Weekly Trust Huddle Leader Guide - Learning Help...

Weekly Trust HuddleLeader Guide

Building Trust One Conversation at a Time

VERSION 3.0

ABOUT FRANKLINCOVEYFranklinCovey is the global leader in leadership, individual effectiveness, and execution. FranklinCovey’s mission is to enable greatness in people and organizations everywhere. Organizations and individuals access FranklinCovey products and services through corporate training, licensed client facilitators, public workshops, catalogs, and through the Internet at www.franklincovey.com. Product and program catalogs can be requested by calling 1-800-331-7716 in the United States or by contacting your local representative outside the United States.

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1© Franklin Covey Co. and CoveyLink. All rights reserved.

Congratulations!You and your team have decided to increase trust.

In these Weekly Trust Huddles, you will discuss and practice powerful yet simple behaviors that will take you to the next level of performance. You will make quick and meaningful commitments that each team member will take action on from one week to the next.

As you continuously improve, trust will become a part of your team’s culture and interactions.

Enjoy the journey… and the benefits that come with it!

Stephen M. R. Covey Co-Founder and Global Practice Leader FranklinCovey Speed of Trust

WEEKLY TRUST HUDDLE LEADER GUIDE

© Franklin Covey Co. and CoveyLink. All rights reserved.2

Leader Instructions The goal of the Weekly Trust Huddles is to practice language and behaviors of trust in the context of what the team does every day.

Below are some tips and instructions to get started.

• Ideally, the group should not be larger than 15 people.

• The first Weekly Trust Huddle is 60 minutes long.

• The remaining Weekly Trust Huddles are 10 minutes each.

• Schedule a room large enough for everyone to sit facing each other in a circle.

• Place a small table in the center (used for some activities).

• Bring your Trust Action Cards to each Weekly Trust Huddle.

© Franklin Covey Co. and CoveyLink. All rights reserved.

WEEK 1


Setting the Context

Read or paraphrase the information below.

We will have a series of conversations about the trust in our team using this guide.

Sometimes I will read and facilitate the discussion. Other times I will ask for volunteers to read and follow the instructions in the guide.

Consider yourself a learner in this process. Be open, talk straight, and share ideas as we focus on building trust in our team.

Pass this guide to the person on your left to read the first activity.

2 MINS

4 © Franklin Covey Co. and CoveyLink. All rights reserved.

WEEK 1

Relationships With and Without Trust

Read aloud the information below. Watch the 4-minute time limit!

Think of a low-trust relationship you have now or have had in the past. Pause.

Now think of a high-trust relationship. Pause.

How are they different? How do they affect the ability to make decisions? produce quality? generate creativity? enjoy the work?

Pause to discuss the above question before continuing.

Give me some examples of the differences between high-trust and low-trust relationships.

Pause to discuss the above question before continuing.

Pass this guide to the person on your left to read the next activity.

4 MINS


WEEK 1

Trust Pays

Read aloud the questions below. Watch the 7-minute time limit!

• When trust goes up, what happens to speed? Pause.

• When trust goes up, what happens to costs? Pause.

• When trust goes up, what happens to energy and enjoyment? Pause to discuss.

After the group has shared their responses, show them this image:

When trust goes up in our organization, what will improve? Pause.

How will higher trust benefit our team? Pause to discuss.

After the discussion, pass this guide to the person on your left.

7 MINS

TRUST TAX

TRUST DIVIDEND

COSTSPEEDTRUST

TRUST SPEED COST

COSTSPEEDTRUST

TRUST SPEED COST

WEEK 1


Dimensions of Trust

Read aloud the information below. Watch the 1-minute time limit!

We trust people based on their credibility, and credibility is composed of two parts: character and competence.

Character is who you are and how you live your internal values. It is your integrity and your intent.

Competence is what you can do. It is your capabilities and also the results you have displayed in the past.

This concept holds true for our team also.

Pass this guide back to the leader.

1 MIN


WEEK 1

The 4 Cores of Credibility

As the leader, read the information below aloud to the group. Watch the 5-minute time limit!

Let’s discuss Integrity, Intent, Capabilities, and Results—the 4 Cores of Credibility—further.

