Trust is essential in leading teams through change, navigating uncertainty, advancing mission and leaving enduring legacies. Unlike other "factors" in team health, the aggregate score does not indicate the Trust Quotient - each link breaks the chain. Evaluate your trust factor, solicit 360 input/feedback from your team and then assess where action can be taken to raise the tide!
Visit http://www.C12Group.com/ for more information on how to tackle issues like these and more in an ongoing context of accountability and peer learning!
This document discusses how to build and sustain trust. It defines trust as choosing to risk making something you value subject to another person's actions. Distrust is when you choose not to make yourself open to another's actions due to a perceived lack of safety. The key competencies for building trust are sincerity, reliability, competence, and care. Sincerity involves honesty and alignment between words and actions. Reliability means keeping commitments and promises. Competence is having the ability and skills to do one's job. Care is having others' best interests in mind as well as shared interests like team success. Building trust requires demonstrating these competencies consistently over time.
This document discusses how to build trust in business through relationship building and networking. It emphasizes understanding what an entrepreneur and trust are, developing relationship building skills, finding common ground with others, and building trust through authenticity and understanding oneself. The overall message is that being true to yourself and continuously improving are keys to building trust in business.
This document provides 7 secrets or principles for succeeding at Make School. It summarizes them as:
1. There are no stupid questions - employees should feel comfortable asking questions without judgment.
2. Assume negligence, not malice - when conflicts arise, assume people did not intend harm and address issues maturely.
3. Embody a growth mindset - focus on personal and professional growth over time rather than past mistakes.
4. Create the change you want to see - employees can drive change through experimentation and demonstrating effectiveness.
5. Trust yourself and others to own projects and make decisions - distributed ownership allows more work to get done.
6. A manager's role is to
TMA World Viewpoint 32: Behaviours that can develop and maintain trust in the...TMA World
Trust is essential to effective teamwork and collaboration. Following the guidance outlined in this TMA World presentation will help you ensure that you get the most out of your working relationships.
For more information on building trust and the other skills you and your organization require to thrive in the borderless workplace, contact us today: enquiries@tmaworld.com or visit our website: www.tmaworld.com
As a leader of an organisation, department or team, building trust in the workplace is important to the overall success of your department and company. Here’s how you can build this rapport.
This document discusses marriage counseling and improving relationships. It provides chapters on setting goals for a marriage, identifying obstacles, developing a positive attitude, and realizing you can only change yourself. The key points are developing goals together, making a list of challenges, cultivating forgiveness and a willingness to change oneself for the betterment of the relationship.
A look at the fine-line between two very different management styles.
Original article found at https://www.inc.com/lolly-daskal/the-choice-is-yours-boss-or-leader-pick-one.html
This document provides tips for managing stakeholders, interacting with remote peers, building social capital, and managing one's boss. It discusses identifying and prioritizing key stakeholders, understanding their motivations and needs, and influencing their opinions. When working with remote peers, it emphasizes creating opportunities for face-to-face interaction, setting clear goals, providing feedback, and fostering cultural understanding. Building social capital involves making strong connections between employees, enabling trust, and fostering cooperation through retention, networks, trustworthy leadership, and common purpose. Managing one's boss effectively requires compatible work styles, clear mutual expectations, dependable information flow, honesty, and making good use of time and resources.
This document discusses how to build and sustain trust. It defines trust as choosing to risk making something you value subject to another person's actions. Distrust is when you choose not to make yourself open to another's actions due to a perceived lack of safety. The key competencies for building trust are sincerity, reliability, competence, and care. Sincerity involves honesty and alignment between words and actions. Reliability means keeping commitments and promises. Competence is having the ability and skills to do one's job. Care is having others' best interests in mind as well as shared interests like team success. Building trust requires demonstrating these competencies consistently over time.
This document discusses how to build trust in business through relationship building and networking. It emphasizes understanding what an entrepreneur and trust are, developing relationship building skills, finding common ground with others, and building trust through authenticity and understanding oneself. The overall message is that being true to yourself and continuously improving are keys to building trust in business.
This document provides 7 secrets or principles for succeeding at Make School. It summarizes them as:
1. There are no stupid questions - employees should feel comfortable asking questions without judgment.
2. Assume negligence, not malice - when conflicts arise, assume people did not intend harm and address issues maturely.
3. Embody a growth mindset - focus on personal and professional growth over time rather than past mistakes.
4. Create the change you want to see - employees can drive change through experimentation and demonstrating effectiveness.
5. Trust yourself and others to own projects and make decisions - distributed ownership allows more work to get done.
6. A manager's role is to
TMA World Viewpoint 32: Behaviours that can develop and maintain trust in the...TMA World
Trust is essential to effective teamwork and collaboration. Following the guidance outlined in this TMA World presentation will help you ensure that you get the most out of your working relationships.
For more information on building trust and the other skills you and your organization require to thrive in the borderless workplace, contact us today: enquiries@tmaworld.com or visit our website: www.tmaworld.com
As a leader of an organisation, department or team, building trust in the workplace is important to the overall success of your department and company. Here’s how you can build this rapport.
This document discusses marriage counseling and improving relationships. It provides chapters on setting goals for a marriage, identifying obstacles, developing a positive attitude, and realizing you can only change yourself. The key points are developing goals together, making a list of challenges, cultivating forgiveness and a willingness to change oneself for the betterment of the relationship.
A look at the fine-line between two very different management styles.
Original article found at https://www.inc.com/lolly-daskal/the-choice-is-yours-boss-or-leader-pick-one.html
This document provides tips for managing stakeholders, interacting with remote peers, building social capital, and managing one's boss. It discusses identifying and prioritizing key stakeholders, understanding their motivations and needs, and influencing their opinions. When working with remote peers, it emphasizes creating opportunities for face-to-face interaction, setting clear goals, providing feedback, and fostering cultural understanding. Building social capital involves making strong connections between employees, enabling trust, and fostering cooperation through retention, networks, trustworthy leadership, and common purpose. Managing one's boss effectively requires compatible work styles, clear mutual expectations, dependable information flow, honesty, and making good use of time and resources.
Based on interviews with hundreds of leaders since 2006, these 12 steps will help you to master effective appreciation.
Effective appreciation worth millions of dollars. Leaders who harness the essence of appreciation are rewarded with higher engagement and trust.
