This set of slides covers the material in the book Breaking the Chains of Culture - Building Trust in Individuals, Teams, and Organziations. The book was written by George Vukotich, Ph.D.
Breaking the Chains of Culture - Slides used in Webinar with the Best Practic...George Vukotich
This set of slides is a subset of the slides used in the Best Practices Institute Webinar on Trust by Dr. George Vukotich in March of 2009.
https://bestpracticeinstitute.org/cgi-bin/expert_profile.pl?id=256&cmd=webinars
Five Levels of Communication InfographicMaya Townsend
Some tools never lose their value. The hammer. The umbrella. The wheel. These tools have been around for centuries and we trust them.
We have similarly trustworthy, proven tools in the organizational world. The Tried & True series shares trusted models that stand the test of time in graphical form. The first tool is the Five Levels of Communication.
Most leaders recognize that communication is essential during change. However, all too many think of communication as a simple matter of sending an informational email.
To encourage all that's needed to support sustainable change, organizations must engage in five different levels of communication. This model, developed by Linda Ackerman Anderson and Dean Anderson based on a model by ARC Worldwide, has been helping leaders for years.
Improve likelihood of change success by 10%? Sounds good!
I’m a big fan of the work done by Grenny, Maxfield, and Shimberg on what makes change initiatives successful. According to their research, initiatives are ten times more likely to succeed when the change strategy includes at least four of six approaches.
SCARF Model for Managing Organization StressMaya Townsend
Have you ever felt that your life was in immediate danger? You remember feeling a burst of adrenaline as your heart race, and you moved into action or froze in your tracks.
Research shows that other situations, in which there is no physical danger, can trigger a similar response. This “fight, flight, or freeze” response decreases the ability to plan, make rational decisions, and perceive subtle social and cognitive signals. Unfortunately, these skills are needed during organizational change—just when people are likely to be triggered.
If you know how people are likely to be triggered, you can anticipate by putting measures in place to prevent disruptive responses. Use the SCARF Model to anticipate triggers and plan your next change initiative.
Breaking the Chains of Culture - Slides used in Webinar with the Best Practic...George Vukotich
This set of slides is a subset of the slides used in the Best Practices Institute Webinar on Trust by Dr. George Vukotich in March of 2009.
https://bestpracticeinstitute.org/cgi-bin/expert_profile.pl?id=256&cmd=webinars
Five Levels of Communication InfographicMaya Townsend
Some tools never lose their value. The hammer. The umbrella. The wheel. These tools have been around for centuries and we trust them.
We have similarly trustworthy, proven tools in the organizational world. The Tried & True series shares trusted models that stand the test of time in graphical form. The first tool is the Five Levels of Communication.
Most leaders recognize that communication is essential during change. However, all too many think of communication as a simple matter of sending an informational email.
To encourage all that's needed to support sustainable change, organizations must engage in five different levels of communication. This model, developed by Linda Ackerman Anderson and Dean Anderson based on a model by ARC Worldwide, has been helping leaders for years.
Improve likelihood of change success by 10%? Sounds good!
I’m a big fan of the work done by Grenny, Maxfield, and Shimberg on what makes change initiatives successful. According to their research, initiatives are ten times more likely to succeed when the change strategy includes at least four of six approaches.
SCARF Model for Managing Organization StressMaya Townsend
Have you ever felt that your life was in immediate danger? You remember feeling a burst of adrenaline as your heart race, and you moved into action or froze in your tracks.
Research shows that other situations, in which there is no physical danger, can trigger a similar response. This “fight, flight, or freeze” response decreases the ability to plan, make rational decisions, and perceive subtle social and cognitive signals. Unfortunately, these skills are needed during organizational change—just when people are likely to be triggered.
If you know how people are likely to be triggered, you can anticipate by putting measures in place to prevent disruptive responses. Use the SCARF Model to anticipate triggers and plan your next change initiative.