Pick four volunteers and give them the 4 Cores of Credibility Cards from your Trust Action Card deck. Have each read one of the four cards aloud in numbered order. Remind the group that integrity and intent are our character, and capabilities and results are our competence.

Which of these 4 Cores of Credibility is our team’s greatest strength? Pause to discuss.

Which of the 4 Cores of Credibility will require the most attention and improvement by our team? Pause to discuss.

After discussion, hand this guide to a volunteer to read the next activity.

5 MINS

WEEK 1


The 13 Behaviorsof High Trust

Read the information below aloud to the group. Watch the 1-minute time limit!

It’s not enough to read about trust, to think about it, or to talk about it. Trust is only built through action.

Stephen M. R. Covey says, “You can’t talk yourself out of a problem you’ve behaved yourself into. You must behave yourself out!”

To build trust on this team, we must take specific and purposeful action.

For the next part of our dialogue together, we will explore the 13 Behaviors of High Trust.

Pass this guide back to the leader.

1 MIN


WEEK 1

Behaviors of Character

As the leader, read this, and all other pages in Weekly Trust Huddle 1, aloud to the group. Watch the 5-minute time limit!

The first five behaviors are all connected to character. I need five volunteers to help present these.

Ask for five volunteers and give them the first five Behavior Cards from your Trust Action Card deck.

Volunteer 1, read the first Behavior Card aloud. Please read:

• The behavior.

• The definition.

• The opposite.

• The counterfeit (on the back side).

A counterfeit is an action that may look like the trust behavior but is driven by the wrong intent.

Have the first volunteer read Behavior Card 1 aloud, then repeat with the other four volunteers and Behavior Cards.

Once complete, lay the five “character” Behavior Cards on the table in front of the team and continue to the next page.

5 MINS

WEEK 1


Character in Our Team

As the leader, read this page aloud to the group. Watch the 7-minute time limit!

As a team, let’s rank these cards in order—from the behavior that is our greatest strength to the one that is our greatest weakness or challenge and needs the most improvement.

If possible, come to a shared consensus on the ranking.

Pause while the team does this, then proceed.

Let’s discuss why we ranked the behaviors as we did.

After discussion, continue to the next page.

7 MINS


WEEK 1

Behaviors of Competence


The next five behaviors—numbered 6 through 10—are all connected to competence.

I need five volunteers to help present these.

Ask for five volunteers and give them the next five Behavior Cards from your Trust Action Card deck.

Volunteer 1, read Behavior Card 6 aloud. Please read:

• The behavior.

• The definition.

• The opposite.

• The counterfeit.

Have the first volunteer read Behavior Card 6 aloud, then repeat with the other four volunteers and Behavior Cards.

Once complete, lay the five “competence” Behavior Cards on the table in front of the team along with the others and continue to the next page.

5 MINS

WEEK 1


Competence in Our Team


As a team, let’s rank the competence behaviors in order—again, from the behavior that is our greatest strength to the one that is our greatest weakness or challenge and requires the most improvement—as we did with the character behaviors.

If possible, come to a shared consensus on the ranking.



After discussion, continue to the next page.

7 MINS


WEEK 1

Behaviors of Character and Competence


The last three behaviors, numbered 11 through 13, are associated with both character and competence. I’ll hand out these final three Behavior Cards now. I need three volunteers to help present them.

Ask for three volunteers, then continue.

Volunteer 1, read Behavior Card 11 aloud. Please read:

• The behavior.

• The definition.

• The opposite.

• The counterfeit.

Have the first volunteer read Behavior Card 11 aloud, then repeat with the other two volunteers and Behavior Cards.

Once complete, lay the three “character and competence” Behavior Cards on the table in front of the team along with the others and continue to the next page.

3 MINS

WEEK 1


Character and Competence in Our Team


As a team, let’s rank the last three cards (character and competence) in order—from our greatest strength to our greatest weakness or challenge—as we’ve done with the other behaviors.

If possible, come to a shared consensus on the ranking. It should be easier this time since there are only three!



After discussion, conclude the Weekly Trust Huddle with the dialogue on the next page.

5 MINS

WEEK 1


Get Better


As you saw, Get Better is one of the behaviors for increasing trust. How will our team get better?

