46
Portland, OR 2008 National Council of Work Centers Conference Northwest Region October 27-28, 2008 Teaming and Collaboration for Growth - Why and How to Work With the Competition Jeff Cleary Sr Consultant- FranklinCovey October 28, 2008

Nish - Speed OfTrust

  • Upload
    vazrak

  • View
    51

  • Download
    0

Embed Size (px)

Citation preview

Page 1: Nish - Speed OfTrust

Portland, OR

2008 National Council of Work Centers ConferenceNorthwest Region

October 27-28, 2008

Teaming and Collaboration for Growth -

Why and How to Work With the Competition

Jeff Cleary Sr Consultant-FranklinCovey

October 28, 2008

Page 2: Nish - Speed OfTrust

2008 NCWCPage 2

Why and How to Work With the Competition…the Case for Trust

• Combining Strengths gives a Competitive Advantage

– Meeting customer requirements for single contracts– Increasing opportunities for all of us– Employing more people with disabilities

• Creating Shared Purpose and Values Unites Us– Building Trust in our Relationships strengthens us– First Clarify our Shared Purpose and Values– Next, work to increase the level of Trust amongst us

Page 3: Nish - Speed OfTrust

2008 NCWC

About Stephen M. R. Covey

– Former CEO, Covey Leadership Center– Currently CEO of CoveyLink– Harvard MBA Author, The Speed of Trust– Internationally renowned keynote speaker

and organizational consultant on trust, leadership, ethics, and high performance.

– CoveyLink Mission: Build trust worldwide!– FranklinCovey Mission: Enable Greatness

in Individuals & Organizations everywhere

Page 4: Nish - Speed OfTrust

2008 NCWC

What Is Trust?

Trust is both a noun and a verb and can have several meanings. Our definition is: “Confidence born of the character and the competence of a person or an organization.” The opposite of trust is suspicion.

“What is trust? I could give a dictionary definition, but you know it when you feel it. Trust happens when leaders are transparent, candid, and keep their word. It’s that simple.”

—Jack Welch

Page 5: Nish - Speed OfTrust

The Case for Trust

“The ability to establish, extend, and restore trust with all stakeholders—customers, business partners,

investors, and co-workers—is the key leadership competency of the new global economy.”

—Stephen M. R. Covey

Page 6: Nish - Speed OfTrust

2008 NCWC

Trust Myths and Reality

Myth Reality

Trust is soft. Trust is hard and quantifiable.

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.

Trusting people is too risky. Not trusting people is a greater risk.

Trust is established one person at a time.

Establishing trust with the one establishes trust with the many.

Page 7: Nish - Speed OfTrust

2008 NCWC

Trust in Senior Managers is Low

Question 2004 2006

Employees have trust and confidence in the job of senior management.

51% 49%

Senior management behaves consistently with the company’s core values.

57% 55%

Source: Watson Wyatt’s WorkUSA® survey of 12,205 U.S. workers across all job levels/industries.

Page 8: Nish - Speed OfTrust

2008 NCWCPage 8

Trust Tax vs. Dividend

Page 9: Nish - Speed OfTrust

2008 NCWCPage 9

The 5 Waves of Trust

Page 10: Nish - Speed OfTrust

2008 NCWC

Self Trust: Build our Credibility

Self Trust

Page 11: Nish - Speed OfTrust

2008 NCWC

CHARACTER Integrity = Congruence, Humility, CourageIntent = Your Motive, Agenda, Behavior

COMPETENCEResults = Your Track Record

Capabilities = Your Talents, Attitudes, Skills, Knowledge, Style

The 4 Cores of Credibility

Page 12: Nish - Speed OfTrust

2008 NCWC

Self Trust Scenario

•Sal is an experienced project manager in a construction firm. Known for her no-nonsense management style, she has an excellent track record for getting projects finished and on budget. •Her team members get the job done: she sees to that. They don’t seem to last long, though—she’s had to replace a lot of people over the years—and the ones who stay with the firm rarely get promoted.

Page 13: Nish - Speed OfTrust

2008 NCWC

Scenario Discussion

Get into groups of three and using the Self Trust Builder Form, discuss how Sal could increase her credibility with her team using the 4 Cores as Guidelines.

