Master Class Tulip of Trust January 2013

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This is the slide deck from Master Class on the four components of high trust in leadership: credibility, affinity, presence, and competence.

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Master Class Tulip of Trust January 2013

  1. 1. © Copyright 2013 Arceil Leadership Ltd. All rights reserved.unauthorized reproduction or presentation is strictly prohibited
  2. 2. The Tulip of TrustCredibility • Affinity • Presence • Competence
  3. 3. Think back to one person in yourprofessional life whom you trusted,and to another person whom youdidn’t trust so much. © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  4. 4. What did the difference come down to?Can you put your finger on it? © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  5. 5. Everyone knows that trust is important,but compromises to trust are common.Why? © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  6. 6. Can you point to any threats, eitherlooming in the future or actual in thepresent or recent past, to the trustin your organization? © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  7. 7. What are the consequences of acavalier attitude and a casual tolerancetoward threats to trust?In financial or other terms, what doyou think it costs? © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  8. 8. When communication fails, what’s the real problem? © Copyright 2013 Arceil Leadership Ltd. All rights reserved.Speaking loudly enough to be heard over the din? Or speaking credibly enough to be believed?
  9. 9. Why cant you seeWhat youre doing to meWhen you dont believe a word I say?We cant go on togetherWith suspicious mindsAnd we cant build our dreamsWith suspicious minds.“Suspicious Minds”Lyrics by Mark James
  10. 10. “Be careful. She trusts you.” U.S. consul to Lieutenant Pinkerton Madame Butterfly Giacomo Puccini
  11. 11. Whither Trust?Humpty Dumpty sat on a wall,Humpty Dumpty had a great fall.All the kings horses and all the kings menCouldnt put Humpty together again. Iona and Peter Opie The Oxford Dictionary of Nursery Rhymes (Oxford University Press, 1951)
  12. 12. Among employees with Among employees withstrong trust in management weak trust in management 58 % 4% . . . say they are completely happy with their job Maritz Research
  13. 13. Among employees with Among employees withstrong trust in management weak trust in management 63 % 7% . . . would be happy to spend the remainder of their career with their present company Maritz Research
  14. 14. Among employees with Among employees withstrong trust in management weak trust in management 51 % 6% . . . would invest their own money in their present company if they could Maritz Research
  15. 15. Among employees with Among employees withstrong trust in management weak trust in management 50 % 3% . . . look forward to coming to work each day Maritz Research
  16. 16. Only 11%of employees say they ‘strongly agree’that their managers show consistency between their words and actions. Maritz Research
  17. 17. Only 38%of corporate employees worldwidesay their managers communicate openly and honestly. Towers Perrin
  18. 18. Eroding Sense of Trust 80% 70% 60% 50% 50% 44% 39% 37% 40% 36% 32% 30% 20% 1984 1987 1991 1998 2006 2010Percentage of Americans saying that most people can be trusted most of the time Source: National Opinion Research Center, University of Chicago
  19. 19. Walter Cronkite“The Most Trusted Man in America”
  20. 20. If I have lost Cronkite,I have lost Middle America. President Lyndon B. Johnson
  21. 21. Lou’s Big Three1. Can I trust you?2. Are you committed?3. Do you care about me? Lou Holtz © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  22. 22. © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  23. 23. Credibility Honesty Candor Sincerity ClarityConsistency © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  24. 24. Credibility“He tells it like it is.” © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  25. 25. Affinity AllianceConvictionMutualitySimilarity Concern © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  26. 26. Affinity “He wantswhat we want.” © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  27. 27. Presence Visibility Familiarity Accessibility Empathy Dialogue © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  28. 28. Presence “He’s someone you can talk to.” © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  29. 29. Competence Ability Expertise Judgment Experience Wisdom © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  30. 30. Competence ”If anyone can do it, he can.” © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  31. 31. Competence CredibilityPresence Affinity © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  32. 32. Competence Credibility respect beliefPresence Affinity connection alliance © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  33. 33. Competence CredibilityPresence Affinity Trust in Leadership © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  34. 34. Credibility © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  35. 