NTPC

The 13 behaviors driving relationship Trust – Second Wave of Trust:

The 13 behaviors driving relationship Trust – Second Wave of Trust Behavior 3: Create Transparency Being open, real and genuine and telling the truth in a way people can verify Based on the principles of honesty, openness, integrity, and authenticity Opposite of this behavior - to hide, cover or obscure - hidden agendas, hidden meanings, hidden objectives Counterfeit of this behavior – illusion, pretending things - “seeming” rather than “being,” making things appear different than they really are 23 NTPC

The 13 behaviors driving relationship Trust – Second Wave of Trust:

The 13 behaviors driving relationship Trust – Second Wave of Trust Behavior 4: Right Wrongs Make amends or reinstatement More than simply apologizing - making up and doing what we can to correct the mistake This behavior is based on the principles of humility, integrity, and restitution Opposite - to deny or justify wrongs, to rationalize wrongful behavior, or to fail to admit mistakes until we are forced to do so - involves ego and pride Counterfeit behavior - to cover up, trying to hide a mistake, as opposed to repairing it 24 NTPC

The 13 behaviors driving relationship Trust – Second Wave of Trust:

The 13 behaviors driving relationship Trust – Second Wave of Trust Behavior 5: Show Loyalty Based on the principles of integrity, loyalty, gratitude and recognition - we must give credit to others, acknowledge them for their part in bringing about results Opposite of giving credit - taking credit The counterfeit of giving credit - appearing to give credit to someone when they’re with us, but downplaying their contribution and taking all the credit when they’re not there The second dimension of Show Loyalty - to speak about others as if they are present The counterfeit of this behavior - indulging in sweet-talk in front of people and bad-mouthing them behind their backs 25 NTPC

The 13 behaviors driving relationship Trust – Second Wave of Trust:

The 13 behaviors driving relationship Trust – Second Wave of Trust Behavior 6: Deliver Results This behavior grows out of the principles of responsibility, accountability, and performance The opposite behavior - performing poorly or failing to deliver The counterfeit - engaging in activities instead of delivering results Results - always judged in relation to expectations - It is important in each situation to define the results that will build trust, and then deliver those results – consistently, on time, and within budget We must make sure we thoroughly understand the expectation - If we really want to build trust, we have to know what “results” mean to the person to whom we are delivering To over-promise and under deliver will lead to depletion of trust With customers or with coworkers, we must try to anticipate needs in advance and deliver before the requests even come 26 NTPC

The 13 behaviors driving relationship Trust – Second Wave of Trust:

The 13 behaviors driving relationship Trust – Second Wave of Trust Behavior 7: Get Better Based on the principles of continuous improvement, learning, and change - When people see us as a learning, growing, renewing person, they develop confidence in our ability to succeed in a rapidly changing environment, enabling us to build high-trust relationships and move really fast Two common counterfeits The first - being the “eternal student,” the person who is always learning but never producing, The second - trying to force-fit everything into whatever we are good at doing In seeking to get better, there are two strategies that are particularly helpful : seek feedback, and learn from mistakes The next time we make a mistake, rather than agonizing over it, we must identify the learning from it and ways we can improve our approach to get different results next time We must also encourage others to take appropriate risks and to learn from failure 27 NTPC

The 13 behaviors driving relationship Trust – Second Wave of Trust:

The 13 behaviors driving relationship Trust – Second Wave of Trust Behavior 8: Confront Reality About taking the tough issues head-on- sharing the bad news as well as the good Confronting reality implies demonstrating courage, responsibility, awareness, and respect The opposite of this behavior is to ignore it, to act as though it doesn’t exist. The counterfeit - to act as though we are confronting reality when we are actually evading it, i.e., skirting the real issues When we openly confront reality, we facilitate open interaction and fast achievement. Instead of having to wrestle with all the hard issues on our own while trying to paint a rosy picture for everyone else, we actually engage the creativity, capability and synergy of others in solving those issues Ideas flow freely. Innovation and collaboration take place. Solutions come much faster and better, and are implemented with the understanding, buy-in, and often the excitement of others involved in the problem-solving process 28 NTPC