PSYCHOLOGY TODAY: PE Partners and PE Portfolio Company CEOsLarry Stybel
More than 50% of PE Dominated Boards replace portfolio company CEOs are replaced in two years or less. This article suggest ways PE Partners can improve the odds and reduce time waste.
The document discusses the lack of trust and engagement between employees and management, costing companies billions annually. It introduces the concept of "Authentic Encounters" to help build more genuine connections at work. Authentic Encounters are characterized by candid discussions and learning about each other. The document recommends focusing attention, engaging in conversations, and celebrating successes to incorporate Authentic Encounters and uncover knowledge about colleagues. This can help set employees up for success and add value for all.
Leadership books abound. Yet there are very few that put Values first before all those leadership skills. In this book, Harry Krammer explains the Four principles of Value-Based leadership and has shared his personal experiences to validate how these principles do work .
When Leaders engage in Self-reflection ( Principle # 1) followed by Balance, True-Self-confidence and Genuine Humility, then the organization has a much greater chance of leading the Values instead of with Egos. He also shares why positive core business ethics create greater shareholder value. One excellent point he discusses is the difference between what is legal and what is right.
Talent Management and leadership development are far more effective when approaching these two elements from a Values driven position. After all, organizations are all about people united to achieve those big, hairy audacious goals that would be fare ore difficult if not impossible to achieve individually.
Silo thinking is also viewed within the circle of Leadership. When this happens, my turf or silo becomes bigger than the organization’s big vision and this creates poor performance.
Another advantage to leading from a position of high ethics is motivation and team engagement. Teams do not come together naturally, but “ are developed purposefully and with intention”.
The end result from Values to Action is precisely that action or execution and implementation. Failed execution can more often than not be laid at the feet of leadership and not extenuating circumstances.
Values are not bullet points on a Corporate website or motivational phrases on a poster in a lunch room.. Some companies talk a good game and have plaques on the wall stating their Mission & Values, but their day-to-day actions tell a different story.
Leaders should Value Values – Values Create Valuation
Are you a Manager or an Effective Leader? The Six Pillars of Superstar Leaders.Michael (Mike) McNulty
My last blog (“The 6 Pillars of Superstar Performers”) seemed to generate a lot of thought and dialogue around superstar performers! I was so excited and energized to read the numerous comments and opinions; thank you for reading and sharing your thoughts, it really “lit me up” to see the incredible response.
Inspired by the genuine interest in the last blog and our upcoming Independence Day, led me to our next topic— “what does a superstar leader look like?” https://www.linkedin.com/post/edit/6551412607864107008/
Miami Dade Leading Winning Culture Ed.9.1.08guest665fc089
The document discusses key aspects of building a high-performing organizational culture and leadership. It emphasizes that having a supportive, team-oriented culture is the most important driver of innovation and success. It outlines characteristics of ideal leaders, team members, and organizational cultures, focusing on traits like trust, respect, accountability, collaboration, and continuous improvement. It also discusses challenges that can inhibit execution and provides strategies for overcoming those challenges to achieve results.
9 characteristics of effective executives5 WAVES LLC
The document outlines 9 characteristics of effective executives: maturity, integrity, effective communication, professionalism, knowledge, trust, being a team leader, humanity, and organization. It provides examples for each characteristic such as accepting responsibility, being honest and transparent, having good presentation skills, being logical and calm, being knowledgeable in their industry, listening to and trusting employees, fostering employee satisfaction, acting as a coach and mentor, and ensuring staff have what they need to complete tasks.
This document is a presentation on leaders motivating and creating community. It discusses Henry Ford's quote about coming together, keeping together, and working together. It then reviews chapters from Kouzes & Posner's book on recognizing contributions and celebrating values and victories. The presentation provides examples of how leaders can recognize individual excellence and create a spirit of community through celebrations. It also reviews an article on thriving at work and the impact of psychological capital and supervisor support. The presentation emphasizes the importance of creating supportive relationships and communities at work.
Startupfest 2017: Tom Williams (BetterCompany)Startupfest
The document provides advice on how to recruit top talent. It recommends (1) building a list of potential candidates at companies that have raised at least a Series A funding, (2) reaching out to candidates at those companies to ask for advice rather than directly pitching your company, and (3) following up persistently with potential candidates to build relationships over time. The key is treating the hiring process like building important long-term relationships rather than just making a single hiring pitch.
The Accountable Leader: Developing the Right Mindset & Practices That Ignite...Denise Corcoran
* Are your leaders struggling to get strong performance from your people?
* Are your leaders driving results through their own efforts, not their team?
* Is your company suffering from operational breakdowns, late deliveries, low employee motivation and more?
Today’s most successful companies all have one trait in common. Their high performance organizations are driven by a strong accountability culture.
Download "The Accountable Leader" to learn the right mindset and practices to drive results in your organization.
Don't let the lack of leadership limit the growth of your organizationTommy Greer, CPA
The document discusses the importance of leadership development for organizational growth. It states that an organization cannot grow beyond the level of its leadership, and that failing to invest in recruiting, training, and developing leaders will cause an organization to decline. It then provides several recommendations for intentionally growing leaders within an organization, such as selecting candidates based on character, developing formal training programs, providing on-the-job training opportunities, letting others lead to gain experience, and soliciting input from all members on leadership development. The conclusion emphasizes that leadership development requires sacrifice but pays off in employee retention, performance, and the ability to attract top talent.
11 Ways to be Seen as a Leader at Work (Even if it's not in Your Title)GetSmarter
getsmarter.co.za
Forget your job title for a moment: effective leadership is not about position - it's about perception.
Here are 11 ways to build your reputation as the kind of leader others want to follow.
The document discusses how warmth and competence impact how people are perceived and influence others. It argues that demonstrating trustworthiness and warmth, in addition to competence, is important for persuading others and eliciting cooperation. While people often focus on displaying competence in the workplace, research shows warmth is more important for influencing others and is judged before competence. The best way to gain influence is to appropriately combine warmth and competence.
The document outlines five secrets to becoming a selfless, strong leader: 1) Realize that leadership is not all about yourself and focus on empowering your team, 2) Provide sincere and meaningful positive feedback to boost confidence and morale, 3) Show compassion for your team as people with feelings and lives outside of work, 4) Integrate your core values and those of the organization to build a strong foundation, and 5) Maintain a balanced lifestyle to avoid burnout so you can be present and effective as a leader. The document argues that these secrets will help one become a transformational leader who motivates and empowers their team rather than just a transactional leader focused on their own interests.
