Carl Dolan : Cultures & Change Lead 2ndbounce M:07970280721 E: [email protected]
description
Transcript of Carl Dolan : Cultures & Change Lead 2ndbounce M:07970280721 E: [email protected]
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Carl Dolan: Cultures & Change Lead 2ndbounceM:07970280721 E: [email protected]
Eldisa Zhebo-Lloshi: FounderICLAM:00355692090163E: [email protected]
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this afternoon you will explore how…
you decide to trust or distrust
trustworthy you are in your eyes & the eyes of others
to measure trust
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an important question is…
what causes feelings of comfort or discomfort…to trust or
distrust?
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LL
Likel
ihoo
d to
Trus
tHigh
HighLow Level of Analysis
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trust breeds trust…
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just trust yourself, then you will know how to live
...johann wolfgang von goethe
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someone who does not trust themselves can never truly trust
anybody else
cardinal de retz
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“self-trust is the first secret of success”
ralph waldo emerson
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how often do you really explore how credible or trustworthy you
are?...
in your own eyes…
and through the eyes of others?
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am i credible?
am i believable?
am I someone people (including myself) can trust?
how do you know?
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let’s see…
using dr stephen r. covey 4 wave model questions
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CharacterIntegrity
Intent
CompetenceResults
Capability
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integrity…are you congruent?
intent…what is your agenda?
capabilities…are you relevant?
results…what is your track record?
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15 mins answering questionnaire
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15 mins
reflections…
how would you measure trust…?
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13 behaviours
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talk straight...
tell the truth & leave the right impression
simple language
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demonstrate respect...
genuinely care for others
especially those that cannot do anything for you
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create transparency...
truth that people can verify
“as on the tin”
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right wrongs...
to know what is right & not do it is the worst cowardice confucius
apologise quickly
personal humility
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show loyalty...
Give credit freely
speak about people as if they are present
first-hand feedback
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deliver results...
Getting the right things done
under promise & over deliver
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get better...
increase your capabilities
seek feedback
do not assume today’s skills will be tomorrow’s
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confront reality...
address tough stuff
lead courageously
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clarify expectations...
disclosereveal
discussvalidate
do not violate
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practice accountability...
yourselfothers
responsibilityfinger pointing
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listen first...
ears, eyes & heartunderstand
x assume & presume x
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keep commitments...
say & do
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extend trust...
trust breeds trustpropensity to trust
abundantlyconditionally
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trust…confident realiance on another in a vulnerable
situation
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learning outcomes...
the importance of self-trust & credibility in change
explore trustworthy behaviours
explore how to measure trust
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the importance of self-trust & credibility in change
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so how do people make these trust judgements?
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what did you learn…?
and how does it relate to change…?
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so…
how would you go about measuring trust…?
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4 cores of credibility
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jack welch
“live the values (character) and “deliver results” (competence)
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jim collins
“extreme personal humility” (character) and “intense professional will” (competence)
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I look for 3 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 other two will kill you.
Warren buffett
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warren buffett
“leader of people” (character) and “leader of business” (competence)
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integrity
are you congruent?
do you practice humility?
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integrity
feeling integrated
congruent inside & out
courage to live your values
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integrity accelerators
make & keep promises to yourself
stand for something
be open
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intent
what’s your agenda?
what are your true motives
what do your behaviours communicate?
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intent accelerators
consider your true motives
open your agenda
choose abundance
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capability
are you relevant?
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abilities to inspire confidence & trust
talents, skills, attitudes
knowledge, style
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capability accelerators
follow your strengths & purpose
keep yourself relevant
know where you are going
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results
what’s your track record?
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results accelerators
take responsibility for results (not just activities)
expect to be successful
finish strong
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learning outcomes…
explore trustworthy behaviours
![Page 54: Carl Dolan : Cultures & Change Lead 2ndbounce M:07970280721 E: carl@2ndbounce.co.uk](https://reader035.fdocuments.us/reader035/viewer/2022062400/568156af550346895dc4498b/html5/thumbnails/54.jpg)
13 behaviours
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talk straight...
tell the truth & leave the right impression
simple language
![Page 56: Carl Dolan : Cultures & Change Lead 2ndbounce M:07970280721 E: carl@2ndbounce.co.uk](https://reader035.fdocuments.us/reader035/viewer/2022062400/568156af550346895dc4498b/html5/thumbnails/56.jpg)
demonstrate respect...
genuinely care for others
especially those that cannot do anything for you
![Page 57: Carl Dolan : Cultures & Change Lead 2ndbounce M:07970280721 E: carl@2ndbounce.co.uk](https://reader035.fdocuments.us/reader035/viewer/2022062400/568156af550346895dc4498b/html5/thumbnails/57.jpg)
create transparency...
truth that people can verify
“as on the tin”
![Page 58: Carl Dolan : Cultures & Change Lead 2ndbounce M:07970280721 E: carl@2ndbounce.co.uk](https://reader035.fdocuments.us/reader035/viewer/2022062400/568156af550346895dc4498b/html5/thumbnails/58.jpg)
right wrongs...
to know what is right & not do it is the worst cowardice confucius
apologise quickly
personal humility
![Page 59: Carl Dolan : Cultures & Change Lead 2ndbounce M:07970280721 E: carl@2ndbounce.co.uk](https://reader035.fdocuments.us/reader035/viewer/2022062400/568156af550346895dc4498b/html5/thumbnails/59.jpg)
show loyalty...
