Lesson 6 The Periodic Table Anything in black letters = write it in your notes (‘knowts’)
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Welcome
Sign in on the printed roster
Write your name on the table tent with the marker at your table
Write down one thing your area is really doing well and one thing you think your group could do better
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Introductions
Shelley Tattersall – 434-326-7573
Getting to know you:
o Tell us your name and about the department where you work
o Tell us one thing your area does well and one thing your area could do better
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Guideline for the Series – Must Do’s
Attend ALL classes Complete the Leader Education Plan and
meet with your managers between classes Complete any outside work Hold each other to the things we talk about
(Peer Support Group) Be open and honest during the class
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Environment of TRUST in class
People need to be able to tell their stories No specific information leaves this room,
nor do any emotions Very sensitive information should be
prefaced “Please don’t share any part of this outside of this room”
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Building Trust
Activity
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Trust Objectives
1. Identify common workplace behaviors that can either build or break trust
2. Demonstrate behaviors that show you trust others as well as give people the confidence to trust in you
3. Apply trust building techniques in challenging, low trust situations
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Speed of Trust
Stephen MR Covey video
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Why talk about Trust?A Crisis of Trust
% of students who acknowledged cheating
Liberal Arts Students 43%Education Students 52%Medical Students 63%Law Students 63%Business Students 75%
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ItemUVAMC Overall
(unfavorable/neutral)Management Overall(unfavorable/neutral)
5. There is a climate of trust within my work unit
31% 18%
10. I can trust what my manager tells me
27% 17%
21. I can trust what this organization tells me
43% 30%
23. I believe leadership will do something about the important issues identified by this survey
42% 25%
Why talk about Trust?2012 Employee Engagement
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What is Trust?
When UVA employees say, “there is a lack of trust here”, what are they saying?
Discuss at your tables and then report out to the larger group
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Flawed Theories About Trust- Roy Lewicki
I hold an important title and a powerful position in this company, so you should trust me
I have years of experience in this area, so you should trust me
I am considered an expert in this field, so you should trust me
It’s up to the other person to build their trust in me-it’s your job to learn to trust me
I can win the trust of others simply by calling for it
Trust me, I’m from ….(HR, Compliance, IT, etc.)
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Concept of Trust
“Trust is like the air we breathe.
When it’s present, nobody really notices.
But when it’s absent everybody notices.”
-Warren Buffet
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Why Talk About Trust?Trust and Competency Companions
TrustworthinessTrustworthiness
CommunicationCommunication
Conflict Management
Conflict Management
TeamworkTeamwork
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Trust Trust Breaker
Trust Repair
Trust Builder
How Trust Works
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Trust Breakers
Broken Promises Self-Orientation/Serves Own Interest Acts Inconsistently Avoids Issues Makes Assumptions Doubts Others/Has Trouble Trusting
Think of someone who broke trust with you
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Self Evaluation
Take the testLook at the final scoresNote where you scored low
Total score of 90-100 you have high personal credibility. You demonstrate both character and competence.
Score of 70-90 you have a bit of credibility gap which shows up as lower self trust or ability to trust others
If scored 70 or below likely have a more serious credibility problem
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The 5 Waves of Trust-Covey
Societal Trustcreating value, contribution
Market Trustyour brand and reputation
Organizational Trust how leaders generate trust
Relationship Trustestablishing consistent behavior
Self Trust confidence in ourselves
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Wave 1 – Self Trust
Stephen MR Covey video
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Self Trust: Being Credible to Yourselfand to Others
4 Cores of Credibility Integrity – Are you
Congruent? Intent – What’s your
agenda, motive Capabilities – Are
you relevant Results – What’s
your track record
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Integrity = Character
Asks the question: “Am I congruent?”
Some believe “Integrity is Honesty!”
Do you walk your talk
Do you have the courage to act in accordance with your values and beliefs?
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Intent=Character
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Capabilities - Are You Relevant?
“The first dimension of competence is capabilities.”T-TalentsA-AttitudesS-SkillsK-KnowledgeS-Style
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Results - What’s Your Track Record?
Asks the question: “What is my track record?”
Results matter – They matter to your credibility
If we don’t accomplish what we are expected to do, our credibility suffers
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Building Self Trust
One person you think demonstrated excellent skills of self trust
Look at the self trust builders and determine which of them this person did very well
Discuss at your table what this specifically looked like
Each table will share highlights of the discussion with the larger group
Table Exercise
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How to Build Self Trust Cores
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Trust Workbench
Who do you want to build trust with?
What trust builder will you use?
What specific behavior will you change?