Every individual should have their own value system in place and this
is usually formed as the individual ages from a young adult into a
more matured and productive participant in society. Having good
values in place will help the person through life’s journey and will be
guiding point for most decisions made.
This document discusses how to be a good boss. It notes that 75% of employee stress is caused by bosses and 50% of bosses do not have effective relationships with employees. This can hurt company culture and performance. Good bosses coach for success, listen, and treat employees well. They are servant leaders who help employees succeed and reach their potential. The document recommends bosses conduct a 360 assessment to get feedback on their leadership and areas for improvement in order to continuously develop as effective leaders.
The document discusses the importance of respect in the workplace. It provides examples of disrespectful behaviors by a branch manager that fail to acknowledge and listen to a subordinate. Creating a respectful workplace requires leaders to consistently demonstrate respectful behaviors, such as making eye contact, smiling, praising employees, providing feedback, and avoiding gossip. Leaders must cultivate an environment where all employee ideas and opinions are valued in order to maximize productivity and limit workplace stress.
Provided for an assisted living, memory care, senior housing client, this is part 1 of a 3 part email training for their executive directors and community relations directors.
FINAL Discover--embedded StMH format 11-24-14Margie Kensil
This document summarizes a presentation on employee engagement. It discusses how engaged employees exhibit discretionary effort and commitment to their organization. Only about 30% of employees are fully engaged, while around 20% are actively disengaged. The presentation identifies the key drivers of engagement as autonomy, mastery, and purpose. It also discusses the importance of effective coaching, recognition, and building trust between managers and employees to improve engagement. The overall goal is for managers to take away strategies to help their direct reports and teams achieve higher performance through increased engagement.
The Perfect Partner - Tips on Finding the Perfect Mate. Marriage Basics, Personal Values, What You Will NOT Put up With. The Importance of Meeting Like-Minded People and Finding the Perfect Person.
Making Waves: 3 Secrets to Becoming a Highly Paid Executive FasterThe Management Coach
The document provides advice for aspiring executives on how to advance their careers faster. It discusses three key points:
1) Prioritizing the team and business results over oneself is important for building trust and loyalty, which leads to better results and faster career advancement.
2) Authentic leadership where one is true to their personality while also adapting their style to different situations builds respect and trust with the team.
3) Developing agreed upon working approaches and ground rules with the team establishes expectations and allows the team to work more efficiently and get results 80% faster. Setting clear priorities, building trust through authenticity and collaboration, and achieving results are keys to advancing to executive roles.
Organizational Confidence, how and when, a full research about how organizational confidence can change our behavior through multi-stages of actions and reactions.
Based on interviews with hundreds of leaders since 2006, these 12 steps will help you to master effective appreciation.
Effective appreciation worth millions of dollars. Leaders who harness the essence of appreciation are rewarded with higher engagement and trust.
PSYCHOLOGY TODAY: PE Partners and PE Portfolio Company CEOsLarry Stybel
More than 50% of PE Dominated Boards replace portfolio company CEOs are replaced in two years or less. This article suggest ways PE Partners can improve the odds and reduce time waste.
The document discusses the lack of trust and engagement between employees and management, costing companies billions annually. It introduces the concept of "Authentic Encounters" to help build more genuine connections at work. Authentic Encounters are characterized by candid discussions and learning about each other. The document recommends focusing attention, engaging in conversations, and celebrating successes to incorporate Authentic Encounters and uncover knowledge about colleagues. This can help set employees up for success and add value for all.
Leadership books abound. Yet there are very few that put Values first before all those leadership skills. In this book, Harry Krammer explains the Four principles of Value-Based leadership and has shared his personal experiences to validate how these principles do work .
When Leaders engage in Self-reflection ( Principle # 1) followed by Balance, True-Self-confidence and Genuine Humility, then the organization has a much greater chance of leading the Values instead of with Egos. He also shares why positive core business ethics create greater shareholder value. One excellent point he discusses is the difference between what is legal and what is right.
Talent Management and leadership development are far more effective when approaching these two elements from a Values driven position. After all, organizations are all about people united to achieve those big, hairy audacious goals that would be fare ore difficult if not impossible to achieve individually.
Silo thinking is also viewed within the circle of Leadership. When this happens, my turf or silo becomes bigger than the organization’s big vision and this creates poor performance.
Another advantage to leading from a position of high ethics is motivation and team engagement. Teams do not come together naturally, but “ are developed purposefully and with intention”.
The end result from Values to Action is precisely that action or execution and implementation. Failed execution can more often than not be laid at the feet of leadership and not extenuating circumstances.
Values are not bullet points on a Corporate website or motivational phrases on a poster in a lunch room.. Some companies talk a good game and have plaques on the wall stating their Mission & Values, but their day-to-day actions tell a different story.
Leaders should Value Values – Values Create Valuation
Are you a Manager or an Effective Leader? The Six Pillars of Superstar Leaders.Michael (Mike) McNulty
My last blog (“The 6 Pillars of Superstar Performers”) seemed to generate a lot of thought and dialogue around superstar performers! I was so excited and energized to read the numerous comments and opinions; thank you for reading and sharing your thoughts, it really “lit me up” to see the incredible response.
Inspired by the genuine interest in the last blog and our upcoming Independence Day, led me to our next topic— “what does a superstar leader look like?” https://www.linkedin.com/post/edit/6551412607864107008/
Miami Dade Leading Winning Culture Ed.9.1.08guest665fc089
The document discusses key aspects of building a high-performing organizational culture and leadership. It emphasizes that having a supportive, team-oriented culture is the most important driver of innovation and success. It outlines characteristics of ideal leaders, team members, and organizational cultures, focusing on traits like trust, respect, accountability, collaboration, and continuous improvement. It also discusses challenges that can inhibit execution and provides strategies for overcoming those challenges to achieve results.
9 characteristics of effective executives5 WAVES LLC
The document outlines 9 characteristics of effective executives: maturity, integrity, effective communication, professionalism, knowledge, trust, being a team leader, humanity, and organization. It provides examples for each characteristic such as accepting responsibility, being honest and transparent, having good presentation skills, being logical and calm, being knowledgeable in their industry, listening to and trusting employees, fostering employee satisfaction, acting as a coach and mentor, and ensuring staff have what they need to complete tasks.
