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“Nothing is as fast as the speed of trust.” —Stephen M. R. Covey
Building Trust in Analytics Executive Workshop
Introductions
Getting to know each other1. Name—
--Kyle Wierenga – Director of Analytics at Aimia
2. What does my company do—--Loyalty program management--Utilizes analytics to help companies understand their customers better
3. Interesting fact about me--I served in the military as an Airborne Dietician
...Please introduce yourselves!
Elevator Speech--3 “BIG IDEAS”…
Trust is…1. Financial—
--has Economic Impact, not just social
2. “Currency” of New Economy—--#1 Leadership competency--one thing that changes Everything
3. Learnable Skill and Measureable --can learn trust behaviors
...Here today to Move the Needle on Performance!
Elevator Speech—Trust in Analytics
Building Trust in analytics requires1. Data Quality
--has a larger impact as you move up the analytics pyramid
2. Accepted Usage of Data--we must be trusted stewards of data
3. Predictions and Insights must be accurate--call out assumptions that could effect model performance
Integrity, Integrity, Integrity--Leaders must strive to have maximum integrity to build
trust
Employee Trust Levels
I feel safe in expressing my opinions openly without
fear of retribution.
We live by the principle that “my success is your success.”
People are treated fairly—favoritism is not a problem.
We do not undermine each other.
We make decisions based on the best ideas and information
rather than on office politics.
Source: FranklinCovey xQ Survey of 12,000 U.S. workers.
Percentage who agree with the statement:
The Case for Trust
2011 Gallup Study
• 22 million actively disengaged employees costing the American economy up to $350 billion per year in lost productivity
• the number 1 driver of engagement is the direct relationship of trust with one’s manager
• trust and engagement are mutually reinforcing - you cannot address disengagement issues without looking at trust issues
The work of leadership is to get results in a way that inspires trust.
“Above all, success in organizations requires two things: a winning competitive strategy and superb organizational execution. Distrust is the enemy of both.”
Robert Shaw, Trust in the Balance
Distrust Kills
(Strategy x Execution) = Results
(S x E) = R
Trust
T
Trust: The Hidden Variable
Trust: The Hidden Variable
Simon Sinek – First why and then trust
Simon Sinek - Trust
Do our systems and processes inspire trust? Does our brand symbolize trust?Do I trust myself?
Am I someone others can trust?
Simon Sinek – Trust:The very survival of human race depends on the ability to surround ourselves with people who believe what we believe, when this happens something remarkable happens, trust emerges – Simon Sinek
Trust, according to Simon is:A unique feeling, that is distinctly human Built upon a common set of values and beliefsCritical for humans because when trusts exists, we dare to take risks, experiment and explore because we know that somebody is watching our back
Workshop Exercise #1 - Working together• You have chartered a yacht with three friends, for the holiday trip of
a lifetime across the Atlantic Ocean. Because none of you have any previous sailing experience, you have hired an experienced skipper and two-person crew.
• Unfortunately in mid Atlantic a fierce fire breaks out in the ships galley and the skipper and crew have been lost whilst trying to fight the blaze. Much of the yacht is destroyed and is slowly sinking.
• Your location is unclear because vital navigational and radio equipment have been damaged in the fire. Your best estimate is that you are many hundreds of miles from the nearest landfall.
• You and your friends have managed to save 15 items, undamaged and intact after the fire. In addition, you have salvaged a four man rubber life craft and a box of matches.
Workshop Exercise #1 - Working together
• Your task is to rank the 15 items in terms of their importance for you, as you wait to be rescued. Place the number 1 by the most important item, the number 2 by the second most important and so forth until you have ranked all 15 items.
• Please take 10 minutes to rank the items 1-15 by yourself.
• Next lets break into groups of 3 and decide on 1-15 ratings by the group (20 minutes)
Workshop Exercise #1 - Working together
Coastguard expert analysis
• According to the experts, in this case the US Coastguard, the basic supplies needed when a person is stranded mid-ocean are articles to attract attention and aid survival until rescue arrives. A transatlantic trip takes roughly 20 days; significantly less with good winds and significantly more without them.
• Articles for navigation are of little importance since even if a small life raft were capable of reaching land, it would be impossible to store enough food and water to survive for that amount of time. Without signaling devices, there is almost no chance of being spotted and rescued.
• So, the list below is the ranking order of the items according to their importance to your survival:
Workshop Exercise #1 - AnswersItem Coastguard
RankingCoastguard Reasoning
A mosquito net 14 There are NO mosquitoes in the middle of the Atlantic Ocean and the netting is useless for anything else.
A can of Petrol 2 The second most critical item for signaling. The mixture will float on water and can be ignited using the matches.
