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Speed of Trust

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by

Rob Ohlau

on 13 May 2016

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Transcript of Speed of Trust

Developing Trust with Others
Developing Trust with Someone who doesn't trust you
Extending Smart Trust
Getting those who don't trust others to extend trust to you
Restoring Trust when you've lost their trust
Restoring Trust when they've lost your trust
Speed of Trust
...the one thing that changes
EVERYTHING

How do we get there?
Speed of Trust 6 Key Processes
The 14th Trust Behavior
Relationship Trust is about how to establish and increase the "trust accounts" we have with each other.
By using these tools we can:
increase speed
lower cost
create value
establish/reestablish trust, and
maximize your influence & the influence of your organization
Sage advice from one of the greatest philosophers of our time.....
Speed
of
Trust
The very fundamental idea of 'trust' can be easily overlooked
in the day-to-day hustle and bustle of our work environment
Its not the "what"...its the "how"
Trust impacts us 24/7, 365 days a year. It undergirds and affects the quality of every relationship, every communication, every work project, every business venture, every effort in which we are engaged. It changes the quality of every present moment and alters the trajectory and outcome of every future moment of our lives
The One Thing That Changes Everything
Self Trust is built on the 4 Cores of Credibility
Relationship Trust
Action Plan
Relationships of all kinds are built on and sustained by trust.
They can also be broken and destroyed by lack of trust.
Trust in others depends on how much we trust ourselves.
If we can’t trust ourselves, we’ll have a hard time trusting others.
This personal incongruence is often the source of our suspicions about others.
FACTS:
A 2002 study by Watson Wyatt shows : total return to shareholders in high trust organizations is almost three times higher than the return in low trust organizations. That's a difference of nearly 300%!
The SPEED of Trust challenges the age-old assumption that trust is merely a soft, social virtue and instead demonstrates that trust is a hard-edged, economic driver—a learnable and measurable skill that makes organizations more profitable, people more promotable, and relationships more energizing.
Trust is a powerful accelerator to performance and when trust goes up, speed also goes up while cost comes down -- producing what CoveyLink calls a Trust Dividend.™
TRUST
Good News
Review the 13 Behaviors and write down the commitment you will make to increase trust in our school.
COMMITMENT
2
Withhold trust; fake trust and then snoopervise; give responsibility without authority
Break commitments; violate promises; make vague and elusive commitments
Don’t listen; speak first, listen last; pretend listen; listen without understanding
Don’t take responsibility;
It’s not my fault!”; don’t hold others accountable
Assume expectations or don’t disclose them; create vague and shifting expectations
Bury your head in the sand; focus on busywork while skirting the real issues
Deteriorate; don’t invest in improvement; force every problem into your one solution
Fail to deliver; deliver on activities, not results
Sell others out; take the credit yourself; sweet-talk people to their faces and bad-mouth them behind their backs
Don’t admit or repair mistakes; cover up mistakes
Withhold information; keep secrets; create illusions; pretend
Don’t care or don’t show you care; show disrespect or show respect only to those who can do something for you
Lie, spin, tell half-truths, double-talk, flatter
BOT
H
Practice Accountability
Clarify Expectations
Confront Reality
C
OMP
E
T
E
NC
E
Practice Accountability
Clarify Expectations
Confront Reality
Get Better
Deliver Results
CHARACTER
Show Loyalty
Right Wrongs
Create Transparency
Demonstrate Respect
Talk Straight
OPPOSITE /
COUNTERFEIT
CURRENT
PERFORMANCE
BEHAVIOR
CREATING AN ACTION PLAN – The Speed of Trust
Waves of Trust
Al Carey, former CEO Frito-Lay North America
The 5 waves of trust serves as a metaphor. It begins with each of us personally, expands into our organizations, extends to our community relationships, and extends to our global marketplace
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
There are 13 behaviors common to high trust leaders
Organizational Trust deals with how leaders can generate trust in all kinds of organizations. The key guiding principle here is "alignment" - leaders must walk the talk.
Market trust is the level at which almost everyone understands the impact of trust. The underlying principle behind this wave is "reputation". Its about the company brand AND your personal brand.

Starbucks has outstanding brand loyalty due to quality products, strong culture, and high community engagement.

Our partners should trust us as much as our customers do.
Societal Trust is about creating value for others and for society at large. Starbucks has huge trust dividends in this area. We cannot lose sight of this as we build on the other areas of trust
Do you know what the buzz is on you?
"Do or Do Not...there is no Try"
...sometimes the most profound things
are found in the simplest of places...
Objectives:
Intro Speed of Trust
Review Key Aspects
4 Cores of Credibility
13 Trust Behaviors
6 Key Processes
Linkage to Leadership Competencies
Action Plan & Bringing it to life
If we're going to bring the Starbucks Leadership Framework to life and integrate it into our culture. Trust should be the cornerstone of that foundation.
Activity:
Team Character 1-5
Team Competence 6-10
Team Combo 11-13
Discuss Behaviors - capture descriptive word/phrases
Debrief as group
Take Trust Assessment
ACTIVITY:
Think of someone you admire
Capture some qualities on 4-5 sticky notes
Place them on the blank flip chart
We'll use this in a later activity

Take Trust Assessment
Full transcript