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The speed of trust
The speed of trust
The speed of trust
The speed of trust
The speed of trust
The speed of trust
The speed of trust
The speed of trust
The speed of trust
The speed of trust
The speed of trust
The speed of trust
The speed of trust
The speed of trust
The speed of trust
The speed of trust
The speed of trust
The speed of trust
The speed of trust
The speed of trust
The speed of trust
The speed of trust
The speed of trust
The speed of trust
The speed of trust
The speed of trust
The speed of trust
The speed of trust
The speed of trust
The speed of trust
The speed of trust
The speed of trust
The speed of trust
The speed of trust
The speed of trust
The speed of trust
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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<br />the speed of<br />.<br />1<br />
    • 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. Reorganisation Southwest Airlines<br />
    • 4. Jim sells donuts and coffee in New York<br />No extra costs<br />2 x revenu<br />
    • 5. Trust<br />Speed <br />Costs<br />
    • 6. Trust<br />Speed <br />Costs<br />
    • 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. - 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. - 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. - 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. - 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. 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. 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. 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. 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. The silence indicator<br />
    • 17. Creating<br />.<br />17<br />
    • 18. Talk Straight<br />60%<br />18<br />
    • 19. Demonstrate Respect<br />19<br />
    • 20. Create transparency<br />20<br />
    • 21. Right Wrongs<br />21<br />
    • 22. Show Loyality<br />22<br />
    • 23. Deliver Results<br />23<br />
    • 24. Get Better<br />24<br />
    • 25. The Perfection Game<br />25<br />
    • 26. Confront Reality<br />26<br />
    • 27. Clarify expectations<br />27<br />
    • 28. Practice accountability<br />Succes has many fathers, Failure is an orfen<br />28<br />
    • 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. Listen first<br />55%<br />30<br />
    • 31. Keep Commitments<br />31<br />
    • 32. Trust is given not earned<br />32<br />
    • 33. Meals<br />33<br />
    • 34. Make me responsible<br />34<br />
    • 35. Responsibility <br />Space<br />35<br />
    • 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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