A water container 3 Essential for collecting water to restore your lost fluids
A shaving mirror 1 One of your most powerful tools, because you can use it to signal your location by reflecting the sun
A sextant 15 Impractical without relevant tables or a chronometer
Emergency Rations 4 Valuable for basic food intake
A sea chart 13 Worthless without navigational equipment
Workshop Exercise #1 - AnswersA floating seat or cushion
9 Useful as a life preserver
A rope 8 Handy for tying equipment together, but not necessarily vital for survival
Some chocolate bars
6 A handy food supply
A waterproof sheet 5 Could be used for shelter, or to collect rainwater
A fishing rod 7 Potentially useful, but there is no guarantee that you're able to catch fish. Could also feasibly double as a tent pole
Shark Repellent 10 Potentially important when in the water
A bottle of rum 11 Could be useful as an antiseptic for treating injuries, but will only dehydrate you if you drink it
A VHF radio 12 Chances are that you're out of range of any signal, anyway
Workshop Exercise #1 - Scoring
• For each item, mark the number of points that your score differs from the Coastguard ranking and then add up all the points. Disregard plus or minus differences. The lower the total, the better your score.
0 - 25 Excellent You demonstrated great survival skills. Rescued!
26 - 32 Good Above average results. Good survival skills. Rescued!
33 - 45 Average Seasick, hungry and tired. Rescued!
46 - 55 Fair Dehydrated and barely alive. It was tough, but rescued!
56 - 70 Poor Rescued, but only just in time!
71+ Very Poor Oh dear, your empty raft is washed up on a beach, weeks after the search was called off.
Let’s take a break!
20 minute break
Please return on time
5 Waves of Trust
SELF TRUST
Credibility
RELATIONSHIP TRUST (Your Accounts)
Behavior
ORGANIZATIONALTRUST
Alignment
MARKET TRUST
Reputation
SOCIETAL TRUST
ContributionDo our systems and processes inspire trust? Does our brand symbolize trust?Do I trust myself?
Am I someone others can trust?
There are various layers or waves of trust to which today’s leaders must be attuned: Self Trust, Relationship Trust, Organizational Trust, Market Trust, and Societal trust.
5 Waves of Trust
Do our systems and processes inspire trust? Does our brand symbolize trust?Do I trust myself?
Am I someone others can trust?
The 4 Cores of Credibility
Self Trust
The 4 Core Elements of Credibility
The 4 Core Elements of Credibility
19
High- and Low-Trust Behaviors
Think of a high-trust relationship you have. Who is it with? Describe what this person does to build trust.
Relationship Trust
Think of a low-trust relationship you have. Who is it with? Describe what this person does to lower your
level of trust.
What’s the cost of the contrast?
Not all Deposits and Withdrawals are equal
Relationship Trust
“It takes 20 years to build a reputation and 5 minutes to ruin it. If you think about that, you’ll do things differently.”
Warren Buffet, CEOBerkshire Hathaway
The 13 Behaviors of High-Trust Leaders
1. Talk Straight2. Demonstrate
Respect3. Create Transparency4. Right Wrongs5. Show Loyalty6. Deliver Results7. Get Better
8. Confront Reality9. Clarify Expectations10. Practice
Accountability11. Listen First12. Keep Commitments13. Extend Trust
Relationship Trust
The 13 Behaviors of High-Trust Leaders
1. Talk Straight Be honest. Tell the truth. Let people know where you stand. Use simple language. Call things what they are. Demonstrate integrity. Don’t manipulate people nor distort facts. Don’t spin the truth. Don’t leave false impressions.
“I look for three things in hiring people. The first is personal integrity, the second is intelligence, and the third is a high energy level. But if you don’t have the first, the second two don’t matter.”- Warren Buffett, CEO, Berkshire-HathawayRelationship Trust
The 13 Behaviors of High-Trust Leaders
2. Demonstrate RespectGenuinely care for others. Show you care. Respect the dignity of every person and every role. Treat everyone with respect, especially those who can’t do anything for you. Show kindness in the little things. Don’t fake caring. Don’t attempt to be “efficient” with people.
"If people know you care, it brings out the best in them."- Richard Branson, Founder, the Virgin Group
Relationship Trust
The 13 Behaviors of High-Trust Leaders
3. Create TransparencyTell the truth in a way people can verify. Get real and genuine. Be open and authentic. Err on the side of disclosure. Operate on the premise of, “What yousee is what you get.” Don’t have hidden agendas. Don’t hide information.
“Trust happens when leaders are transparent."- Jack Welch, Former CEO, G.E.
Relationship Trust
The 13 Behaviors of High-Trust Leaders
4. Right WrongsMake things right when you’re wrong. Apologize quickly. Make restitution where possible. Practice “service recoveries.” Demonstrate personal humility.Don’t cover things up. Don’t let personal pride get in the way of doing the right thing.
"What I call Level 5 leaders build enduring greatness through a paradoxical blend of personal humility and professional will."- Jim Collins Relationship Trust
The 13 Behaviors of High-Trust Leaders
5. Show LoyaltyGive credit to others. Speak about people as if they were present. Represent others who aren’t there to speak for themselves. Don’t badmouth others behindtheir backs. Don’t disclose others’ private information.
“If you want to retain those who are present, be loyal to those who are absent. The key to the many is the one."- Stephen R. CoveyRelationship Trust
The 13 Behaviors of High-Trust Leaders
6. Deliver ResultsEstablish a track record of results. Get the right things done. Make things happen. Accomplish what you’re hired to do. Be on time and within budget. Don’t overpromise and under deliver. Don’t make excuses for not delivering.