The 13 behaviors driving relationship Trust – Second Wave of Trust:

The 13 behaviors driving relationship Trust – Second Wave of Trust Behavior 9: Clarify Expectations Based on the principles of clarity, responsibility, and accountability The opposite of this behavior - to leave expectations undefined – to assume they’re already known or to fail to disclose them so there is no shared vision of the desired outcomes - When results are delivered but not valued, everyone is disappointed and trust declines The counterfeit behavior - to pretend to be clarifying expectations, but not doing enough to pin down the specifics that facilitate meaningful accountability - or it’s going with situational expectations that shift based on people’s memories or interpretations, or what is convenient at the time In every interaction there are expectations. - the degree to which these expectations are met or violated, affects trust. In fact, un-clarified expectations are often the cause of broken trust 29 NTPC

The 13 behaviors driving relationship Trust – Second Wave of Trust:

The 13 behaviors driving relationship Trust – Second Wave of Trust Behavior 10: Practice Accountability Two key dimensions - first is to hold ourselves accountable; the second is to hold others accountable Trust results when people know that everyone will be held to certain standards. - When leaders don't hold people accountable, it creates a sense of disappointment, inequity, and insecurity When things go wrong and we find ourselves blaming or accusing others, we must draw back and ask, how we can stop this At work, we must practice accountability by holding our direct reports accountable for their actions - We must clarify our expectations first so that everyone knows what they’re accountable for and by when We must look for ways to create an environment of accountability in our home 30 NTPC

The 13 behaviors driving relationship Trust – Second Wave of Trust:

The 13 behaviors driving relationship Trust – Second Wave of Trust Behavior 11: Listen First It’s vital to listen, to understand first - otherwise we may be acting on assumptions that are totally incorrect – acting in ways that turn out to be embarrassing and counterproductive The principles behind this behavior include understanding, respect and mutual benefit The opposite - to speak first and listen last – or not to listen at all It’s going ahead with our agenda without considering whether others may have perspectives that could influence what we have to say The counterfeit - pretend to be listening, while thinking about our reply and just waiting for our turn to speak - or it’s listening without understanding Listening is not just hearing what is said - Research shows that face-to-face communication regarding attitudes and feelings is 7 percent what people say, 38 percent how they say it, and 55 percent body language. So Listen First means to listen not only with ears, but also with the eyes and the heart. Listen First also means to listen to ourselves, to our gut feelings, our own inner voice, before we decide and act. 31 NTPC

The 13 behaviors driving relationship Trust – Second Wave of Trust:

The 13 behaviors driving relationship Trust – Second Wave of Trust Behavior 12: Keep Commitments Quickest way to build trust in any relationship To break commitments or violate promises - the quickest way to destroy trust The counterfeit of this behavior - to make commitments that are so vague or elusive that nobody can pin us down - Alternatively, we are so afraid of breaking commitments that we don’t even make any in the first place Keeping commitments - based on the principles of integrity, performance, courage, and humility It’s the perfect balance of character and competence Particularly, it involves integrity (character) and the ability to do what we say we are going to do (competence) 32 NTPC

The 13 behaviors driving relationship Trust – Second Wave of Trust:

The 13 behaviors driving relationship Trust – Second Wave of Trust Behavior 13: Extend Trust Based on the principles of empowerment, reciprocity, and a fundamental belief that most people are capable of being trusted, want to be trusted, and will do well when trust is extended to them Opposite of this behavior - to withhold trust The counterfeit of Extend Trust takes two forms The first is extending “false trust,” i.e., giving people the responsibility, but not the authority or resources, to get a task done The second is extending “fake trust” – acting like we trust someone when we really don’t 33 NTPC

Organisational Trust:

Organisational Trust The Third Wave of Trust 34 NTPC

Organizational Trust – Third Wave of Trust:

Organizational Trust – Third Wave of Trust In Low trust organizations People manipulate or distort facts People withhold and hoard information Getting the credit is very important People spin the truth to their advantage New ideas are resisted and stifled Mistakes are covered up or covered over There are numerous “meetings after the meetings” There are many “un- discussables ” People tend to over-promise and under-deliver There is low energy level People often feel unproductive tension - fear 35 NTPC

