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Trust matters sc

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Trust matters sc Trust matters sc Presentation Transcript

  • Trust MattersEnemies of Trust/Geography of Trust
    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, 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)
    A Definition & The Five Facets of Trust
  • 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?
  • Why is it so hard to maintain and build trust in an organization?
  • Inconsistent messages
    Inconsistent standards
    Misplaced benevolence
    False feedback
    Failure to trust others
    Elephants in the parlor
    Rumors in a vacuum
    Consistent corporate (school) underperformance
  • 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
    To Rebuild Trust . . .
  • 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
    Uncomfortable Truths
  • 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.
    Leadership Assumptions
  • Why does relationship-based, structural trust change depending on where you are in the organization?
    What is a “kitchen cabinet”? Do you have one?
  • 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?
    How was it resolved? Was trust restored—how?
  • 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?
    Questions (one per table)
  • 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 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)
    Actions are Important!