Nothing is so fast as<br />the speed of<br />.<br />1<br />
The Five dysfunctions of a team<br />Absence of Trust<br />Fear of Conflict<br />Lack of Commitment<br />Avoidance of acco...
Reorganisation Southwest Airlines<br />
Jim sells donuts and coffee in New York<br />No extra costs<br />2 x revenu<br />
Trust<br />Speed <br />Costs<br />
Trust<br />Speed <br />Costs<br />
The bottem line<br />(Strategy X Execution) = Result<br />(Strategy X Execution) X Trust = Result<br />Trust = 1  - Tax / ...
- 80% : No TRUST<br />Organisations<br />Disfunctional environment<br />Sabotage, going to court, criminal behavior<br />I...
- 60% very little trust<br />Organisation<br />unhealthy worksituation<br />Unhappy employees<br />Very political atmosphe...
- 40% little trust<br />Organisation<br />People cover themselves<br />Hidden agenda’s<br />Political camps<br />Lots of u...
- 20% trust issues<br />Organisation<br />A few bureaucratic rules<br />Unnessary hierachy<br />Slow approval<br />Badly t...
No Tax No dividend: trust is not a problem<br />Organisation<br />Healthy work situation<br />Good communication<br />Litt...
20% : trust is visible<br />Organisation<br />Focus is on the job<br />Effective collaboration and execution<br />Positive...
40% : world class trust<br />Organisation<br />Lots of collaboration and partnerships<br />Unimpeded communication <br />P...
The bottem line<br />(Strategy X Execution) X Trust = Result<br />(10 X 10) X (1- 40%) =    60<br />(10 X 10) X (1- 10%) =...
The silence indicator<br />
Creating<br />.<br />17<br />
Talk Straight<br />60%<br />18<br />
Demonstrate Respect<br />19<br />
Create transparency<br />20<br />
Right Wrongs<br />21<br />
Show Loyality<br />22<br />
Deliver Results<br />23<br />
Get Better<br />24<br />
The Perfection Game<br />25<br />
Confront Reality<br />26<br />
Clarify expectations<br />27<br />
Practice accountability<br />Succes has many fathers, Failure is an orfen<br />28<br />
Insight: Team == Product<br />All business service clients <br />must call methods of <br />this big static class.<br />Wh...
Listen first<br />55%<br />30<br />
Keep Commitments<br />31<br />
Trust is given not earned<br />32<br />
Meals<br />33<br />
Make me responsible<br />34<br />
Responsibility <br />Space<br />35<br />
Resources	<br />The Speed of Trust<br />Drive<br />Team work is an individual skill<br />The 7 habits of Effective people<...
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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

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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 &amp; 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
  • The speed of trust

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

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