Trust

The moment there is suspicion about a person's motives, everything s/he does becomes tainted.

People trust people who make things happen.

If you think the problem is out there, that very thought is the problem.

People who say they can't are right.

Building self-confidence in others is a huge part of leadership.

Do we give people training on how our values actually translate into actual behavior?

How to Increase Your Integrity

1. Make and Keep Commitments to yourself.

2. Stand for Something

• Values

3. Be Open

• Do I believe the way I see the world is totally accurate?
• Do I seriously consider differing points of view?
• Do I believe there may be principles that I have not yet discovered?
• Do I value continual learning?

Stewardship Means: "a job with trust. I trust you to do the job, to get it done."

Motive is your reason for doing something. It's the "why" that motivates the "what."

It's what you intend to do or promote because of your motive.

Manifestation of motive and agenda.

How to Improve Intent:

1. Examine and Refine Your Motives

2. Declare Your Intent

3. Choose Abundance

Capable people are credible. The inspire trust.

Self assessment:

1. What capabilities do I have that make me credible and that inspire trust and confidence of others?

2. What experience have I had in developing capabilities that affects the confidence I have in myself?

3. What impact are factors such as technology and globalization having on the relevance of my current capabilities?

4. What is my attitude and approach toward improving my current capabilities and gaining new ones?

On the individual level, the problem is that many people aren't into the idea of continuous improvement. So they're working in a company and maybe they have been there for 15 years but instead of having 15 years of experience, they really have is only one of year of experience repeated 15 times.

How to increase your capabilities:

1. Run with your strengths (and with your purpose)

2. Keep Yourself Relevant

3. Know where you're going

Self Assessment

1. What kind of results am I currently producing? Do those results increase or diminish my personal credibility?

2. If I were considering hiring someone, to what extent would that person's track record and current performance influence my decision?

3. How good is my own track record? How likely would someone be to hire me based on it?

4. How good am I at identifying desired results and executing effectively to accomplish those results? Does my performance inspire confidence and trust?

How to improve your results:

1. Take responsibility for results

2. Expect to Win

3. Finish Strong

Trust is a Function of These Two things

Capabilities / Skills

Motive / Intent

Trust Means Confidence

Credibility is something that you can do something about.

Think about a person with whom you have a high trust relationship.

Describe this relationship.

What's it like?

How does it feel?

How well do you communicate?

How quickly can you get things done?

How much do you enjoy this relationship?

Giving Back

Company Brand

Enforcer or Tax

Consistent

Confidence

Do I trust myself?

Am I someone others can trust?

Integrity Core 1

Employee Trust

Are you congruent?

Myth

Reality

World Trust

Intent Core 2

Trust is soft.

Intent is a matter of the heart

Capabilities Core 3

What's your agenda?

Trust is hard, real, and quantifiable. It measurable affect both speed and cost.

Are you relevant

Trust is slow.

Results Core 4

Integrity is more than compliance with rules. It is more than honesty, it includes congruence, humility, and courage.

• Congruence

To live in harmony with your deepest values and beliefs. You walk your walk.

• Humility

To stand firmly for principles, especially in the face of opposition. You are more concerned with what is right than with being right.

• Courage

To act according to principles. You do the right thing-especially when it's hard to do.

51% of employees have trust and confidence in senior management

36% of employees believe their leaders act with honesty and integrity

76% have of employees have observed illegal or unethical conduct on the job.

The #1 reason people leave their job is a bad relationship with their boss.

Nothing is as fast as the speed of trust.

What's your track record?

You either have trust or you don't.

Americans 34%

Latin America 23%

Africa 18%

Great Britain 29%

Scandinavians 68%

Mexico 31%

Trust can be both created and destroyed.

Once lost, trust cannot be restored.

Capable people are credible. Capability is more than skill; it includes:

• Talents

What are my unique, native strengths?

• Attitudes

Do I approach work with energy and the determination to contribute?

• Skills

Do I continuously upgrade my skills?

• Knowledge

What am I doing to stay current and keep learning?

• Style

Does my style of doing things get in the way or ease the path?

Your intent is your plan or purpose - your motive, your agenda, your behavior.

• Motive

The motive that inspires the greatest trust is genuine caring - about people, your values, the quality of what you do.

• Agenda

The agenda that inspires the greatest trust is seeking mutual benefit - genuinely wanting what's best for everyone involved.

• Behavior

The behavior that best creates credibility is acting in the best interest of everyone.

Though difficult, in most cases lost trust can be restored.

Trusting people is too risky

Not trusting people is a greater risk.

Trust is established one person at a time.

Clearly, your credibility rests on results you get in your work. But because you can do everything right and still fail, make sure you define results accurately.

Include the Trust Tax/Trust Dividend in you definition of results. Immediate results might be be good, but if you achieve them in the wrong way, trust could suffer. Or results look bad, but your excellent effort still breeds a "Trust Dividend."

Choose to grow a transparent culture of learning and growing creates trust, even if mistakes are made and results suffer.

Establishing trust with the one establishes trust with the many.

Human Capital

Low Trust Causes Friction

High trust organizations out perform low trust organizations by 3 times

Am I a walking tax or a walking dividend?

Low trust is the greatest cost in life and in organizations, including families.

Low trust creates hidden agendas, politics, interpersonal conflict interdepartmental rivalries, win-lose thinking, defensive and protective communication.

Trust