This document is a presentation on leaders motivating and creating community. It discusses Henry Ford's quote about coming together, keeping together, and working together. It then reviews chapters from Kouzes & Posner's book on recognizing contributions and celebrating values and victories. The presentation provides examples of how leaders can recognize individual excellence and create a spirit of community through celebrations. It also reviews an article on thriving at work and the impact of psychological capital and supervisor support. The presentation emphasizes the importance of creating supportive relationships and communities at work.
Startupfest 2017: Tom Williams (BetterCompany)Startupfest
The document provides advice on how to recruit top talent. It recommends (1) building a list of potential candidates at companies that have raised at least a Series A funding, (2) reaching out to candidates at those companies to ask for advice rather than directly pitching your company, and (3) following up persistently with potential candidates to build relationships over time. The key is treating the hiring process like building important long-term relationships rather than just making a single hiring pitch.
The Accountable Leader: Developing the Right Mindset & Practices That Ignite...Denise Corcoran
* Are your leaders struggling to get strong performance from your people?
* Are your leaders driving results through their own efforts, not their team?
* Is your company suffering from operational breakdowns, late deliveries, low employee motivation and more?
Today’s most successful companies all have one trait in common. Their high performance organizations are driven by a strong accountability culture.
Download "The Accountable Leader" to learn the right mindset and practices to drive results in your organization.
Don't let the lack of leadership limit the growth of your organizationTommy Greer, CPA
The document discusses the importance of leadership development for organizational growth. It states that an organization cannot grow beyond the level of its leadership, and that failing to invest in recruiting, training, and developing leaders will cause an organization to decline. It then provides several recommendations for intentionally growing leaders within an organization, such as selecting candidates based on character, developing formal training programs, providing on-the-job training opportunities, letting others lead to gain experience, and soliciting input from all members on leadership development. The conclusion emphasizes that leadership development requires sacrifice but pays off in employee retention, performance, and the ability to attract top talent.
11 Ways to be Seen as a Leader at Work (Even if it's not in Your Title)GetSmarter
getsmarter.co.za
Forget your job title for a moment: effective leadership is not about position - it's about perception.
Here are 11 ways to build your reputation as the kind of leader others want to follow.
The document discusses how warmth and competence impact how people are perceived and influence others. It argues that demonstrating trustworthiness and warmth, in addition to competence, is important for persuading others and eliciting cooperation. While people often focus on displaying competence in the workplace, research shows warmth is more important for influencing others and is judged before competence. The best way to gain influence is to appropriately combine warmth and competence.
The document outlines five secrets to becoming a selfless, strong leader: 1) Realize that leadership is not all about yourself and focus on empowering your team, 2) Provide sincere and meaningful positive feedback to boost confidence and morale, 3) Show compassion for your team as people with feelings and lives outside of work, 4) Integrate your core values and those of the organization to build a strong foundation, and 5) Maintain a balanced lifestyle to avoid burnout so you can be present and effective as a leader. The document argues that these secrets will help one become a transformational leader who motivates and empowers their team rather than just a transactional leader focused on their own interests.
Every individual should have their own value system in place and this
is usually formed as the individual ages from a young adult into a
more matured and productive participant in society. Having good
values in place will help the person through life’s journey and will be
guiding point for most decisions made.
This document discusses how to be a good boss. It notes that 75% of employee stress is caused by bosses and 50% of bosses do not have effective relationships with employees. This can hurt company culture and performance. Good bosses coach for success, listen, and treat employees well. They are servant leaders who help employees succeed and reach their potential. The document recommends bosses conduct a 360 assessment to get feedback on their leadership and areas for improvement in order to continuously develop as effective leaders.
The document discusses the importance of respect in the workplace. It provides examples of disrespectful behaviors by a branch manager that fail to acknowledge and listen to a subordinate. Creating a respectful workplace requires leaders to consistently demonstrate respectful behaviors, such as making eye contact, smiling, praising employees, providing feedback, and avoiding gossip. Leaders must cultivate an environment where all employee ideas and opinions are valued in order to maximize productivity and limit workplace stress.
Provided for an assisted living, memory care, senior housing client, this is part 1 of a 3 part email training for their executive directors and community relations directors.
FINAL Discover--embedded StMH format 11-24-14Margie Kensil
This document summarizes a presentation on employee engagement. It discusses how engaged employees exhibit discretionary effort and commitment to their organization. Only about 30% of employees are fully engaged, while around 20% are actively disengaged. The presentation identifies the key drivers of engagement as autonomy, mastery, and purpose. It also discusses the importance of effective coaching, recognition, and building trust between managers and employees to improve engagement. The overall goal is for managers to take away strategies to help their direct reports and teams achieve higher performance through increased engagement.
The Perfect Partner - Tips on Finding the Perfect Mate. Marriage Basics, Personal Values, What You Will NOT Put up With. The Importance of Meeting Like-Minded People and Finding the Perfect Person.
Making Waves: 3 Secrets to Becoming a Highly Paid Executive FasterThe Management Coach
The document provides advice for aspiring executives on how to advance their careers faster. It discusses three key points:
1) Prioritizing the team and business results over oneself is important for building trust and loyalty, which leads to better results and faster career advancement.
2) Authentic leadership where one is true to their personality while also adapting their style to different situations builds respect and trust with the team.
3) Developing agreed upon working approaches and ground rules with the team establishes expectations and allows the team to work more efficiently and get results 80% faster. Setting clear priorities, building trust through authenticity and collaboration, and achieving results are keys to advancing to executive roles.
Organizational Confidence, how and when, a full research about how organizational confidence can change our behavior through multi-stages of actions and reactions.
I am sharing a PowerPoint I developed 20 years ago to coach and train all levels of Management. Through the years I have made changes to offer Managers a better understanding of what employees in the workforce look for from their Leadership. I hope you enjoy it.
20 Things That Will Make You a Powerfully Influential LeaderKris Fannin
This document provides 20 tips for becoming a powerfully influential leader. The top tips include being authentic and admitting mistakes, building trust through transparency and consistency, empowering employees appropriately, and focusing on relationship building over bureaucracy. Influential leaders demonstrate loyalty, give clear expectations, and allocate more resources to average and low performers in order to build their influence throughout the organization.