Look at the three behaviors we ranked as our team’s greatest weaknesses.

Fill in the names of the behaviors in the spaces below.

(Character Behavior) ________________________________________

(Competence Behavior) _____________________________________

(Character and Competence Behavior) ________________________

What one commitment will you make individually that will help our team get better in these areas?

After each team member has taken a turn sharing his or her commitment, confirm the next Weekly Trust Huddle date and time.

8 MINS

STOP HERE! This concludes Weekly Trust Huddle 1. Next week you will start Weekly Trust Huddle 2 on page 16. Send out a reminder during the week for each team member to work on his or her individual commitment.


WEEK 2

Weakest Character Behavior


Let’s report on the commitments we made in the previous Weekly Trust Huddle. What did we learn? What can we do better? Ask each individual to share.

Now, let’s focus on the character behavior we ranked as the weakest _______________________.

(Briefly note that you will revisit this behavior in later weeks when you address each of the 13 Behaviors of High Trust.)

Hand a volunteer your Trust Action Card for the behavior and ask him or her to read its definition, opposite, and counterfeit.

Where might we be using this Counterfeit Behavior in our daily work? Pause to discuss.

In the context of your daily work, what is your commitment for this behavior in the coming week?


10 MINS

STOP HERE! This concludes Weekly Trust Huddle 2. Send out one or two reminders during the week for each team member to work on his or her commitment.


WEEK 3

Weakest Competence Behavior



Now, let’s focus on the competence behavior we ranked as the weakest _______________________.

(Again, briefly note that you will revisit this behavior in later weeks when you address each of the 13 Behaviors of High Trust.)





10 MINS



WEEK 4

Weakest Character and Competence Behavior



Now, let’s focus on the combined character and competence behavior we ranked as the weakest _______________________.

Hand a volunteer your Trust Action Card for the behavior and ask him or her to read its definition, opposite, and counterfeit. (Briefly note that you will revisit this behavior in later weeks when you address each of the 13 Behaviors of High Trust.)




10 MINS



WEEK 5

BEHAVIOR 1

Talk Straight



Now, let’s focus on the first behavior of high trust—Talk Straight.





10 MINS



WEEK 6

BEHAVIOR 2

Demonstrate Respect


Let’s report on the commitments we made in the previous Weekly Trust Huddle for Behavior 1—Talk Straight. What did we learn? What can we do better? Ask each individual to share.

Now, let’s focus on the second behavior of high trust—Demonstrate Respect.





10 MINS



WEEK 7

BEHAVIOR 3

Create Transparency


Let’s report on the commitments we made in the previous Weekly Trust Huddle for Behavior 2—Demonstrate Respect. What did we learn? What can we do better? Ask each individual to share.

Now, let’s focus on the third behavior of high trust—Create Transparency.





10 MINS



WEEK 8

BEHAVIOR 4

Right Wrongs


Let’s report on the commitments we made in the previous Weekly Trust Huddle for Behavior 3—Create Transparency. What did we learn? What can we do better? Ask each individual to share.

Now, let’s focus on the fourth behavior of high trust—Right Wrongs.





10 MINS



WEEK 9

BEHAVIOR 5

Show Loyalty


Let’s report on the commitments we made in the previous Weekly Trust Huddle for Behavior 4—Right Wrongs. What did we learn? What can we do better? Ask each individual to share.

Now, let’s focus on the fifth behavior of high trust—Show Loyalty.





10 MINS



WEEK 10

BEHAVIOR 6

Deliver Results


Let’s report on the commitments we made in the previous Weekly Trust Huddle for Behavior 5—Show Loyalty. What did we learn? What can we do better? Ask each individual to share.

Now, let’s focus on the sixth behavior of high trust—Deliver Results.





10 MINS



WEEK 11

BEHAVIOR 7

Get Better


Let’s report on the commitments we made in the previous Weekly Trust Huddle for Behavior 6—Deliver Results. What did we learn? What can we do better? Ask each individual to share.

Now, let’s focus on the seventh behavior of high trust—Get Better.





10 MINS



WEEK 12

BEHAVIOR 8

Confront Reality


Let’s report on the commitments we made in the previous Weekly Trust Huddle for Behavior 7—Get Better. What did we learn? What can we do better? Ask each individual to share.

