BOOK DISCUSSION

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BOOK DISCUSSION

• Led by
• Vickie Andres, Chair and Student Advisor of the
  Business Department at Hesston College
• Alan Weldy, Associate Professor of Business and
  Chair of the Business Department at Goshen College

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A Crisis of Trust

• How do we respond to the following research
  results
• 1. Only 51 of employees have trust and
  confidence in senior management
• 2. Only 36 of employees believe their
  leaders act with honesty and integrity
• 3. Over the past 12 months, 76 of employees
  have observed illegal or unethical conduct on the
  job

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The Trust Dividend

• In the Organization
• High collaboration and partnering
• Effortless communication
• Positive, transparent relationships with
  employees and stakeholders
• Strong innovation

• Personal Relationships
• True joy in family and friendships
• Inspiring work purpose, creativity and
  excitement
• Open, transparent relationships
• Amazing energy

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Trust Myths

• Myth
• Trust is soft
• Trust is built solely on integrity
• Have it or dont
• Once lost, cannot be restored
• Trusting is risky

• Reality
• Trust is quantifiable
• Trust is a function of character and competence
• Trust can be created
• Trust can be restored
• Not trusting creates greater risk

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Coveys Waves of Trust

• Self Trust
• Relationship Trust
• Organizational Trust
• Market Trust
• Societal Trust

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Self Trust The Principle of Credibility
Matters of Character

• Core 1 Integrity Having the courage to act in
  accordance with your values and beliefs
• I look for three things in hiring people. The
  first is personal integrity, the second is
  intelligence, and the third is a high energy
  level. But if you dont have the first, the
  other two will kill you.
• - Warren Buffet, CEO, Berkshire Hathaway

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Self Trust The Principle of Credibility
Matters of Character

• Core 2 Intent trust grows when our motives are
  straightforward and based upon mutual benefit
  when we genuinely care not only for ourselves,
  but also for the people we interact with, lead or
  serve
• Only 29 of employees believe that management
  cares about them developing their skills
• Only 42 believe that management cares about
  them at all

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Self Trust The Principle of Credibility
Matters of Competence

• Core 3 Capabilities TASKS
• Talents
• Attitudes
• Skills
• Knowledge
• Style

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Self Trust The Principle of Credibility
Matters of Competence

• Core 4 Results Failing to accomplish what is
  expected diminishes credibility, while achieving
  the results promised enhances reputation and
  credibility
• You cant create a high-trust culture unless
  people perform.
• Craig Weatherup, Former CEO, PepsiCo

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Relationship Trust The Principle of Behavior

• The importance of behavior
• We judge ourselves by our intentions, but others
  judge us by our actions. Excellence belongs to
  those who let their actions rise above their
  excuses.
• From Seven Moments that Define Excellent
  Leaders, by Lee J. Colan

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Relationship Trust The Principle of Behavior

• Behavior 1 Talk Straight
• Tell the truth and leave the right impression
• The people who I have trouble dealing withare
  people who tend to not give full information.
  They purposefully leave out certain parts of the
  storythey distort facts.
• - Shelley Lazarus, Chairman and CEO,
• Ogilvy Mather

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Relationship Trust The Principle of Behavior

• Behavior 2 Demonstrate Respect
• You can judge a persons character by the way
  he treats people who cant help him or hurt him.
• - Anonymous

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Relationship Trust The Principle of Behavior

• Behavior 3 Create Transparency
• For some people, becoming a leader can be a
  real power trip. They relish the feeling of
  control over both people and information. And so
  they keep secrets, reveal little of their
  thinking about people and their performanceThis
  kind of behavior certainly establishes the leader
  as boss, but it drains trust right out of a team.
• - Jack Welch

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Relationship Trust The Principle of Behavior

• Behavior 4 Right Wrongs
• To know what is right and not to do it is the
  worst cowardice.
• - Confucius

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Relationship Trust The Principle of Behavior

• Behavior 5 Show Loyalty
• Its been my experience that the people who
  gain trust, loyalty, excitement and energy fast
  are the ones who pass on the credit to the people
  who have really done the work. A leader doesnt
  need any creditHes getting more credit than he
  deserves anyway.
• - Robert Townsend, Former CEO, Avis

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Relationship Trust The Principle of Behavior

• Behavior 6 Deliver Results
• We judge ourselves by what we feel capable of
  doing, while others judge us by what we have
  already done.
• - Henry Wadsworth Longfellow

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Relationship Trust The Principle of Behavior

• Behavior 7 Get Better
• The illiterate of the 21st century will not be
  those who cannot read and write, but those who
  cannot learn, unlearn and relearn.
• - Alvin Toffler
• You learn nothing from your successes except to
  think too much of yourself. It is from failure
  that all growth comes, provided you can recognize
  it, admit it, learn from it, rise about it, and
  then try again.
• - Dee Hock, Former CEO, Visa International

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Relationship Trust The Principle of Behavior

• Behavior 8 Confront Reality
• The first responsibility of a leader is to
  define reality.
• - Max DePree, Chairman and CEO, Herman
  Miller

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Relationship Trust The Principle of Behavior

• Behavior 9 Clarify Expectations
• Almost all conflict is a result of violated
  expectations.
• - Blaine Lee, Author of The Power Principle

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Relationship Trust The Principle of Behavior

• Behavior 10 Practice Accountability
• All power is a trust and we are accountable
  for its exercise.
• - Benjamin Disraeli
• A good leader takes more than their fair share
  of the blame and gives more than their share of
  the credit.
• - Arnold Glasnow

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Relationship Trust The Principle of Behavior

• Behavior 11 Listen First
• If there is any great secret of success in
  life, it lies in the ability to put yourself in
  the other persons place and to see things from
  his point of view as well as your own.
• - Henry Ford
• Weve all heard the criticism he talks too
  much. When was the last time you heard someone
  criticized for listening too much?
• - Norm Augustine, Former Chairman Lockheed
  Martin

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Relationship Trust The Principle of Behavior

• Behavior 12 Keep Commitments
• It is a leaders responsibility to demonstrate
  what it means to keep your word and earn a
  reputation for trustworthiness.
• - Hank Paulson, Former Chairman and CEO,
  Goldman Sachs / current United States
  Treasury Secretary

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Relationship Trust The Principle of Behavior

• Behavior 13 Extend Trust
• Trust men and they will be true to you treat
  them greatly and they will show themselves great.
• - Ralph Waldo Emerson
• Leadership without mutual trust is a
  contradiction in terms.
• - Warren Bennis, Author of On Becoming a
  Leader

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Cultural Behaviors in Low Trust Organizations

• People manipulate or distort facts
• People withhold and hoard information
• Getting the credit is very important
• People spin the truth to their advantage
• New ideas are openly resisted and stifled
• Most people are involved in a blame game,
  bad-mouthing others
• There is an abundance of water-cooler talk

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Cultural Behaviors in Low Trust Organizations

• There are numerous meetings after the meetings
• There are many undiscussables
• People tend to over-promise and under-deliver
• There are a lot of violated expectations, for
  which people try to make excuses
• Energy level is low
• People often feel tension or even fear

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Conclusion

• Do you agree with Coveys analysis of the
  importance of trust? What question might you ask
  him about the book if he were here?
• What lessons can we learn from Coveys book, and
  how might we apply them in our businesses,
  churches and other organizations?