Speed of Trust

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Presentation Transcript

Slide 1: 

© 2004-2006 CoveyLink CoveyLink influencing influencers™ Speed of Trust® Jeff Van Houten And Your Organization

Introductions : 

Introductions Jeff Van Houten DAD, Pacific West Area

Morning Recap : 

Morning Recap “The ability to establish, grow, extend, and restore trust is the key leadership competency of the new economy” Stephen M. R. Covey

Morning Recap : 

Morning Recap “In 2004 the share of Americans saying they trusted government fell to 47 percent, and this month a CBS News-New York Times poll put it at a rock-bottom 28 percent.” Sebastian Mallaby, Washington Post, 30 Oct 2006

Speed of Trust and Your Organization : 

Speed of Trust and Your Organization Working at ARS is like ….. Identify a functional quality of ARS. Identify an emotion or feeling that best describes your experience of ARS. Translate the functional quality and feeling into a car or a kitchen appliance that best describes your experience of ARS.

Slide 6: 

Competence The 4 Cores of Credibility Character 1. Integrity 2. Intent 4. Results 3. Capabilities © 2004-2006 CoveyLink

Morning Recap : 

Morning Recap Talk Straight Demonstrate Respect Create Transparency Right Wrongs Show Loyalty Integrity Intent Capabilities Results 6. Deliver Results 7. Get Better 8. Confront Reality 9. Clarify Expectations 10. Practice Accountability 11. Listen First 12. Keep Commitments 13. Extend Trust Character Competence Credibility Effective Leadership!

High Trust Culture : 

High Trust Culture Talk Straight Demonstrate Respect Create Transparency Right Wrongs Show Loyalty ORGANIZATION VALUES Integrity Intent Capabilities Results 6. Deliver Results 7. Get Better 8. Confront Reality 9. Clarify Expectations 10. Practice Accountability 11. Listen First 12. Keep Commitments 13. Extend Trust ORGANIZATION CULTURE Character Competence Organization Credibility

Trust Dividends : 

Trust Dividends Trust Dividends: High credibility Superior performance High employee morale High Trust Organizations are BETTER!

Trust Dividends : 

Trust Dividends 2007 Best Places to Work in America: Google Genentech Wegmens Food Market The Container Store Whole Foods Source: Fortune Magazine – 100 Best companies to work for in America

Trust Dividends : 

Trust Dividends Companies are selected for the Best Companies lists primarily on the basis of: Their employees' responses to the Trust Index©, a proprietary employee survey developed by the Great Place to Work® Institute. Their management’s responses to the Culture Audit©, a two part management questionnaire, also developed by the Great Place to Work® Institute.

Trust Dividends : 

Trust Dividends 2007 Best Places to Work in America: Trust Credibility Respect Fairness Camaraderie Pride Source: Fortune Magazine – 100 Best companies to work for in America

Trust Dividends : 

Trust Dividends Source:Russell Investment Group © Great Place to Work® Institute, Inc. Fortune "100 Best" vs. Stock Market 1998-2006

Trust Dividends : 

Trust Dividends Sustained results: Sustained growth & profitability. Sustained Product quality, reliability and price. Corporate citizenship in the community. “Best place to work” culture

Trust Dividends : 

Trust Dividends What are some Trust Dividends that your Location would benefit from? Improved responsiveness / Timeliness Improved employee morale Improved work quality / reduced errors Better Communications

Trust Dividends : 

Trust Dividends Who has the greatest influence on your Location’s credibility?

Trust Dividends : 

Trust Dividends

Trust Dividends : 

Trust Dividends Exercise #2: Identify Location issue or improvement opportunity Identify related behaviors using diagram Identify person who has greatest influence on this issue / opportunity Practice behaviors with that person Schedule call with buddy to discuss

Trust Dividends : 

Trust Dividends BREAK!!!

Trust Dividends : 

Trust Dividends High Trust Organizations are: Better places to work Better at delivering results Better at responding quickly to new challenges Better corporate citizens

Trust Characteristics : 

Trust Characteristics No Trust Low Trust Moderate Trust High Trust Extraordinary Trust

Low Trust Organizational Taxes : 

Low Trust Organizational Taxes Excessive layers of management Bureaucratic / overly complex policies, procedures and processes Wasted time and energy: hidden agendas, backbiting, gossip, CYA, rivalries, etc. Reduced employee engagement: “quit & stay” Excessive employee turnover Destructive time: undermining, sabotage, fraud

The Trust Tax : 

The Trust Tax Trust = Speed Cost

The Trust Dividend : 

The Trust Dividend Trust = Speed Cost

High Trust Organizational Dividends : 

High Trust Organizational Dividends Reduced Time & Cost to Deliver Service Improved Service Quality Stronger Teams Improved Collaboration Better Execution Better Employee Morale & Job Satisfaction

Who do you Trust? : 

Who do you Trust? What organizations do you trust and why to you trust them? Reliable, quality products Organization integrity, principles, and values Organization history, tradition and track record Customer service

Trusted Brands? : 

Trusted Brands?

Trusted Brands? : 

Trusted Brands?

Trust Obstacles : 

Trust Obstacles What gets in the way of you extending trust? Existing org culture & history We’ve always done it this way. Existing org structure That’s not my responsibility Systems & constructs Calls for greater accountability

Trust Obstacles : 

Trust Obstacles Calls for increased accountability lead to: “Too much checking and not enough doing” “Hardening of the auditors” Actions that “achieve the appearance of trustworthiness… through the institutionalization of distrust” The Crisis of Trust in Govt: Rhetoric or Reality, Speaking notes for Professor Paul G. Thomas

Trust Obstacles : 

Trust Obstacles How do you deal with these challenges? Reconcile need for accountability, high trust AND efficiency Communicate – talk about trust as an important organizational value Grass roots - Start small, start within your own organizations

Building Trust : 

Building Trust Exercise #3A: Identify an Agency improvement or trust opportunity Identify THREE related behaviors (using block diagram) that the Agency should practice. Identify each behavior by writing it clearly on 14”x16” post it pads at your table. (One behavior per sheet and include the behavior number). Stick your three behaviors on the wall above their corresponding number.

Building Trust : 

Building Trust Exercise #3B: Based on the three behaviors that received the most votes, each table selects one behavior, and identifies one recommended agency-wide activity using that behavior and contribute to an Agency Trust dividend. Facilitators will record the tables recommendation and report back to the room.

Become a Trust Advocate : 

Become a Trust Advocate “Trust becomes a performance multiplier only when the leader is prepared to go first.” Craig Weatherup, former CEO, PepsiCo

Close : 

Close © 2004, 2005 CoveyLink Recap Reminders Closing comments

Close : 

Close © 2004, 2005 CoveyLink

Close : 

Close © 2004, 2005 CoveyLink Recap Reminders Closing comments

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