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Build Trust, Foster Innovation

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Speaker: Leila Entezam

Learn how to create a fearless, thriving organization that fosters
a culture of innovation

Published in: Business
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Build Trust, Foster Innovation

  1. 1. • 1:1 Consulting • Personalized • Business start, development & growth • Help businesses get “investor-ready” • High-tech, high-growth, scalable • Life Science & Technology Sectors • UCI Resources • No Cost SBDC - Small Business Development Center A Resource for Ventures from Idea to Exit
  2. 2. • General Business Consulting • Funding/Pitching • Term Sheets • Equity & Debt Funding • SBIR/STTR • Technology Commercialization • Sales & Marketing Strategy • Board of Directors/Advisory Board Assistance • Hiring and Staffing SBDC Services and Expertise
  3. 3. Start Grow Finance your business SBA.gov
  4. 4. Located next to “The Beach” @ the Cove julie.cranston@uci.edu SBDCtech.com
  5. 5. *example rendering. Not actual plan BUILD TRUST - FOSTER INNOVATION Learn how to create a fearless, thriving organization that fosters a culture of innovation Presented by: Leila Entezam, LMFT, MBA
  6. 6. Journey *example rendering. Not actual plan • Intro • Brain Basics • Biases • “Corporate Caring”+ • Bridging the Gap • Tools • Questions
  7. 7. Quick Intro *example rendering. Not actual plan “Feel stuff to do stuff..” “Maximize impact”
  8. 8. Overview *example rendering. Not actual plan “Personal Reality” “Corporate Reality” What’s happening here?
  9. 9. Starts with the brain… *example rendering. Not actual plan • Emotion before logic – emotions drive action • 1/3 Brain – visual processing – what you SEE matters/influences you – news source, social media, etc. • Priming (and tied to “1/3 brain visual…”) • Brain remembers stories • References/History/Triggers – Personal Associations – ex: cow head • Culture, gender, ethnicity..it all matters • Most processing is subconscious
  10. 10. Biases *example rendering. Not actual plan • Confirmation Bias - We all favor ideas that confirm our existing beliefs and what we think we know. Likewise, when we conduct research, we all suffer from trying to find sources that justify what we believe about the subject. (“See, I’m right!”) • Fundamental Attribution Error - we look for contextual excuses for our failures, but generally blame other people or their characteristics for their failures. also we make judgments based only on the information we have available at hand. (“Bad driver, woman, bad driver because she’s a woman.”) • In-Group Bias - we have a tendency to be kinder to ourselves when making judgments about our successes and failures. This extends to those we hold near and dear, those who we perceive as similar and those who we consider part of our ‘group’. Simply, In-Group Bias refers to the unfair favoring of someone from one’s own group. (“Us vs. Them”) https://www.psychologytoday.com/us/blog/thoughts-thinking/201809/12-common-biases-affect-how-we-make-everyday-decisions
  11. 11. Corporate Promise *example rendering. Not actual plan Business Roundtable (association of CEOs) recently announced the release of a new Statement on the Purpose of a Corporation signed by 181 CEOs who commit to lead their companies for the benefit of all stakeholders – customers, employees, suppliers, communities and shareholders. Part of the commitment included, “Investing in our employees. This starts with compensating them fairly and providing important benefits. It also includes supporting them through training and education that help develop new skills for a rapidly changing world. We foster diversity and inclusion, dignity and respect.” YES!
  12. 12. Meanwhile… *example rendering. Not actual plan “A Harvard Business Review survey reveals 58% of people say they trust strangers more than their own boss.” https://www.forbes.com/sites/davidsturt/2018/03/08/10-shocking-workplace-stats-you-need-to-know/#4884c155f3af
  13. 13. And… *example rendering. Not actual plan “Global studies reveal that 79% of people who quit their jobs cite ‘lack of appreciation’ as their reason for leaving.” https://www.forbes.com/sites/davidsturt/2018/03/08/10-shocking-workplace-stats-you-need-to-know/#4884c155f3af
  14. 14. And… *example rendering. Not actual plan “The Conference Board reports that 53% of Americans are currently unhappy at work.” https://www.forbes.com/sites/davidsturt/2018/03/08/10-shocking-workplace-stats-you-need-to-know/#4884c155f3af
  15. 15. Sooo… *example rendering. Not actual plan WTH??
  16. 16. Overview *example rendering. Not actual plan “Personal Reality” Brain & Biases “Corporate Reality” Promises & WTH What’s happening here?
  17. 17. Consequence? *example rendering. Not actual plan • Innovation • Creativity • Trust • Agility • And so on..
  18. 18. Consequence? *example rendering. Not actual plan Does this sound familiar? (I’m sure its not you!)
  19. 19. Bridging the Gap *example rendering. Not actual plan Psychological Safety • Harvard Professor Amy Edmondson • Team climate characterized by interpersonal trust and mutual respect in which people are comfortable being themselves • Allows for risk-taking, speaking up, creativity, trust, and not fearing repercussions https://hbr.org/2017/08/high-performing-teams-need-psychological-safety-heres-how-to-create-it
  20. 20. Google *example rendering. Not actual plan • Major study done by Google in 2012 • 180 teams across the company • Key component of building high performance teams • What really mattered…how the team worked together. • Fostered by an environment of “psychological safety.” https://www.nytimes.com/2016/02/28/magazine/what-google-learned-from-its-quest-to-build-the-perfect-team.html
  21. 21. What About You? *example rendering. Not actual plan What does this mean to you? What do you think? (benefits?, challenges?, etc.)
  22. 22. How? *example rendering. Not actual plan • Create “Common Language” • Embrace PS as an organizational culture (top down) • Implement tools for PS
  23. 23. How? - Individual *example rendering. Not actual plan • Ownership & Emotional Intelligence • Don’t Take Things Personally & “Google Searching” • Get Uncomfortable • Be Respectfully Curious
  24. 24. How? - Team *example rendering. Not actual plan • Listen First • Foster Trust • Celebrate Diversity • Healthy Conflict
  25. 25. How? – Organization & Leadership *example rendering. Not actual plan • Create Consistency • Commitment to Purpose & Values • Appreciation • Growth
  26. 26. Questions *example rendering. Not actual plan Questions?
  27. 27. How can I help? *example rendering. Not actual plan • Deep Dive Executive Leadership Coaching • Workshops (Culture, Communication, etc.) • Board Retreats • Psychological Safety • Team Coaching • Public Speaking Subscribe at www.lezam.it
  28. 28. See you soon! *example rendering. Not actual plan Thank you!

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