Now, let’s focus on the eighth behavior of high trust—Confront Reality.





10 MINS



WEEK 13

BEHAVIOR 9

Clarify Expectations


Let’s report on the commitments we made in the previous Weekly Trust Huddle for Behavior 8—Confront Reality. What did we learn? What can we do better? Ask each individual to share.

Now, let’s focus on the ninth behavior of high trust—Clarify Expectations.





10 MINS



WEEK 14

BEHAVIOR 10

Practice Accountability


Let’s report on the commitments we made in the previous Weekly Trust Huddle for Behavior 9—Clarify Expectations. What did we learn? What can we do better? Ask each individual to share.

Now, let’s focus on the tenth behavior of high trust—Practice Accountability.





10 MINS



WEEK 15

BEHAVIOR 11

Listen First


Let’s report on the commitments we made in the previous Weekly Trust Huddle for Behavior 10—Practice Accountability. What did we learn? What can we do better? Ask each individual to share.

Now, let’s focus on the eleventh behavior of high trust—Listen First.





10 MINS



WEEK 16

BEHAVIOR 12

Keep Commitments


Let’s report on the commitments we made in the previous Weekly Trust Huddle for Behavior 11—Listen First. What did we learn? What can we do better? Ask each individual to share.

Now, let’s focus on the twelfth behavior of high trust—Keep Commitments.





10 MINS


WEEK 17


BEHAVIOR 13

Extend Trust


Let’s report on the commitments we made in the previous Weekly Trust Huddle for Behavior 12—Keep Commitments. What did we learn? What can we do better? Ask each individual to share.

Now, let’s focus on the thirteenth behavior of high trust—Extend Trust.





10 MINS



WEEK 18

Our Results


Let’s report on the commitments we made in the previous Weekly Trust Huddle for Behavior 13—Extend Trust. What did we learn? What can we do better? Ask each individual to share.

As we’ve discussed, Get Better is an important behavior for increasing trust. How has this team gotten better in the last 17 weeks? How has our team’s performance been impacted by our focus on improving trust? Can we quantify these changes in terms of speed and cost? Refer back to the image on page 5 if necessary.

Use the remaining time to discuss participant comments, then thank team members for their participation.

STOP HERE! This concludes Weekly Trust Huddle 18, which completes all of the Weekly Trust Huddles.

10 MINS



Tips for Using the 13 BehaviorsCHARACTER BEHAVIORS

1. Talk Straight

• Become aware of your conversation. In the middle of an interaction, stop and ask yourself, “Am I talking straight, or am I manipulating information?” If you’re manipulating information in any way, figure out why. Recognize you’re paying a tax for it, and work on Integrity and Intent.

• Involve other people. Tell them, “I’m really trying to improve my ability to Talk Straight in my communications. Would you be willing to help me by giving me feedback about how I’m doing in my relationship with you?”

• Practice giving your idea in only one sentence (3x this week).

• Ask permission first, then give feedback (3x this week).

• Practice using the “What to Say” suggestions on the back of the card (3x this week).

2. Demonstrate Respect

• Apply the “Waiter Rule.” (The Waiter Rule states that how you treat staff or those in a service role reveals a lot about your character and demonstrates how you would most likely treat your employees. It shows the true makeup of your personality and your true disposition.)

• Think about specific things you can do to show others you care: call people, write thank-you notes, don’t let there be a gap between how you feel and what you do.



3. Create Transparency

• Ask yourself, “Am I withholding information that should be shared?” If so, ask yourself why. Consider the tax you may be paying as a result and the dividends you could be getting by being more transparent.

• Tell the truth in a way people can verify. Get real and genuine. Be open and authentic.

4. Right Wrongs

• The next time you make a mistake, pay attention to your response. Are you trying to ignore it, justify it, or cover it up? Or are you quick to admit it and do what you can to make restitution?

• Give some thought to your past. Are there wrongs that haven’t been righted? Are there “estranged” relationships waiting to be made whole?

• The next time someone wrongs you, be quick to forgive. Try to make it easier for others to Right Wrongs.