Page 14: Nish - Speed OfTrust

2008 NCWC

Page 15: Nish - Speed OfTrust

2008 NCWC

So what quick fix will it take to restore your complete trust in me?

Page 16: Nish - Speed OfTrust

2008 NCWC

Relationship Trust: Build, Extend & Restore Trust

Page 17: Nish - Speed OfTrust

2008 NCWC

Improve in applying the 13 Behaviors of High-Trust Leaders

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

Page 18: Nish - Speed OfTrust

2008 NCWC

“I’d like your honest, unbiased, and possibly career-ending opinion on something.”

Straight Talk???

Page 19: Nish - Speed OfTrust

2008 NCWC

Tips for Using the 13 Behaviors

• It’s inside out. If you’re wrong on the 4 Cores of Credibility, you’ll never succeed with the 13 Behaviors.

• Sequence matters. Some of the 13 Behaviors naturally come before others. 

• The 13 Behaviors are always used in combination.

• Any of the 13 Behaviors taken to the extreme can backfire. 

Page 20: Nish - Speed OfTrust

2008 NCWC

Extending Smart Trust

Propensity to Trust +Primarily a matter of

the heart—how you feel about others; your bias or willingness to trust them.

Analysis of the SituationPrimarily a matter of the

mind—how you understand a person’s Integrity, Intent, Results and Capabilities (plus the requirements of the situation and the risks involved.)

28

Page 21: Nish - Speed OfTrust

2008 NCWC

Extending Smart Trust

28Relationship Trust

Page 22: Nish - Speed OfTrust

2008 NCWC

Relationship Trust Builder Example

Page 23: Nish - Speed OfTrust

2008 NCWC

Which Behaviors?

•When shipments leave your work area, you personally make sure they meets quality standards. But the packaging team, who receives shipments from your group, has a 15 percent defect rate. •Marla, the manager of the packaging team, has told everyone that your group is causing the quality problems.

Page 24: Nish - Speed OfTrust

2008 NCWC

Page 25: Nish - Speed OfTrust

2008 NCWC

Organizational Trust: Build Trustworthy Systems

Page 26: Nish - Speed OfTrust

2008 NCWC

Organizational Dividends and Taxes

Page 27: Nish - Speed OfTrust

2008 NCWC

Build Trustworthy Systems

• “All Organizations are perfectly aligned to get the levels of Trust they get.” SMRC

• We need to examine our Structures & Systems and understand their impact on Trust.

• These, in turn, can become Symbols of Trust.• They carry disproportionate value because they

override rhetoric and communicate underlying paradigms to everyone in the organization.

Page 28: Nish - Speed OfTrust

2008 NCWC

“Keep up the good work, whatever it is,whoever you are.”

Page 29: Nish - Speed OfTrust

2008 NCWC

Organizational Change…

•If you find symbols of distrust in your organization; go back to your team and ask the “4-Cores” Questions as listed on pages #243-244. •Then, begin to create alignment by selecting and applying a few ideas, as listed on pages #244-245. (After addressing the “4-Cores” consider the degree to which you encourage the 13 Behaviors).•Remember that Systems nurture, encourage and sustain the behavior of most of the people, most of the time!

Page 30: Nish - Speed OfTrust

2008 NCWC

Organizational Trust Builder-p1

Page 31: Nish - Speed OfTrust

2008 NCWC

Organizational Trust Builder-p2

Page 32: Nish - Speed OfTrust

2008 NCWCPage 32

Jeff Cleary Sr Consultant

FranklinCovey

[email protected]

800-827-1776 x82131 (24/7 voicemail only)

972-342-7509 (cell phone)

Follow-up Questions

Page 33: Nish - Speed OfTrust

2008 NCWC

Be honest. Tell the truth. Let people know where you stand. Call things what they are.

OPPOSITE

To lie or deceive.

COUNTERFEIT

Beat around the bush, withhold information; engage in double-talking, posturing, “spinning”

1. Talk Straight

Page 34: Nish - Speed OfTrust

2008 NCWC

Genuinely care for others. Show you care. Respect the dignity of every person in every role.