Building Trust – The Foundation of Results
Trust takes a long time to build and only a moment to destroy. Business is about achieving results, and these results depend greatly on human relationships. Relationships with high levels of trust generate greater success with far greater efficiency than when trust is low. The leader sets the tone for trust in a relationship or team through the values, language and behaviors that they practice. Building trust involves taking risk, and the leader must make the first move. The #1 way for a leader to build trust is to make themselves vulnerable. In this module we will explore what builds trust, what weakens trust, and how to repair broken trust. Based in part on Patrick Lencioni’s book “The Five Dysfunctions of a Team”, this module will prepare you to measurably increase trust in relationships and teams. Taking time to build trust is an excellent investment as it will greatly speed the process of generating the business results that you desire and require.
In international business where laws, communication and regular contact is weak when compared to working in the same country or city, trust becomes important. How do you develop it? Over the years, I have tried and studied some strategies that have worked for me. Have a look at this presentation. I hope it is helpful.
Building TRUST in Workplace - Managers Training.pptkatefalade
What makes a Team to perform at they most optimal state? The Trust component in the workplace is a key driver of Team performance and cohesion. What are the drivers of Trust? How do they relate to performance and high productivity? What are the key behaviors that generate trust?
This document provides summaries of four New York Life employees who exemplify leadership qualities:
1) Philip Cavan started as a phone salesperson and worked his way up to Corporate Vice President through hard work and helping others realize their potential.
2) Maambo Mujala is an Actuarial Associate who leads by example and builds relationships between teams to improve collaboration.
3) Christopher Elson balances enforcing compliance rules with providing excellent customer service by treating all people with respect.
4) Serene Zegarelli keeps marketing team members focused and committed to projects through effective communication and motivation.
THE QUALITIES OF LEADERSHIP Trust Reputation and ConfidenceDarryl Bubner
This document discusses the importance of trust and reputation for leadership. It defines trust as involving honesty and reliability, and relying on others to follow through on their words and actions. Reputation involves broader perceptions of a company based on everything they do. Building trust requires acting with integrity, being competent, keeping commitments, treating employees fairly, and communicating openly. Leaders establish a culture of trust through their own behaviors over time. Maintaining trust is key during difficult periods and requires assertiveness balanced with fairness.
INFLUENCE: A Brain-based Approach for Stand-out LeadershipDan Beverly
Great leadership is nowhere better marked than by the ability to improve another person's thinking. In this series, get the brain-based approach to 3 key leadership traits, starting here with: INFLUENCE.
Building your Social Credibility in the workplaceJeremy Roberts
This document discusses building social credibility in the workplace. It argues that social credibility, or how one is perceived by coworkers and managers, is important beyond just work performance and results. To build credibility, one should understand how they are currently perceived, identify areas for improvement, and know what attributes others view as making someone credible, such as titles, education, social circles, or consistent goal achievement. The key is influencing workplace perceptions so that one is consistently viewed as a valuable team member and asset to the company.
There are five ways for leaders to build trust in their teams: establish integrity, communicate vision and values, consider all employees as equal partners, focus on shared rather than personal goals, and maintain consistency. Trust is lost by acting inconsistently, seeking personal gain, withholding information, lying, and being closed-minded. Building trust requires integrity, communication, respect for all employees, teamwork, and consistency.
1,304,019 views Jun 4, 2012, 901 amThe Top 9 Things Tha.docxjeremylockett77
1,304,019 views | Jun 4, 2012, 9:01 am
The Top 9 Things That Ultimately Motivate Employees to
Achieve
More From Forbes
Glenn Llopis Contributor
Leadership Strategy
I help organization build high-performance leaders, teams and cultures focused on inclusion and the power of
individuality. Leadership in the Age of Personalization.
12/10/19, 9:31 PM
Page 1 of 8
When you wake up in the morning, what is the passion that fuels you to start your day?
Are you living this in your work? If others asked you what drives you to achieve, would the
answer be obvious? The triggers that motivate people to achieve are unique for everyone.
Many would say its money; more people are starting to claim that they are driven to make
a difference. Regardless of what motivates you and drives you to reach peak performance
– it must be managed and balanced. Too much motivation in one area will weaken other
parts of your game.
Motivation has been studied for decades and leaders in the workplace have used
assessments like DISC and Myers-Briggs to determine their employee’s personality types
to better anticipate behaviors and tendencies. Additionally, motivational books are used
as tools to get employees to increase their performance and / or get them back on track.
While assessments, books and other tools can help project and inspire short and long
12/10/19, 9:31 PM
Page 2 of 8
performance, the factors that motivate employees to achieve evolve as they mature and
begin to truly understand what matters most to them. Therefore, as leaders we must hold
ourselves accountable to build meaningful and purposeful relationships that matter with
our employees. This allows us to better understand those we are serving, just as much as
ourselves.
As a leader, don’t just read the assessment scores, get to know those whom you are leading
and be specific about how you help each of them achieve their goals, desires and
aspirations. The objective should be to help one another and to accomplish this each of
you must identify those things that motivate you both to work together.
To help you get the most from your employee relationships, here are the nine (9) things
that ultimately motivate employees to achieve. As you read this, think of how you associate
with each of them. Share your story and perspectives – and comment about it. This is a
hot topic and the more we can discuss it, we can help one another become better leaders.
1. Trustworthy Leadership
Leaders that have your back and that are looking out for your best interests – will win the
trust of their employees who in turn will be more motivated to achieve. I once had a
department manager that always looked out for me. He was upfront in communicating his
performance expectations and his feedback was direct. He never treated me like a
subordinate and looked for ways to include me in senior management meetings. This
opened my eyes to what lied ahead in my career and thus motivated me to re ...
Leadership: How to Become a Trusted LeaderMike Armour
The twin goals of trust-centered leadership are to maximize the trust in you as a leader and to maximize trust throughout your organization.
It's no secret. Trust is at historic lows in American culture. And nowhere is the trust-deficit more pronounced than with government, corporate, and institutional leadership.
In a historic moment such as this, executives, managers, and leaders everywhere must become more purposeful in creating high-trust cultures within their organizations.
Dr. Mike Armour's book Leadership and the Power of Trust is a comprehensive guide to the practice of trust-centered leadership. This presentation summarizes nine of the guiding principles from his book.
Trust-centered leadership rests on the fundamental concept that, contrary to our common expression, we cannot truly earn trust. Trust is not something we earn, but something bestowed on us by others.
