Scamardo.monday.engaging staff
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  • UCLA research indicates that only 7% of leadership success is attributable to intellect; 93% of success comes from trust, integrity, authenticity, honesty, creativity, presence, and resilience (cited in Cooper and Sawaf, 1996).Trust between managers and employees is THE primary defining characteristic of the very best workplaces. --Fortune Magazine’s 100 Best Companies to Work for in U.S.47% of employees surveyed in 4 different countries indicated trust is an issue in their organization.--Development Decisions International (2001)50% of time wasted in business is due to lack of trust (John O. Whitney, Director, Deming Center for Quality Management).
  • 20s and early 30s
  • The Value of TrustTrusted people tend to be promoted, make more money, receive better opportunities, have more fulfilling relationships. (Covey, 2006)Trust in organizations is related to work attitudes and job satisfaction across the organization. --Journal of HR Management, 2005
  • Facts About Trust in LeadershipActions that enhance trust, such as fair treatment, open and honest communication, and supportive behaviors will not only promote trust but will improve morale. (Armstron-Stassen, 2002; Mone, 1997)Empathy in the work environment is related to the trust in the department. (Cherniss & Adler, 2000)High-trust organizations have 3 times the performance as do low-trust organizations. (Covey, 2006)

Scamardo.monday.engaging staff Scamardo.monday.engaging staff Presentation Transcript

  • ENGAGING STAFF DURING TIMES OF CHANGE 2013 Annual Training Conference Dr. Monica Scamardo
  • Millennials • desire immediate feedback • prefer the instant gratification of texting to the slow response of email • prefer casual attire at work • want more flexibility with scheduling and work location • value the nature and importance of the work over the pay and benefits • want to be involved in strategy and not only in executing it From Dan Schawbel
  • Results Accountability Commitment Crucial Communications Trust Relationship Between Change, Trust & Results Lencioni, 2002
  • “Trust is the willingness of one to be vulnerable to the actions of another whose behavior and actions they cannot control.” --Academy of Management
  • Components of Trust Competence Benevolence Character Resource: Mayer, Davis & Schrooman, 1995
  • Results of Trust in the Leader organizational productivity job satisfaction high performance collaborative teams positive opinions of leader innovative behavior crucial communications achieved goals organizational alignment
  • Circumstantial Reasons for Trust • Sense of control/influence • Perceived similarity • Consistency • Expectations met • Understand motives behind actions
  • What are the 3 causes of distrust in organizations & teams?
  • Change Uncertainty Inconsistency
  • Results of Low Trust suspiciousness turnover presenteeism marginal work lack of communication time wasted increased operating costs gossip fear
  • Best Practices for Building Trust Make & Keep Commitments Explain decisions & direction Give Recognition Get Results Seek & Implement Feedback Sever Grapevine Be Visible Use Empathy Acknowledge Errors Engage in Crucial Communications
  • Every interaction with every person creates the opportunity for trust or for distrust. creates the opportunity for trust or for distrust. creates the opportunity for trust or for distrust. Dr. Monica Scamardo 512.914.6484