WSU Superintendent Certification program
November Seminar
You are honest,
straight forward, and
competent. So why
don’t people trust
you?
What does “trust” mean
to you (define)?
 TRUST is the decision I make to let myself be
vulnerable because I believe:
 You care (benevolent)—caring, good will, p...
 As a leader how do/would you:
◦ Measure (know that trust is present or know that
trust is lacking) in your organization?...
 Inconsistent messages
 Inconsistent standards
 Misplaced benevolence
 False feedback
 Failure to trust others
 Elep...
 Figure out what happened (what, when,
cause)
 Determine the depth and breadth of the
loss of trust
 Own up to the loss...
 There is no such thing as a private
conversation
 There is no such thing as a casual
conversation
 People sometimes he...
 Trust takes time, patience, shared investment and
must be two-way
 Have to be able to live in a non-trusting way to
bui...
 Why does relationship-based, structural
trust change depending on where you are in
the organization?
 What is a “kitche...
 Has “transparency, technology, and data”
impacted trust within your organization?
 Are you a trustworthy leader?
 How do others know if you are/are not
trustworthy? (define trustworthy)
 Share a professional scenario you have been
involved with where trust was an issue. What
caused trust to be an issue?
 ...
 When interviewing for the position of
superintendent you were asked if you were
trustworthy. How did you respond?
 As t...
 As an educational leader what are your most
important “take-aways” from the book and
articles?
 On a daily basis, trust is raised or diminished
depending on whether the way we act– and why– is
consistent with the exp...
Trust matters sc
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Trust matters sc

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Trust matters sc

  1. 1. WSU Superintendent Certification program November Seminar
  2. 2. You are honest, straight forward, and competent. So why don’t people trust you?
  3. 3. What does “trust” mean to you (define)?
  4. 4.  TRUST is the decision I make to let myself be vulnerable because I believe:  You care (benevolent)—caring, good will, positive intentions  You are honest—integrity, good will, telling the truth  You are open—sharing information, delegating  You are reliable—consistency, dependable, commitment  You are competent—problem-solving, set standards, knowledgeable (Trust Matters)
  5. 5.  As a leader how do/would you: ◦ Measure (know that trust is present or know that trust is lacking) in your organization? ◦ Maintain and/or build trust within your organization? ◦ Build organizational trust if it were missing within your organization?
  6. 6.  Inconsistent messages  Inconsistent standards  Misplaced benevolence  False feedback  Failure to trust others  Elephants in the parlor  Rumors in a vacuum  Consistent corporate (school) underperformance
  7. 7.  Figure out what happened (what, when, cause)  Determine the depth and breadth of the loss of trust  Own up to the loss quickly  Identify what must be accomplished to rebuild trust
  8. 8.  There is no such thing as a private conversation  There is no such thing as a casual conversation  People sometimes hear what they most fear  Trauma has a long half-life  No good deed goes unpunished  There is not always an equal and opposite reaction
  9. 9.  Trust takes time, patience, shared investment and must be two-way  Have to be able to live in a non-trusting way to build trust  Deep trust can only be built by people who interact within a distance of six feet--the “six foot rule”  Mistrust is part of today’s life. It may not be personally based, but must be personally overcome.
  10. 10.  Why does relationship-based, structural trust change depending on where you are in the organization?  What is a “kitchen cabinet”? Do you have one?
  11. 11.  Has “transparency, technology, and data” impacted trust within your organization?
  12. 12.  Are you a trustworthy leader?  How do others know if you are/are not trustworthy? (define trustworthy)
  13. 13.  Share a professional scenario you have been involved with where trust was an issue. What caused trust to be an issue?  How was it resolved? Was trust restored— how?
  14. 14.  When interviewing for the position of superintendent you were asked if you were trustworthy. How did you respond?  As the superintendent how would you convince your employees that you are a trustworthy leader?  As the superintendent how are you going to ensure the community believes the district is trustworthy.  As the superintendent how are you going to build/maintain a trusting relationship with your school board?  As the superintendent how would you restore trust with your principals if it were broken?
  15. 15.  As an educational leader what are your most important “take-aways” from the book and articles?
  16. 16.  On a daily basis, trust is raised or diminished depending on whether the way we act– and why– is consistent with the expectations we have agreed to.  In other words, through our words and actions we show our sense of obligations towards others- and others discern these intentions…  Trust grows through exchanges in which actions validate these expectations.  Even simple interactions, if successful, can enhance collective capacities for more complex subsequent actions… (Bryk & Schneider)

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