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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

The speed of trust The speed of trust Presentation Transcript

  • Nothing is so fast as
    the speed of
    .
    1
  • The Five dysfunctions of a team
    Absence of Trust
    Fear of Conflict
    Lack of Commitment
    Avoidance of accountability
    Inattention to Results
    2
  • Reorganisation Southwest Airlines
  • Jim sells donuts and coffee in New York
    No extra costs
    2 x revenu
  • Trust
    Speed
    Costs
  • Trust
    Speed
    Costs
  • 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
  • - 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
  • - 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
  • - 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
  • - 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)
  • 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
  • 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
  • 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
  • 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
  • The silence indicator
  • Creating
    .
    17
  • Talk Straight
    60%
    18
  • Demonstrate Respect
    19
  • Create transparency
    20
  • Right Wrongs
    21
  • Show Loyality
    22
  • Deliver Results
    23
  • Get Better
    24
  • The Perfection Game
    25
  • Confront Reality
    26
  • Clarify expectations
    27
  • Practice accountability
    Succes has many fathers, Failure is an orfen
    28
  • 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
  • Listen first
    55%
    30
  • Keep Commitments
    31
  • Trust is given not earned
    32
  • Meals
    33
  • Make me responsible
    34
  • Responsibility
    Space
    35
  • Resources
    The Speed of Trust
    Drive
    Team work is an individual skill
    The 7 habits of Effective people