If those we lead withhold their trust, we are powerless to compel them to change their minds. The choice of whether to trust a leader or withhold that trust is the one place that employees and workers are 100% empowered.
Thus, astute leaders approach their role with an eye to removing any impediments to trust. They evaluate every decision, every action, and every decision in terms of its potential for enhancing or hindering trust.
Trust-centered leadership does not replace other styles of leadership. Rather, it works alongside them to enhance the leader's credibility, leverage, and impact.
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4 the not so trivial pursuit of full alignmentmikegggg
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This document contains a collection of 30 quotes from various authors on the power of asking questions as a leader. Some key themes that emerge are:
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C12 Leadership Trust Factor Assessment
1. SEPTEMBER 2015: “Providing Enough Stability to Encourage Change”
CEO/BUSINESS OWNER SELF-ASSESSMENT:
A fundamental factor in shaping attitudes within our organization that best adapt to change is having a firm
operating foundation that doesn’t change. Being able to depend on unchanging principles and purpose enables us
to better deal with those things which must change. The trust and security of a reliable operating culture enables
our team to deal with change in a more timely and positive way. To illustrate, let’s consider our lives in this world as
Christians. We’re able to deal with the uncertainties of life due to the certainty of the Rock upon which we stand.
We don’t know what tomorrow will bring, but we do know who holds tomorrow in His hand! We can trust God’s
unchanging nature and promises as we deal with the challenges ahead. Our peace and security is in Him who never
changes, not in the fluctuating circumstances of this life. When this eternal perspective is lacking, anxiety and
worry easily infect our attitudes and outlook.
Since our teams aren’t solely comprised of people who share our Christian faith, many see life through lenses
lacking such clarity. Still, they can be significantly aided by a sense of security and predictability provided by a
stable workplace culture and consistent approaches to planning and decision-making. This happens when we
regularly communicate and reinforce foundational principles and practices that reflect our trustworthy and
unchanging promises and purpose. By operating in alignment with such a secure foundation, our organizations
(and all stakeholders) are more prepared and equipped to resiliently handle change. The first and most significant
factor that promotes workplace security and well-being is an atmosphere of trust. If your team doesn’t trust
company leadership, they’ll vigorously resist change. Trust is developed under leaders of character through training,
testing, teamwork and operating according to shared foundational principles.
This self-assessment has been crafted using specific measurable practices known to be primary determinants of
trust. You are asked to rate yourselves (and your key leadership team) against eight trust-building elements. Finally,
the last column asks you to consider “trust” when it comes to your most important business stakeholder: your
partner in life, your spouse. How would he/she score you in each of these eight areas? This is not an ancillary
consideration but, actually, this could be the most important area for you to actively pursue improvement.
Are you ready to dig in and do the hard work? Turn to the next page and let’s begin.
How can I effectively build trust with my team?
2. SEPTEMBER 2015: “Providing Enough Stability to Encourage Change”, CONTINUED
PAGE TWO
MYSELF
LEADERSHIP
MEMBER:
NAME
LEADERSHIP
MEMBER:
NAME
LEADERSHIP
MEMBER:
NAME
LEADERSHIP
MEMBER:
NAME
HOW WOULD MY
SPOUSE RANK
ME?
ENGAGE OTHERS WITH TRUTH. There’s no trust apart from uncompromised truth-telling and interpersonal
integrity. How truthful are you with everyone on your team? Is each person secure in their knowledge of the
organization and their place in it? On a scale of “10” being perfect, “5” being average and “0” being very poor,
how would you rank the following:
FURTHER CONSIDERATIONS: If any of the rankings above are lower than you’d like to see, it may be because of
one or more of the following experiences within your organization.
To better build trust in this vital area of truth, consider the following actions and how they can be applied
effectively in your organization.
1
ACTING COUNTER TO STATED INTENTIONS. Nothing breaks trust like hypocrisy. Are your actions, the actions
of your leadership team or the function of the company in general really in line with your stated mission,
vision and values?
WITHHOLDING VITAL INFORMATION. As a habit, do you provide helpful information and context. Does
everyone in the organization have access to all of the information that they need and deserve? Sometimes,
withholding information that could be considered vital by someone else, can be interpreted as an important
breach of trust.
LYING OR TELLING “HALF-TRUTHS”. These half-lies produce a sense of betrayal. Many of us have used the
term “white lie” or something similar to justify our actions or words not being absolutely truthful. Is there
really such thing as a “partial truth” or are matters more black and white with the people in your organization?
Maintain personal and organizational integrity.
Communicate vision and values clearly, openly and often.
Do the right thing regardless of personal or organizational cost.
ACTION STEPS TO BE IMPLEMENTED:
3. SEPTEMBER 2015: “Providing Enough Stability to Encourage Change”, CONTINUED
PAGETHREE
MYSELF
LEADERSHIP
MEMBER:
NAME
LEADERSHIP
MEMBER:
NAME
LEADERSHIP
MEMBER:
NAME
LEADERSHIP
MEMBER:
NAME
HOW WOULD MY
SPOUSE RANK
ME?
TRUST OTHERS. To engender trust, leaders must have and show trust in others. We can show our trust in a
myriad of ways. Tell tale examples include delegating responsibility while avoiding micro-management and
giving our team an opportunity to try new things even when new ideas lead to a failure. And when failure
occurs, no one should be subject to undue penalties. How much do you trust your team? On a scale of “10” being
perfect, “5” being average and “0” being very poor, how would you rank the following:
FURTHER CONSIDERATIONS: If any of the rankings above are lower than you’d like to see, it may be because of
one or more of the following experiences within your organization.
SEEKING PERSONAL GAIN ABOVE SHARED GAIN. Selfishness destroys trust. Do you truly operate as a
servant leader and pursue benefits for others or for the entire team? This issue deserves careful
consideration. How is your generosity and fairness as a leader with regard to compensation, bonuses,
vacation and other benefits available to your team?
BREAKING PROMISES. As we all know, it is much better to under-promise and over-deliver. Integrity is often
black or white with no gray areas in between. Even seemingly small issues that are not carried out as
promised can result in a big loss of trust. Little things count in the eyes of our watching team.
WITHHOLDING SUPPORT. “We succeed together, but you fail alone” is deadly. How do you show support to
team members during their most difficult times?
ACTION STEPS TO BE IMPLEMENTED:
2
To better build trust in this vital area of trusting others, consider the following actions and how they can be
applied effectively in your organization.
