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The speed of trust

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Presentation based on the book the speed of trust. I use my stories to support what is written in the book

Presentation based on the book the speed of trust. I use my stories to support what is written in the book


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  • confianceThe next slides are on how to create the trust
  • confianceThe next slides are on how to create the trust
  • entretien directementthe clothes of the “king”HALFWAY
  • Montrez du respectCEO SARA LEEServeur
  • Creeer du transparanceSome time ago I had a boss that told he team very early and very clearly that we had to firepeople even before the we knew how many, and who. I ‘m pretty sure that most people of the team where really happy with how Geert approached this.To fast: put everyone’s salaries on the table in an existing company(this might work in a new company)
  • Bons mauxStory how I tell my kids when I do something wrong(when I get too quickly angryIn IBM WATSON did not fire somewone who made a screw up of 10 Billion USD He said he invested that money into that guy’s training
  • montrez le loyalityFoto DJ Lodejo+ verhaal Erik Tjampens
  • Sous promesse ; delivrez au-dessus Under promise & over deliver
  • Edison had Story Watson IBM C4 no, I invested 10 Billion in you
  • Will you perfect my …I will give it a x out of 10What I like about it is …To give it a ten I would need…
  • confrontez la réalitéTreat grownup’s like children and they behave like children
  • Begin with the end in mindAcceptance criteriaWhat is the succesful outcome of this talk?When in doubt between two things you want, use the 10 years rule. Which one of the 2 choices would you regret?
  • ResponsabilitéWhen you something good happens look out the windowWhen something bad happens, look in the mirror
  • 55% is body languageExample communication Game, where someone who could not We have 2 ears and only 1 mouthThere is a reason for that
  • EngagementsI want to be with my kids every birthdayOn the 12 October this year, I’m invited to have this talk in GeneveIt’s my daughter’s second birthdaySo I decided that my family would join me to Geneve.So that free talk costs me 5 times more moneyI do this because that is a promise I made myself
  • prolongez la confianceStory of Jim: a coffee and donut selling guy in NY.His income doubled by trusting his customers
  • Ask 4 people to be mad at a ...
  • The ability to respondUse the space between stimilus and respons
  • Transcript

    • 1. Nothing is so fast as
      the speed of
      .
      1
    • 2. The Five dysfunctions of a team
      Absence of Trust
      Fear of Conflict
      Lack of Commitment
      Avoidance of accountability
      Inattention to Results
      2
    • 3. Reorganisation Southwest Airlines
    • 4. Jim sells donuts and coffee in New York
      No extra costs
      2 x revenu
    • 5. Trust
      Speed
      Costs
    • 6. Trust
      Speed
      Costs
    • 7. The bottem line
      (Strategy X Execution) = Result
      (Strategy X Execution) X Trust = Result
      Trust = 1 - Tax / + Divident
      (10 X 10) X (1- 40%) = 60
      (10 X 10) X (1- 10%) = 90
      (10 X 10) X (1+ 20%) = 120
    • 8. - 80% : No TRUST
      Organisations
      Disfunctional environment
      Sabotage, going to court, criminal behavior
      Intense Micromanagment
      Redundant hierachy
      Punishment systems and structures
      Personal
      Disfunctional relation
      Verbal, emotional and or fysical abuse
    • 9. - 60% very little trust
      Organisation
      unhealthy worksituation
      Unhappy employees
      Very political atmosphere
      Loosing enormous amount of time on defensing position
      Painfull micromanagment and bureaucracy
      Personal
      Hostile behavior (shouting, accusations followed by short remorse)
      Cautious communication
      Mistakes are remembered and used as weapons
      Real problems are not effective recognised and solved
    • 10. - 40% little trust
      Organisation
      People cover themselves
      Hidden agenda’s
      Political camps
      Lots of unhappy employees
      Personal
      Tiring and joyless communication
      Gathering evidence on weakness and mistakes others
      Doubts about reliability
      Hidden agenda’s
      Careful (unwilling) providing information
    • 11. - 20% trust issues
      Organisation
      A few bureaucratic rules
      Unnessary hierachy
      Slow approval
      Badly tuned systems and structures
      Some employees are unhappy
      Personal
      Regular misunderstandings
      Doubts about intentions & motives
      Interactions characterized by tension
      Communication colored by fear, uncertainty, doubt, worries
      Energy spend of keeping relation going (instead of deeping)
    • 12. No Tax No dividend: trust is not a problem
      Organisation
      Healthy work situation
      Good communication
      Little politics
      Personal
      Correct healthy communication
      Focus on flexible and effective cooperation
      mutual tolerance and acceptance
      No worries
    • 13. 20% : trust is visible
      Organisation
      Focus is on the job
      Effective collaboration and execution
      Positive partnerships with employees
      Usefull systems and structures
      Lots of creativity and innovation
      Personal
      Strong, vibrant colaborative relations
      Designed to find and use the strengths of others
      Stimulating and positive communication
      Faults are seen as learning moments and are quickly forgotten
      Posive energy and positive people
    • 14. 40% : world class trust
      Organisation
      Lots of collaboration and partnerships
      Unimpeded communication
      Positive, transparant relations with employees
      Fully tuned systems and structures
      Strong innovation, involvement, faith and loyalty
      Personal
      Real pleasure in family and friendship characterized by involvement and love
      Free, unimpeded communication
      Inspired work done together and characterized by targetting, creativity and enthousiasm
      Complete open transparant relations
      Great energy as result of relations
    • 15. The bottem line
      (Strategy X Execution) X Trust = Result
      (10 X 10) X (1- 40%) = 60
      (10 X 10) X (1- 10%) = 90
      (10 X 10) X (1+ 20%) = 120
    • 16. The silence indicator
    • 17. Creating
      .
      17
    • 18. Talk Straight
      60%
      18
    • 19. Demonstrate Respect
      19
    • 20. Create transparency
      20
    • 21. Right Wrongs
      21
    • 22. Show Loyality
      22
    • 23. Deliver Results
      23
    • 24. Get Better
      24
    • 25. The Perfection Game
      25
    • 26. Confront Reality
      26
    • 27. Clarify expectations
      27
    • 28. Practice accountability
      Succes has many fathers, Failure is an orfen
      28
    • 29. Insight: Team == Product
      All business service clients
      must call methods of
      this big static class.
      Why is it so ?
      You would have
      to ask Steve.
      Oh that is
      impossible,
      he is always
      busy...
      OK, let’s ask him.
      29
    • 30. Listen first
      55%
      30
    • 31. Keep Commitments
      31
    • 32. Trust is given not earned
      32
    • 33. Meals
      33
    • 34. Make me responsible
      34
    • 35. Responsibility
      Space
      35
    • 36. Resources
      The Speed of Trust
      Drive
      Team work is an individual skill
      The 7 habits of Effective people