5. Show Loyalty

• The next time you’re in a situation where people start talking negatively about someone who’s not there, suggest they have the conversation with the individual.

• Go out of your way to give credit. Help create an environment in which everyone’s contributions are recognized and every person is acknowledged.

• Make it a rule never to talk negatively about those who are absent. Catch your employees doing things well and share your excitement about their contributions and achievements.

COMPETENCE BEHAVIORS

6. Deliver Results

• Make sure you thoroughly understand the expectations. If you really want to build trust, you have to know what “results” mean to the person to whom you’re delivering them.

• The next time you plan to make a commitment to Deliver Results, stop and ask yourself if the commitment is realistic. To overpromise and underdeliver will make a withdrawal every time.

• With customers or co-workers, try to anticipate needs in advance and deliver before the requests are even made. The great Canadian hockey player Wayne Gretzky said, “I skate to where the puck is going to be, not to where it has been.” Anticipating needs will give an added dividend to the deposit in the Trust Account.



7. Get Better

• Send out a “Stop/Start/Continue” inquiry to your direct reports, customers, team members, or family members.

• The next time you make a mistake, rather than agonizing over it, reframe it as feedback. Identify what you learned from it and ways you can improve your approach to get different results next time.

• Take steps to create an environment that makes it safe to make mistakes. Encourage others to take appropriate risks and to learn from failure so you can create high trust, high synergy, and high-level productivity.

8. Confront Reality

• The next time you are reluctant to Confront Reality, explore your feelings. Are you hesitant because of fear of the outcome or fear of the pain? Consider the consequences of not confronting reality. Confront the reality and treat people with respect.

• Work on being completely honest with yourself. Take on the challenge of aligning your life with the principles that will create the results you want to achieve.



9. Clarify Expectations

• When you communicate with others, recognize that clarity is power. One way of checking to see if your communication has been clear is to “check for clarity” by asking a few simple questions: “What have you understood from this conversation? As a result of our interaction, what do you see as your next steps? What do you see as mine? Do you feel that everyone is clear regarding expectations? What can we do to make things more clear?”

• Meet with each team member to discuss and Clarify Expectations—first theirs and then yours—in the next 30 days.

• Meet with three peer leaders you work with to Clarify Expectations within 30 days.

10. Practice Accountability

• Listen to your language and your thoughts. When things go wrong and you find yourself blaming or accusing others, stop. Step back and ask yourself, “How can I close the window and focus on the mirror?”

• Hold other people accountable for their actions. Always Clarify Expectations first so that everyone knows what they’re accountable for and by when.

• Look for ways to create an environment of accountability. Set up trust talks with your associates on matters you’ve agreed to work on together. Create agreements concerning responsibilities and set clear expectations. Follow through on your agreements. Give associates a person—and a culture—they can trust.

• Make it a rule never to talk negatively about those who are absent. Catch your employees doing things well and share your excitement about their contributions and achievements.



CHARACTER AND COMPETENCE BEHAVIORS

11. Listen First

• The next time you’re in a conversation, stop and ask yourself, “Have I really listened to the other person? Do I really understand how he or she feels?” If not, simply stop and do it. Set your own agenda aside and focus on understanding the other person’s point of view before you share your own.

• Don’t get caught up in the illusion that you know everything or have all the answers.

• Practice letting others talk first before you make a comment in every meeting.

• Only comment after you have paraphrased another’s comment to his or her satisfaction (3x this week).

• Be the last to offer your opinion (4x this week).

12. Keep Commitments

• The next time you make a commitment, be sure it is realistic. Even if you have to disappoint someone, it is better to do it up front than to overpromise and underdeliver.

• Make sure you follow through with what you’ve committed to do. If you have to miss a deadline, attempt to renegotiate expectations as early as possible; don’t just ignore it and be late.

• Pay attention to your language. Realize that when you say you will do something, others see that as a commitment.



13. Extend Trust

• Think about a relationship where you feel someone doesn’t trust you. Ask yourself, “Could this person’s lack of trust in me, at least in part, be a reflection of my own lack of trust in him or her?”

• On a scale of 1 to 10, determine where you are in terms of extending trust to others, either at work or at home. If you rated yourself a 5 or lower, identify one or two steps you could take to extend more trust.

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