"There is no ambiguity around performance at Pepsi, which some people perceive as harsh. I see it as an important and necessary part of how you operate. You can't create a high trust culture unless people perform."- Craig Weatherup, former CEO, PepsiCoRelationship Trust
The 13 Behaviors of High-Trust Leaders
7. Get BetterContinuously improve. Increase your capabilities. Be a constant learner. Develop feedback systems—both formal and informal. Act upon the feedback you receive. Thank people for feedback. Don’t consider yourself above feedback. Don’t assume your knowledge and skills will be sufficient for tomorrow’s challenges.
“The illiterate of the 21st century will not be those who cannot read and write but those who cannot learn, unlearn, and relearn."- Alvin Toffler
Relationship Trust
The 13 Behaviors of High-Trust Leaders
8. Confront RealityTake issues head on, even the “undiscussables.” Address the tough stuff directly. Acknowledge the unsaid. Lead out courageously in conversation.Remove the “sword from their hands.” Don’t skirt the real issues. Don’t bury your head in the sand.
"We strive to tell everyone everything we can. We want a culture with open dialogue and straight answers. In terms of our work with employees, we have been direct with them even when they don't like the answer. Our goal is not to please everyone but instead for them to trust that what we tell them is the truth.” - Greg Brenneman, CEO, Continental Airlines
Relationship Trust
The 13 Behaviors of High-Trust Leaders
9. Clarify ExpectationsDisclose and reveal expectations. Discuss them. Validate them. Renegotiate them if needed and possible. Don’t violate expectations. Don’t assume thatexpectations are clear or shared.
"An individual without information cannot take responsibility. An individual who is giveninformation cannot help but take responsibility."- Jan Carlzon, former CEO, Scandinavian Airlines
Relationship Trust
The 13 Behaviors of High-Trust Leaders
10. Practice AccountabilityDisclose and reveal expectations. Discuss them. Validate them. Renegotiate them if needed and possible. Don’t violate expectations. Don’t assume thatexpectations are clear or shared.
“Few things can help an individual more than to place responsibility on him and to let him know that you trust him."- Booker T. WashingtonRelationship Trust
The 13 Behaviors of High-Trust Leaders
11. Listen FirstListen before you speak. Understand. Diagnose. Listen with your ears...and your eyes and heart. Find out what the most important behaviors are to the people you’re working with. Don’t assume you know what matters most to others. Don’t presume you have all the answers—or all the questions.
"Nothing beats personal, two-way communication for fostering cooperation and teamwork and for building an attitude of trust and understanding among employees."- Bill Packard, Co-Founder, Hewlett Packard
Relationship Trust
The 13 Behaviors of High-Trust Leaders
12. Keep Commitments Say what you’re going to do. Then do what you say you’re going to do. Make commitments carefully and keep them at all costs. Make keeping commitmentsthe symbol of your honor. Don’t break confidences. Don’t attempt to “PR” your way out of a commitment you’ve broken.
“Trust doesn’t mean they tell you everything. It doesn’t mean they don’t posture. But it means if they say, ‘We will do this,’ they will do it. It is credibility. It is integrity."- Scott Smith, Publisher, Chicago Tribune
Relationship Trust
The 13 Behaviors of High-Trust Leaders
13. Extend Trust Demonstrate a propensity to trust. Extend trust abundantly to those who have earned your trust. Extend trust conditionally to those who are earningyour trust. Learn how to appropriately extend trust to others based on the situation, risk, and character/competence of the people involved. But have a propensity to trust. Don’t withhold trust because there is risk involved."I have found that by trusting people until they prove themselves unworthy of that trust, a lot more happens."- Jim Burke, former CEO, Johnson & Johnson
Relationship Trust
Extending Smart Trust
30Relationship Trust
Trusts Everyone
Trusts No one
Trusts Self Only
Trusts Wisely
Restore Trust
When you have lost the trust of others…
Start with Self—Assess your 4 Cores and focus on strengthening weakest core.
Is relationship important? Apologize, take full responsibility, no “buts” Declare your intention Behave in ways that inspire trust. Keep Commitments
30Relationship Trust
33
The Organizational Trust Dividend
Total return to shareholders for organizations with high trust is almost 3x higher than that of organizations with low trust.
—Human Capital Index, Watson Wyatt Worldwide
Organizational Trust 38
Analytics and understanding trust
• Technology makes us blind to the people around us – we often cannot see or hear them, and as a result don’t recognize and understand the impact of decisions we may make.
• In fact, psychological tests show that when we cannot see or hear people with whom we may interact, we are more likely to treat them badly compared to when we can see or hear them
Organizational Trust 38
Analytics and understanding trust
• A large part of our communication today is done through email. As a result we lose the direct human interaction that helps to build trust and diminishes fulfillment because we may not always know the link between what are we doing and why are we doing it
Organizational Trust 38
The 4 core behaviors and My Organization
As with individuals, an organization’s credibility rests on 4 Cores:
Integrity Intent Capabilities Results
Organizational Trust