35. BrokenCredibility Everything But Sufficient Credibility Yields Doubt © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  36. 36. Affinity © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  37. 37. Broken AffinityEverything But Sufficient Affinity Yields Opposition © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  38. 38. Presence © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  39. 39. BrokenPresence Everything But Sufficient Presence Yields Apathy © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  40. 40. Competence © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  41. 41. Broken CompetenceEverything But Sufficient Competence Yields Skepticism © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  42. 42. The Tulipof Trust Credibility Affinity Presence Competence © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  43. 43. The Tulipof Trust Credibility Affinity Presence Competence © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  44. 44. What Credibility Involves• Valuing candor• Safe harbor for truth• Courage to speak up• Clarity of expression• Realism, consistency• Appreciation of dialogue• Congruent behaviors © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  45. 45. What are some commonbarriers to more credibilityas leverage for deeper trust?
  46. 46. Barriers to Credibilityfor Trust in Leadership • Fear of hurting feelings • Spin, happy talk • “Shooting the messenger” • Hoarding information • Lack of modeling • Hidden agendas • Disingenuous values © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  47. 47. The Tulipof Trust Credibility Affinity Presence Competence © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  48. 48. What Affinity Involves• Culture of common values• Agreed-upon goals• Mutuality of benefit• Plus-market compensation• Caring and concern• Removal of fear• Shared interests, needs, concerns © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  49. 49. What are some commonbarriers to more affinityas leverage for deeper trust?
  50. 50. Barriers to Affinityfor Trust in Leadership • “Rolling Thunder” • Imbalanced scorecards • Golden parachutes • Arbitrary decision making • Unpaid or reduced bonuses • Cut-throat culture © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  51. 51. The Tulipof Trust Credibility Affinity Presence Competence © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  52. 52. What Presence Involves• Physical access• Approachability, affability• Praise for successes• Listening affirmatively• Sharing information• Openness to questions• MBWA © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  53. 53. What are some commonbarriers to more presenceas leverage for deeper trust?
  54. 54. Barriers to Presencefor Trust in Leadership• Global reporting relationships• Spike in spans of control• Day-to-day time pressures• Non-essential meetings• Reliance on email• Remote working• Severe introversion• Tradition of MBLMA* * Management By Locking Myself Away © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  55. 55. The Tulipof Trust Credibility Affinity PresenceCompetence © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  56. 56. What Competency Involves• Track record of success• Sound judgment• Keen perception• Global experience• Dedication to cause• Relevant skills• Sheer hard work © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  57. 57. What are some commonbarriers to more competencyas leverage for deeper trust?
  58. 58. Barriers to Competencyfor Trust in Leadership• Favoritism• Unethical choices or demands• Non-strategic decisions• Small thinking• Bias for the status quo• Blaming others• Illegal conduct• Rash, unsafe directives © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  59. 59. Quicksand of Leadership1. Lies, deception 9. Free-wheeling creativity2. Insincerity, fast talk 10. Exaggeration, wishful thinking3. Spin, damage control 11. Blame game4. Cagey, calculated rhetoric 12. Lack of self-discipline5. Superficiality 13. Deprecating other people6. Sweet talk or scare talk 14. Neglect of detail and nuance7. Stonewalling or sandbagging 15. Bluff and bluster8. Ethical compromises 16. Selfishness, arrogance © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  60. 60. Questions on Trust• How much do you implicitly trust politicians? lawyers? consultants?• How much do you implicitly trust people culturally different from you?• How much do you implicitly trust people with power over you?• How much do you think other people implicitly trust you? © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  61. 61. Building Affirmation• What can you do to enable more people to trust you more?• What makes this so difficult?• What gets in the way? How much of this is simple appreciation?• How can you surmount those difficulties? © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
  62. 62. Take a moment to reflect. Record your thoughts.
  63. 63. Now take a few momentsto discuss your thoughtswith others at your table.
  64. 64. Inter Folia FructusWhat Are Some Low Hanging Fruit?

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