Organizational Trust – Third Wave of Trust:

Organizational Trust – Third Wave of Trust In High trust organizations People are candid and authentic Information is shared openly People are willing to share credit Transparency is a practiced value New ideas are welcome Mistakes are tolerated and encouraged as a way of learning. There are few “meetings after the meetings” People talk straight and confront real issues There is a high degree of accountability There is high energy level 36 NTPC

Organizational Trust – Third Wave of Trust :

Organizational Trust – Third Wave of Trust Key principle – Manifestation of alignment Policies of organizations Organizational Symbols that build and communicate high trust HP Trusts its Employees Nordstrom Policy Manual – one card policy Dell Chairman & CEO office 37 NTPC

Organizational Trust – Third Wave of Trust:

Organizational Trust – Third Wave of Trust Low trust organizations - Taxes High trust organizations - Dividends Redundancy Beurocracy Politics Disengagement Turnover Churn Fraud Increased Value Accelerated Growth Enhanced Innovation Improved Collaboration Stronger Partnering Better Execution Heightened Loyalty Taxes & Dividends 38 NTPC

The Market Trust:

The Market Trust The Fourth Wave of Trust 39 NTPC

Market trust – Fourth Wave of Trust :

Market trust – Fourth Wave of Trust Underlying principle – Brand or Reputation Trust that makes us want to buy a company’s products or services Corporate brands - important not only to companies but also to other organizational entities, including governments, charities, hospitals and cities Brands - judged, based on people’s perceptions When brands - perceived to be trustworthy, they generate a strong competitive advantage for the company 40 NTPC

Market trust – Fourth Wave of Trust :

Market trust – Fourth Wave of Trust Brand Matters on Every Level The Compelling Evidence The Country tax and Industry Tax The Speed of Trust in building (or destroying) Reputation Process of Building a Brand Talk Straight, Create Transparency, Listen First Walking Tax or Walking Dividend 41 NTPC

Societal Trust:

Societal Trust The Fifth Wave of Trust 42 NTPC

The Fifth Wave of Trust - Societal trust:

The Fifth Wave of Trust - Societal trust Principle underlying this wave - contribution Trust - an integral part of the fabric of our society Hard to imagine a world without trust Heavy costs are incurred by a closed, low-trust society On the other hand, several benefits are reaped by a high-trust society These include shared knowledge, medical breakthroughs, technological advances, economic partnerships, and cultural exchanges In a high-trust society, there’s more for everyone There are more options and opportunities. People interact with less friction, resulting in greater speed and lower cost Global Citizenship 43 NTPC

The Fifth Wave of Trust - Societal trust - Summery & Challenges:

The Fifth Wave of Trust - Societal trust - Summery & Challenges Four Cores and 13 behaviors – Tools to establish or restore Trust in every context Main principle of establishing organizational trust – alignment – ensuring that all structures and symbols in harmony with the cores and behaviors – builds trust within internal stakeholders Main principle of establishing market trust – reputation or brand image – using the cores and behaviors to create credibility that inspires the trust of external stakeholders Main principle of establishing Societal trust – contribution – demonstrating the intent to give back 44 NTPC

Inspiring Trust, Extending Smart Trust, Restoring Trust:

Inspiring Trust, Extending Smart Trust, Restoring Trust Job of Leader – to inspire trust – prime differentiator between a manager and leader Bell Curve of Trust – distrust (Suspicion), Smart Trust (Judgment), Blind Trust (Gullibility) Smart trust – function of two factors – propensity to trust (a matter of heart – suspicious, guarded, abundant) and analysis (matter of mind – opportunity, risk, credibility) Smart Trust Matrix – many trusted managers never become leaders – don’t know to extend smart trust Restoring Trust – challenge – opportunity – No quick judgment – No quick forgiveness – prioritize Smart Trust Matrix 45 NTPC

Conclusion:

Conclusion By contributing or “giving back,” we counteract the suspicion, cynicism, and low-trust that exist within our society - We also inspire others to create value and contribute. Without trust, there is no open society, Without trust, there can also be no flat world, because it is trust that allows us to take down walls, remove barriers and eliminate friction at borders. Trust is essential for a flat world…. The ability to establish, grow, extend and restore trust with all stakeholders- customers, business partners, investors, and coworkers is key leadership competency of the new global economy. 46 NTPC

SPEED TRUST COST:

SPEED TRUST COST 47 NTPC

THANKS:

THANKS 48 NTPC

Smart Trust Matrix:

Smart Trust Matrix Back 49 NTPC

A Summary of taxes And Dividends:

A Summary of taxes And Dividends The 80% Tax (Nonexistent Trust) In the organization… In personal relationships… Dysfunctional environment and toxic culture (open warfare, sabotage, grievances, lawsuits, criminal behavior) Militant stakeholders Intense micromanagement Redundant hierarchy Punishing systems and structures Dysfunctional relationships Hot, angry confrontations or cold, bitter withdrawal Defensive posturing and legal positioning (I’ll see you in court) Labeling of others as enemies or allies Verbal, emotional, and/or physical abuse BACK 50 NTPC

A Summary of taxes And Dividends:

The 60% Tax (Very Low Trust) In the organization… In personal relationship… Unhealthy working environment Unhappy employees and stakeholders Intense political atmosphere with clear camps and parties Excessive time wasted defending positions and decisions Painful micromanagement and bureaucracy Hostile behaviors (yelling, blaming, accusing etc.) followed by periods of brief contrition Guarded communication Constant worrying and suspicion Mistakes remembered and used as weapons Real issues not surfaced or dealt with effectively A Summary of taxes And Dividends BACK 51 NTPC

A Summary of taxes And Dividends:

The 40% Tax (Low Trust) In the organization… In personal relationship… Common “CYA” behavior Hidden agendas Militant stakeholders Political camps with allies and enemies Many dissatisfied employees and stakeholders Bureaucracy and redundancy in systems and structures Energy draining and joyless interactions Evidence gathering of other party’s weakness and mistakes Doubt about other’s relaibility or commitment Hidden agendas Guarded (often grudging) dispersing of information A Summary of taxes And Dividends BACK 52 NTPC

A Summary of taxes And Dividends:

The 20% Tax (Trust Issues) In the organization… In personal relationship… Some bureaucratic rules and procedures Unnecessary hierarchy Slow approvals Misaligned systems and structures Some dissatisfied employees and stakeholders Regular misunderstandings Concerns about intent and motive Intentions characterized by tension Communications colored by fear, uncertainty, doubt and worry Energy spent in maintaining (instead of growing) relationships A Summary of taxes And Dividends BACK 53 NTPC

A Summary of taxes And Dividends:

No Tax/No Dividend (Trust is Not an Issue) In the organization… In personal relationship… Healthy workplace Good communication Aligned structures and systems Few office politics Polite, cordial, healthy communications A focus on working together smoothly and efficiantly Mutual tolerance and acceptance No worries A Summary of taxes And Dividends BACK 54 NTPC

A Summary of taxes And Dividends:

The 20% Dividend (Trust is a Visible Asset) In the organization… In personal relationship… The focus is on work Effectiveness collaboration and execution Positive partnering relationships with employees and stakeholders helpful systems and structures Strong creativity and innovation Cooperative, close, vibrant relationships A focus on looking for and leveraging one another’s strengths Uplifting and positive communication Mistakes seen as learning opportunities and quickly forgiven Positive energy and people A Summary of taxes And Dividends BACK 55 NTPC

A Summary of taxes And Dividends:

The 40% Dividend (World-Class Trust) In the organization… In personal relationship… High collaboration and partnering Effortless communication Positive, transparent relationships with employees and all stakeholders Fully aligned systems and structures Strong innovation, engagement, confidence, and loyalty True joy in family and friendships characterized by caring and love Free, effortless communication Inspiring work done together and characterized by purpose, creativity excitement Completely open, transparent relationships Amazing energy creates by relationships A Summary of taxes And Dividends BACK 56 NTPC

authorStream Live Help