Give credit freely
speak about people as if they are present
first-hand feedback
![Page 60: Carl Dolan : Cultures & Change Lead 2ndbounce M:07970280721 E: carl@2ndbounce.co.uk](https://reader035.fdocuments.us/reader035/viewer/2022062400/568156af550346895dc4498b/html5/thumbnails/60.jpg)
deliver results...
Getting the right things done
under promise & over deliver
![Page 61: Carl Dolan : Cultures & Change Lead 2ndbounce M:07970280721 E: carl@2ndbounce.co.uk](https://reader035.fdocuments.us/reader035/viewer/2022062400/568156af550346895dc4498b/html5/thumbnails/61.jpg)
get better...
increase your capabilities
seek feedback
do not assume today’s skills will be tomorrow’s
![Page 62: Carl Dolan : Cultures & Change Lead 2ndbounce M:07970280721 E: carl@2ndbounce.co.uk](https://reader035.fdocuments.us/reader035/viewer/2022062400/568156af550346895dc4498b/html5/thumbnails/62.jpg)
confront reality...
address tough stuff
lead courageously
![Page 63: Carl Dolan : Cultures & Change Lead 2ndbounce M:07970280721 E: carl@2ndbounce.co.uk](https://reader035.fdocuments.us/reader035/viewer/2022062400/568156af550346895dc4498b/html5/thumbnails/63.jpg)
clarify expectations...
discloserevealdiscussvalidate
do not violate
![Page 64: Carl Dolan : Cultures & Change Lead 2ndbounce M:07970280721 E: carl@2ndbounce.co.uk](https://reader035.fdocuments.us/reader035/viewer/2022062400/568156af550346895dc4498b/html5/thumbnails/64.jpg)
practice accountability...
yourselfothersresponsibilityfinger pointing
![Page 65: Carl Dolan : Cultures & Change Lead 2ndbounce M:07970280721 E: carl@2ndbounce.co.uk](https://reader035.fdocuments.us/reader035/viewer/2022062400/568156af550346895dc4498b/html5/thumbnails/65.jpg)
listen first...
ears, eyes & heartunderstandx assume & presume x
![Page 66: Carl Dolan : Cultures & Change Lead 2ndbounce M:07970280721 E: carl@2ndbounce.co.uk](https://reader035.fdocuments.us/reader035/viewer/2022062400/568156af550346895dc4498b/html5/thumbnails/66.jpg)
keep commitments...
say & do
![Page 67: Carl Dolan : Cultures & Change Lead 2ndbounce M:07970280721 E: carl@2ndbounce.co.uk](https://reader035.fdocuments.us/reader035/viewer/2022062400/568156af550346895dc4498b/html5/thumbnails/67.jpg)
extend trust...
trust breeds trustpropensity to trustabundantlyconditionally
![Page 68: Carl Dolan : Cultures & Change Lead 2ndbounce M:07970280721 E: carl@2ndbounce.co.uk](https://reader035.fdocuments.us/reader035/viewer/2022062400/568156af550346895dc4498b/html5/thumbnails/68.jpg)
learning outcomes…
explore trust models & techniques
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robert.f.hurley
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you as trustor…
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trust = f risk tolerance – amount of certainty you require to trust
adjustment – how you see the world;
safe or threatening
power – in a position to serve my interests
Lao-tzu
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situational & relationship factors you as trustor and the
trustee
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trust = f situation – perceived downside risk
similarities – tribal; members of my
“group” Like me!
alignment – aligned interests
benevolent concern - – empathy & support
capability – how comfortable are you to rely on that person or thing
predictability – how certain of my outcome am I?
communication - type, level & quality
Lao-tzu
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trust = f Transparency – open, honest, accurate, sincere
Rapport – warmth, closeness, empathy
Usefulness – helping, benevolent, supportive
Sharing – accepting, giving, appreciative
Togetherness – common goals, decisions & values
Expertise – skilled, competent, able, reputable
Dependability – consistent, reliable, loyal, predictable_____________________________________________________________________
Looking Out For Number 1 – selfish, inconsiderate, thoughtless
Lao-tzu
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charles feltman
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C
competence
sincerity care
reliability
choice to trust
charles feltmanthin book of trust