OPPOSITE

To lack respect or concern for others.

COUNTERFEIT

Fake respect or concern; show respect for some, but not for all. Be “Efficient” with people.

2. Demonstrate Respect

Page 35: Nish - Speed OfTrust

2008 NCWC

Be open and authentic. Declare your intent. Admit mistakes. “What you see is what you get.”

OPPOSITE

To hide; to cover up; to obscure.

COUNTERFEIT

Have hidden agendas or deceitful objectives. Create illusions, pretend, “seem” rather than “be.”

3. Create Transparency

Page 36: Nish - Speed OfTrust

2008 NCWC

Apologize quickly. Make restitution where possible. Do what it takes to restore trust. Demonstrate humility.

OPPOSITE

To deny or justify wrongs; to rationalize your behavior.

COUNTERFEIT

Hide mistakes. Fail to admit mistakes until forced to; be humbled by circumstances instead of conscience.

4. Right Wrongs

Page 37: Nish - Speed OfTrust

2008 NCWC

Give credit to and recognize contributions of others. When you must talk about others, check your intent

OPPOSITE

To take all of the credit; to betray others.

COUNTERFEIT

Be two-faced. Sweet-talk people to their faces while badmouthing them behind their backs.

5. Show Loyalty

Page 38: Nish - Speed OfTrust

2008 NCWC

Establish a track record. Get right things done. Make things happen. Accomplish. Don’t make excuses.

OPPOSITE

To perform poorly or fail to deliver.

COUNTERFEIT

Deliver activities instead of results. Do busywork vs. real work. Overpromise and under deliver.

6. Deliver Results

Page 39: Nish - Speed OfTrust

2008 NCWC

Continuously improve your systems and processes. Be a constant learner. Develop feedback systems.

OPPOSITE

To deteriorate; to “rest on your laurels;” be irrelevant.

COUNTERFEIT

Make temporary “flavor of the month” improvements. Talk a good game about improving, but never do it.

7. Get Better

Page 40: Nish - Speed OfTrust

2008 NCWC

Address the “undiscussables” directly. Lead out courageously. Confront the reality not the person.

OPPOSITE

Ignore reality or act as though it doesn’t exist; denial.

COUNTERFEIT

Pretend to confront it while actually evading it. Focus attention on side issues while skirting the real issue

8. Confront Reality

Page 41: Nish - Speed OfTrust

2008 NCWC

Disclose your expectations. Discuss them. Validate don’t violate them. Renegotiate them if necessary.

OPPOSITE

To leave expectations undefined or unclear.

COUNTERFEIT

Guess. Fail to pin down specifics. “Redefine” and deliver on your “redefinition” of expectations.

9. Clarify Expectations

Page 42: Nish - Speed OfTrust

2008 NCWC

Hold yourself & others accountable. Take responsibility for results… good or bad, but don’t “over-own.”

OPPOSITE

To deny responsibility; to fail to own up.

COUNTERFEIT

Pretend to be responsible. Punish people instead of holding accountable. Fail to enforce consequences.

10. Practice Accountability

Page 43: Nish - Speed OfTrust

2008 NCWC

Understand. Diagnose. Listen quietly or repeat briefly what others say when a lot is at stake.

OPPOSITE

To speak first and listen last; or not listen at all.

COUNTERFEIT

Pretend to listen. Listen only to reply. Focus only on your agenda. Listen without understanding.

11. Listen First

Page 44: Nish - Speed OfTrust

2008 NCWC

Do what you say. When commitments conflict ask “10 years from now, which one will I be glad I did?”

OPPOSITE

To break commitments or violate promises.

COUNTERFEIT

Be casual, vague, or elusive about commitments. Avoid commitments altogether.

12. Keep Commitments

Page 45: Nish - Speed OfTrust

2008 NCWC

Trust abundantly those who have earned it. Extend trust conditionally to those who are earning it.

OPPOSITE

To withhold trust. To distrust everyone.

COUNTERFEIT

Give people responsibility, but not the authority or resources. Micromanage. “Snooper-vise.”

13. Extend Trust

Page 46: Nish - Speed OfTrust

2008 NCWC