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ReferencesCovey, S.M.R. & Merrill, R.R. (2006). The Speed of Trust: The One Thing that Changes Everything. Retrieved on
December 4, 2008 from http://www.coveylink.com/documents/SOTBookManuscript-Ch1-2.pdfGalford, R. & Drapeau, A. S. (2003, February). The Enemies of Trust. Harvard Business Review. Harris Interactive, The Harris Poll #4, Jan. 13, 2005Galford, Robert and Drapeau, Seibold; The Trusted Leader, Bringing Out the Best in Your People and Your
Company; FREE PRESS, Copyright 2002 by Galford, Robert and Drapeau, SeiboldJennings, M. M. (1998, Winter). Ethics: Why It Matters and How You Do It . Journal of Government Financial
Management. Joni, S, A. (2004, March) The Geography of Trust. Harvard Business Review. Kim, P.H., Dirks, K.T., Cooper, C.D., & Ferrin, D.L. (2006, January). When more blame is better than less: The
implications of internal vs. external attributions for the repair of trust after a competence-vs. integrity-based trust violation. Organizational Behavior and Human Decision Processes, 99, (1), 49-65.
Kim, P.H., Ferrin, D.L, Cooper, C.D., & Dirks, K.T. (2004, February) Removing the Shadow of Suspicion: The Effects of Apology Versus Denial for Repairing Competence- Versus Integrity-Based Trust Violations. Journal of Applied Psychology, 89, (1), 104-118.
Maister, David; Gree, Charles H.; Galford, Robert M.; The Trusted Advisor; FREE PRESS, Copyright 2000 by Maister, David; Gree, Charles H.; Galford, Robert M
McCabe, D.L. (1992). The Influence of Situational Ethics on Cheating Among College Students. Sociological Inquiry, 62, (3), 365-374.
Problems at the Top – Apathy, Contempt for Managers. (2005, January 25). New Employer/Employee Equation Survey. Conducted by Harris Interactive for Age Wave and the Concourse Group. Retrieved on December 4, 2008 from http://www.agewave.com/media_files/EEE_011905_PressRelease.pdf
Reina, Dennis, PhD, Reina, Michelle, PhD; Trust and Betrayal in the Workplace, Building Effective Relationships in Your Organization; Berrett-Koehler Publishers, Inc., Copyright 2006 by Reina, Dennis, PhD, Reina, Michelle, PhD
Simons, T. (2002, September). The High Cost of Lost Trust. Harvard Business Review.Sustainable Performance Through Workplace Trust (2000). Organization Integrity Survey. Retrieved on
December 4, 2008 from http://www.352express.com/wpm/files/78/BUSINESS%20CASE%20for%20trust.pdfTomlinson, E.C., Dineen, B.R., & Lewicki, RL. (2004). The Road to Reconciliation: Antecedents of Victim
Willingness to Reconcile Following a Broken Promise. Journal of Management, 30, 165-187.Watson Wyatt Work USA 2004/2005: Effective Employees Drive Financial Results. Retrieved on December 4,
2008 from http://www.watsonwyatt.com/research/resrender.asp?id=w-788&page=1
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Crucial Conversations
Identify Your Style Under Stress
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Program Overview
STATE My Path- How to speak persuasively Master My Stories-How to stay in dialogue when your angry,
scared or hurt
Vital Smarts – www.crucialconversations.com
Identify Your Style under Stress
Speak Assertively, not Aggressively
Create a Safe Environment for Others to Speak
Get Unstuck-How to spot conversations that keep you from resultsStart with Heart-How to stay focused on what you wantLearn to Look-How to notice when safety is at risk
Make it Safe – How to make it safe to talkExplore Other’s Path – How to Listen when others blow up or clam up
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The Law of Crucial Conversation
Anytime you find yourself stuck, there are crucial
conversations keeping you there.
Identify the crucial conversations that you’re not
holding or not holding well, figure out where you’re
going wrong, fix it and get better outcomes.
What makes a conversation crucial?
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Every Crucial Conversation Contains Three Elements
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Getting Stuck
We’re all stuck or not achieving what we want in a variety of areas, ranging from awkward or failing relationships to dysfunctional teams to cost, quality or safety problems at work.
At your tables:Discuss how you got your way as a child.
Report out to group.
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The Crucial Conversations Model
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Silence vs. Violence
We often hold things inside by going silent until we can’t take it any longer – then we drop a bomb.
We move from silence to violence
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Backtracking
Content: What you are talking about
Process: How you’re treating each other as you navigate through the conversation.
The process we’ll focus on is how people affect the flow of information – are we in silence, violence, or healthy dialogue
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The more people share their information, the larger the POOL of shared meaning. The bigger the pool the more action takes place.
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Identifying Where You’re Stuck
Individually:Write down as many places, situations, or
circumstances where you currently feel stuck.
What bad results do you want to fix? What good results are you currently not able to achieve? What problems are you always trying to fix? What do people gripe about?