Maintain personal and organizational integrity.
Listen to your team with an open mind.
Show respect and long-term commitment to all stakeholders.
Demonstrate caring and compassion.
4. SEPTEMBER 2015: “Providing Enough Stability to Encourage Change”, CONTINUED
PAGEFOUR
MYSELF
LEADERSHIP
MEMBER:
NAME
LEADERSHIP
MEMBER:
NAME
LEADERSHIP
MEMBER:
NAME
LEADERSHIP
MEMBER:
NAME
HOW WOULD MY
SPOUSE RANK
ME?
OPENLY ENCOURAGE AND RECEIVE NEW IDEAS. Do you sincerely show trust and respect to those presenting
ideas? Do you allow others a voice in the key issues facing the business and draw them into the arena to
respectfully gain their input? How open are you and your management team to truly considering new ideas
from others? On a scale of “10” being perfect, “5” being average and “0” being very poor, how would you rank
the following:
FURTHER CONSIDERATIONS: If any of the ranking above are lower than you’d like to see, it may be because of
one or more of the following experiences within your organization.
To better build trust in the area of receiving and encouraging new ideas, consider the following actions and how
they can be applied effectively in your organization.
FAILING TO ACKNOWLEDGE OR ACCEPT NEW IDEAS. A “not invented here” or close-minded attitude
communicates distrusting others. Do you ask for feedback then criticize or rationalize what you hear? Do
you even ask, sincerely, for feedback at all? When new ideas are offered, what is the process for
consideration, recognition or acceptance?
DISRESPECTING TEAMMATES. This is expressed in the ways we treat our team in all ways: In the seemingly
littlethings and in the privileges we allow ourselves but deny them. Are you a servant leader in the manner
in which you approach all of the benefits available? Who has the best parking space? The largest office?
The most flexible work hours? Do you respect the people around you in how you manage your schedule or
is it acceptable for you to be late to meetings because “you’re the boss”? Do you easily interrupt meetings
and conversations by taking an “important phone call”? How do you show respect or disrespect to those
around you?
ACTION STEPS TO BE IMPLEMENTED:
3
Listen to your team with an open mind.
Show respect and long-term commitment to all stakeholders.
Focus on shared goals rather than personal agendas.
5. SEPTEMBER 2015: “Providing Enough Stability to Encourage Change”, CONTINUED
PAGE FIVE
ACTION STEPS TO BE IMPLEMENTED:
4
MYSELF
LEADERSHIP
MEMBER:
NAME
LEADERSHIP
MEMBER:
NAME
LEADERSHIP
MEMBER:
NAME
LEADERSHIP
MEMBER:
NAME
HOW WOULD MY
SPOUSE RANK
ME?
TAKE PERSONAL RISKS FOR THE SAKE OF YOUR TEAM. If leaders risk nothing or sit in judgment of others
allowing them to personally bear all the risk, we lose credibility and trustworthiness in the eyes of those we’re
asking to trust us. As the CEO or business owner, we have a “golden parachute” while our team risks termination
for failed ideas, how can they trust us? Our team wants to follow leaders who’ve “burned their ships,” not those
who sit offshore observing the battle through binoculars! Do you put yourself “on the line” in front of your
team? On a scale of “10” being perfect, “5” being average and “0” being very poor, how would I rank:
FURTHER CONSIDERATIONS: If any of the ranking above are lower than you’d like to see, it may be because of
one or more of the following experiences within your organization.
ACTING COUNTER TO STATED INTENTIONS. Nothing breaks trust like hypocrisy. Are your actions, the actions
of your leadership team or the function of the company in general really in line with your stated mission,
vision and values?
SEEKING PERSONAL GAIN ABOVE SHARED GAIN. Selfishness destroys trust. Do you truly operate as a
servant leader and pursue benefits for others or for the entire team? This issue deserves careful
consideration. How is your generosity and fairness as a leader with regard to compensation, bonuses,
vacation and other benefits available to your team?
Pretending we’re perfect and all-knowing. We all make mistakes. As servant leaders, do we allow those
around us to be aware of our mistakes or do we hide or rationalize our actions? Authentic leaders publicly
repent and lead by example in truth-telling, even when ithurts! This encourages growth in the entire team.
To better build trust in the area of receiving and encouraging new ideas, consider the following actions and
how they can be applied effectively in your organization.
Focus on shared goals rather than personal agendas.
Always do the right thing regardless of personal costs.
6. ACTION STEPS TO BE IMPLEMENTED:
SEPTEMBER 2015: “Providing Enough Stability to Encourage Change”, CONTINUED
PAGE SIX
5
MYSELF
LEADERSHIP
MEMBER:
NAME
LEADERSHIP
MEMBER:
NAME
LEADERSHIP
MEMBER:
NAME
LEADERSHIP
MEMBER:
NAME
HOW WOULD MY
SPOUSE RANK
ME?
GENEROUSLY GIVE CREDIT TO OTHERS. Trust is enhanced by leaders who wisely encourage and celebrate others,
and is easily destroyed by those who take credit for the ideas and efforts of their team. Openly and properly
sharing credit with others and sincerely recognizing their contributions is a terrific trust generator. How are
your leadership skills when it comes to recognizing others contributions? On a scale of “10” being perfect, “5”
being average and “0” being very poor, how would I rank:
FAILING TO ACKNOWLEDGE OR ACCEPT NEW IDEAS. A “not invented here” or close-minded attitude
communicates distrusting others. Do you ask for feedback then criticize or rationalize what you hear? Do
you even ask, sincerely, for feedback at all? When new ideas are offered, what is the process for
consideration, recognition or acceptance?
DISRESPECTING TEAMMATES. This is expressed in the ways we treat our team in all ways: In the seemingly
littlethings and in the privileges we allow ourselves but deny them. Are you a servant leader in the manner
in which you approach all of the benefits available? Who has the best parking space? The largest office?
The most flexible work hours? Do you respect the people around you in how you manage your schedule or
is it acceptable for you to be late to meetings because “you’re the boss”? Do you easily interrupt meetings
and conversations by taking an “important phone call”? How do you show respect or disrespect to those
around you?
Pretending we’re perfect and all-knowing. We all make mistakes. As servant leaders, do we allow those
around us to be aware of our mistakes or do we hide or rationalize our actions? Authentic leaders publicly
repent and lead by example in truth-telling, even when ithurts! This encourages growth in the entire team.
