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Build Trust, Foster Innovation
The document provides information on consulting services aimed at supporting businesses in various stages of development, emphasizing innovation, psychological safety, and addressing biases that impact decision-making. It highlights the importance of supporting employees, fostering diversity, and maintaining trust within organizations to enhance performance and employee satisfaction. Additionally, it outlines various strategies for creating a positive organizational culture through communication and team dynamics.
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Build Trust, Foster Innovation
- 2. • 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
- 3. • General BusinessConsulting • 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
- 4.
- 5. Located next to“The Beach” @ the Cove julie.cranston@uci.edu SBDCtech.com
- 6. *example rendering. Notactual 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
- 7. Journey *example rendering. Notactual plan • Intro • Brain Basics • Biases • “Corporate Caring”+ • Bridging the Gap • Tools • Questions
- 8. Quick Intro *example rendering.Not actual plan “Feel stuff to do stuff..” “Maximize impact”
- 9. Overview *example rendering. Notactual plan “Personal Reality” “Corporate Reality” What’s happening here?
- 10. Starts with thebrain… *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
- 11. Biases *example rendering. Notactual 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
- 12. 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!
- 13. Meanwhile… *example rendering. Notactual 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
- 14. And… *example rendering. Notactual 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
- 15. And… *example rendering. Notactual 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
- 16. Sooo… *example rendering. Notactual plan WTH??
- 17. Overview *example rendering. Notactual plan “Personal Reality” Brain & Biases “Corporate Reality” Promises & WTH What’s happening here?
- 18. Consequence? *example rendering. Notactual plan • Innovation • Creativity • Trust • Agility • And so on..
- 19. Consequence? *example rendering. Notactual plan Does this sound familiar? (I’m sure its not you!)
- 20. Bridging the Gap *examplerendering. 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
- 21. Google *example rendering. Notactual 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
- 22. What About You? *examplerendering. Not actual plan What does this mean to you? What do you think? (benefits?, challenges?, etc.)
- 23. How? *example rendering. Notactual plan • Create “Common Language” • Embrace PS as an organizational culture (top down) • Implement tools for PS
- 24. How? - Individual *examplerendering. Not actual plan • Ownership & Emotional Intelligence • Don’t Take Things Personally & “Google Searching” • Get Uncomfortable • Be Respectfully Curious
- 25. How? - Team *examplerendering. Not actual plan • Listen First • Foster Trust • Celebrate Diversity • Healthy Conflict
- 26. How? – Organization& Leadership *example rendering. Not actual plan • Create Consistency • Commitment to Purpose & Values • Appreciation • Growth
- 27. Questions *example rendering. Notactual plan Questions?
- 28. How can Ihelp? *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
- 29. See you soon! *examplerendering. Not actual plan Thank you!