Page 10 in the Toolkit
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Unbundle with CPR
Content: a single instance of a problem. If either the action itself or
the immediate consequences is the issue, you’ve got a content
problem.
Pattern: a recurring problem – a pattern of behavior over time.
Relationship: How the problem is affecting your working relationship
- e.g. trust is suffering
Example: An employee is late to work – you discuss content. An
employee is late to work for the next five days – you discuss pattern.
You start to feel you can’t trust this employee to follow through on
commitments – you discuss relationship.
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My Real Conversation
Poor Effort Awful Meetings Diversity issues Authority issues High turnover Poor Team work Mistrust
Persistently poor quality Over or Under managing Stalled change effort Lack of innovation Safety problems Failure to deliver Chronic overtime
Identify an area in which you would like to work on. With a partner’s help, step out of content & examine the process.
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Start with Heart
The Problem The first thing that degrades
during a crucial conversation is not our behavior (that comes second), but our motive.
The core of Trust is Intento What’s your agenda,
motive
The Solution Learn how to stay focused
on what you really want, and get better results.
Motive = Genuine Caring Agenda = Mutual Benefit Behavior = Best Interest
of Others
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Start with the Heart
If you don’t first change your heart, any efforts to change your actions are likely to be insincere, shallow and doomed to failure!
Video: Let’s take a look at a situation, in which motives degrade, and the people become blind to their role in the problem. Raise your hand as you notice motives changing.
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When Conversations Start to Fail
1. Ask, “What do I really want – For myself? For others? For the relationship?
2. Ask, “What am I acting like I want?”
3. Ask, “How would I behave if I really did?”
Then behave as if you really do.
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Work on Me First
Admit your role – Seldom do we look at ourselves
Ask yourself - Why would a reasonable, rational and decent person do what they are doing?
o Self justifying stories
Use two toolsFocus on what you really wantRefuse the Sucker’s Choice
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Focus on What you REALLY Want
Unhealthy Goals Be Right Look good/save face Keep the peace Win Punish/blame Avoid Conflict Control the situation Convince someone
Goals of Dialogue Learn Find the truth Produce results Strengthen
relationships Maintain relationships
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Sucker’s Choice
Either/or choices… why do we create false dilemmas?
Fight or flight mode. At the time our choices seem logical.
Provides us with an excuse. “Of course I did something to attack his credibility because…”
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Refuse the Sucker’s Choice
Changing needless OR statements:o Either we can maintain respect and support the
physician, OR we can speak up, appear to be questioning the physician and face consequences.
To AND options:o I wonder how I can speak up, ensure safety AND
still be viewed as respectful.
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Exercise: Refer back to your Real Conversation and come up with a “Sucker’s Choice”.
Next: With your learning partnerClarify what you want to achieveClarify what you want to avoidCombine the two into an “and” question by asking
“I wonder how I can achieve _______________ and avoid _______________?”
How to Get to AND Thinking
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Start with Heart Summary
Focus on what you really wanto What are you acting like you want?o Your intentions, motive
Review healthy vs. unhealthy goals
Refuse the Sucker’s Choiceo Use the power of “AND” thinking
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Learn to LOOK
The Problem
When a conversation turns crucial we either miss or misinterpret the early warning signs. We get caught up in the content.
The Solution
The sooner we notice we’re not in dialogue, the quicker we can get back to dialogue and lower the cost.
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Learn to Look
Sometimes we know we’re about to step into a crucial conversation-we’re prepared
Sometimes we’re caught by surprise and end up in silence or violence
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Learn to Look for…
Early warning signs (feelings)
Physical signs of silence and violence
Your own reactions under stress
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Identifying Types of Silence and Violence
SILENCE Masking Avoiding Withdrawing
VIOLENCE Controlling Labeling Attacking
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Your “Style Under Stress”
Individually: Complete the worksheet to determine your
preferred Style Under Stress
How can you use this knowledge?
Page 19 & 20
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How many can you identify?
LabelingMaskingControllingLabelingControllingAvoidingAttackingMaskingLabelingAvoiding
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Learn to Look for Your Own Style Under Stress
By knowing we’re able to: Put up a “caution sign” Keep closer tabs on our own reactions Guard against our worst tendencies Either avoid problems altogether or catch them
early
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It’s Not Easy
On your worst day, you miss the fact that the conditions of dialogue are failing and go straight to silence or violence.
On a good day, you recognize that people are going to silence and violence, but don’t know what to do about it.
On your best day, you see more than silence and violence – you see what is causing it, and have a crucial conversation.
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Next Steps
Complete Leader Education Plan
Meet with Manager to discuss the plan
Login to UVA COLLAB to complete assignments – Let us know if you have questions/concerns
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UVA COLLAB