FURTHER CONSIDERATIONS: If any of the ranking above are lower than you’d like to see, it may be because of
one or more of the following experiences within your organization.
To better build trust in the area of receiving and encouraging new ideas, consider the following actions and
how they can be applied effectively in your organization.
Show respect and long-term commitment to all stakeholders.
Listen to your team with an open mind.
7. ACTION STEPS TO BE IMPLEMENTED:
SEPTEMBER 2015: “Providing Enough Stability to Encourage Change”, CONTINUED
PAGE SEVEN
6NEVER PARTICIPATE IN DISHONEST GAIN. When it comes to the management of money, our attitude and example
can either build trust or absolutely destroy it. Many leaders stumble by abusing their positional power. The
temptation of short-term gain by opportunistically cutting financial corners is everywhere. This is no surprise
because everyone is tempted at one time or another. No matter how we might rationalize selfish actions that
betray our stated core principles, they are obvious, offensive, and self-defeating. They create a cynical culture
where greed and hypocrisy are presumed. Conversely, when others see us resisting temptation, trust is
enhanced. How do you rate yourself at avoiding dishonest gain? On a scale of “10” being perfect, “5” being
average and “0” being very poor, how would I rank:
MYSELF
LEADERSHIP
MEMBER:
NAME
LEADERSHIP
MEMBER:
NAME
LEADERSHIP
MEMBER:
NAME
LEADERSHIP
MEMBER:
NAME
HOW WOULD MY
SPOUSE RANK
ME?
FURTHER CONSIDERATIONS: If any of the ranking above are lower than you’d like to see, it may be because of
one or more of the following experiences within your organization.
To better build trust in the area of receiving and encouraging new ideas, consider the following actions and how
they can be applied effectively in your organization.
LYING OR TELLING “HALF-TRUTHS”. These half-lies produce a sense of betrayal. Many of us have used the
term “white lie” or something similar to justify our actions or words not being absolutely truthful. Is there
really such thing as a “partial truth” or are matters more black and white with the people in your organization?
BREAKING PROMISES. As we all know, it is much better to under-promise and over-deliver. Integrity is often
black or white with no gray areas in between. Even seemingly small issues that are not carried out as
promised can result in a big loss of trust. Little things count in the eyes of our watching team.
Maintain personal and organizational integrity.
Do the right thing regardless of personal cost.
8. ACTION STEPS TO BE IMPLEMENTED:
SEPTEMBER 2015: “Providing Enough Stability to Encourage Change”, CONTINUED
PAGEEIGHT
7
MYSELF
LEADERSHIP
MEMBER:
NAME
LEADERSHIP
MEMBER:
NAME
LEADERSHIP
MEMBER:
NAME
LEADERSHIP
MEMBER:
NAME
HOW WOULD MY
SPOUSE RANK
ME?
PUT OTHERS NEEDS AHEAD OF YOUR OWN. Does this sound familiar? Check out what the Bible says in Philippians
2:3 and Luke 6:31. This scriptural wisdom works even with unbelievers and nothing builds trust with others
more than seeing us serve their needs or interests before our own. History is replete with stirring examples.
Are you a servant leader or a more typical, bureaucratic ruler? Think about the difference before you rate
yourself. Give yourself a “10” if you are a true servant – something less if this is an area of struggle. On a scale of “10”
being perfect, “5” being average and “0” being very poor, how would I rank:
Listen to your team with an open mind.
Show respect and long-term commitment to all stakeholders.
Focus on shared goals rather than personal agendas.
FURTHER CONSIDERATIONS: If any of the ranking above are lower than you’d like to see, it may be because of
one or more of the following experiences within your organization.
To better build trust in the area of receiving and encouraging new ideas, consider the following actions and how
they can be applied effectively in your organization.
ACTING COUNTER TO STATED INTENTIONS. Nothing breaks trust like hypocrisy. Are your actions, the actions
of your leadership team or the function of the company in general really in line with your stated mission,
vision and values?
SEEKING PERSONAL GAIN ABOVE SHARED GAIN. Selfishness destroys trust. Do you truly operate as a
servant leader and pursue benefits for others or for the entire team? This issue deserves careful
consideration. How is your generosity and fairness as a leader with regard to compensation, bonuses,
vacation and other benefits available to your team?
Betraying confidences. Others know that when we repeat something shared in confidence, we’re likely to
betray their trust as well. Do you share confidences of others in your attempts to build relationships? Do
you make every effort never to betray a trust no matter how large or small?
9. SEPTEMBER 2015: “Providing Enough Stability to Encourage Change”, CONTINUED
PAGE NINE
ASSESSMENT SUMMARY:
BEST PRACTICE BONUS:
MYSELF
LEADERSHIP
MEMBER:
NAME
LEADERSHIP
MEMBER:
NAME
LEADERSHIP
MEMBER:
NAME
LEADERSHIP
MEMBER:
NAME
HOW WOULD MY
SPOUSE RANK
ME?
MENTORING OTHERS AND PROMOTING MENTORING THROUGHOUT YOUR ORGANIZATION. Mentors are
unselfish about sharing the ways of success with others. Mentors earn trust and pass it through their mentees.
Mentors are practiced at the unique gift of encouragement as well as the balance of how to hold others
accountable. How extensively do you use mentoring in your company? On a scale of “10” being perfect, “5”
being average and “0” being very poor, how would I rank:
Recognizing the importance of establishing and maintaining absolute trust in our organization
and with our leadership team, the final results this assessment can’t be measured simply by
adding up the cumulative score from each column. The truth is that, when it comes to trust
issues, we are only as strong as our weakest link. Agreed?
Looking at each of your answers to the seven basic trust questions on the previous pages,
what is your lowest score for any single question that you gave yourself? How about the
lowest score for each of your leadership team members? Finally, what is the lowest score that
you gave yourself with respect to how your spouse might rank you?
Circle each of the lowest scores on the previous pages and consider what you are willing to
commit to better each of these situations and what action steps are required. Please keep in
mind that it is roughly twice as hard - and takes at least twice as long - to reestablish and
rebuild trust once it has been violated.
This important self-assessment is not complete until you’ve identified these problem areas
and made the necessary (and specific) commitments for improvement.
“He who trusts in himself is a fool, but he who walks in
wisdom is kept safe.” - PROVERBS 28:26