Shaping the Shoreline & Managing the Tide: Building a Feedback Culture with D...Christopher Conroy
The process of applying constructive feedback presents a significant learning curve for managers of all stripes. While an approach to management through radical candor has provided a powerful framework for building thoughtful teams ready to engage in the rigor of high achievement, a significant challenge is still presented to those whose roles are defined more so by driving changes to operations rather than managing a particular function.
Our modern economy demands that we train more and more managers to adopt the mindset, demeanor, and skills of great change managers in addition to project management or traditional management skills. No longer are managers asked to simply adopt a post within a hierarchy and lead teams with skills and a mission bound by a traditional functional role. Today, more managers are being asked to bring together diverse stakeholder constituencies to execute infrequent projects with high stakes outcomes, many of which call for organizations -- or associations of organizational leaders with competing interests -- to make critical changes to their operations and, subsequently, aspects of their culture.
In these environments, managers like us have significant constraints on their time, capacity to build reciprocal relationships, and authority over individual actors. Yet, at the same time, we are required to persuasively communicate the need for changes that will affect the long-term outcomes for our colleagues and our organizations. This requires the capacity for managers to master a feedback process in which they listen, seek to clarify and understand their colleagues, while also offering a compelling argument for the adoption of a new direction or set of practices. This process requires managers who can exemplify excellence in culture-building as well as providing feedback with individual members. We call this process managing "The Tide".
This is Leadership | Voici le leadership à GlendonGlendonCampus
Developing leadership skills is imperative to personal and professional success, no matter the industry. Learn more about opportunities to acquire leadership skills at Glendon through this hands-on workshop.
When we are young, we learn things like manners, social cues and social values and incorporate them into our daily actions to the point that we don’t even think about them. How useful would it be to have a collaboration and influencing framework, a tool to improve your social awareness to the point that advanced leadership skills become second nature to you? Today we’re going to explore one such model, the SCARF® model.
The SCARF Model was developed by David Rock in 2008 and is described as a brain based model, as it leverages detailed neuroscience research.
The 3 Themes of the SCARF Model
SCARF centres around three core themes or ideas. Our rough translation of those themes is:
1 - ‘Social threats’ are perceived by the brain with the same intensity as actual physical threats.
2 - When are under threat, our ability to solve problems or make decisions or interact with others is diminished. When we are in a ‘reward environment’ our abilities are enhanced.
3 - The threat response, or the desire to avoid pain, is more common and always outweighs the desire to seek pleasure. Thus the more pain we can avoid in social situations, the more effective we can be.
Marcia Daszko is a Catalyst for Transformative Change. For almost 20 years, she has passionately been guiding strategic innovation and transformation from Fortune 500 corporations like Apple, Blue Shield, Boeing, Dow Chemical, HP, and Pepsi to private companies, school districts, government agencies and non-profits. Marcia facilitates new thinking that ignites new beliefs and actions with leaders at any level.
Learning outcome: Examine methods for overcoming stereotypes and barriers for women
When you meet someone, what are your initial assumptions? Do these assumptions impact the way you interact with them? Our brains naturally place people in larger groups or categories based on the situation. In business, subtle biases can become major roadblocks to fair and inclusive diversity practices. These perceptions can have a real impact on career trajectories and cause contributions to be ignored and diminished. Join us as we discuss how women can help build and support each other’s rise to the executive level and avoid undercutting each other.
At the end of this seminar, participants will be able to:
1. Explore actions and attitudes often expressed in the workplace.
2. Identify ways to advocate for women leaders and leaders from other under-represented groups to build each other up, not tear each other down.
3. Examine common concerns and challenges for women in the corporate world.
4. Discover methods for building a diverse workplace that helps erase roadblocks for women.
5. Describe methods for building support, diversity, and inclusion initiatives.
Recent surveys indicate that achieving employee engagement and meeting/exceeding customer expectations are at the top of business concerns identified by CEOs worldwide. This Leadership Brief Express (LBE) explores the leadership behaviors instrumental in creating a culture where employees are engaged and motivated to contribute. These behaviors transform the relationship between management and employees enabling alignment, involvement, open & two-way communication, collaborative problem-solving & learning, innovation and high-performance.
Cultivating leaders Throughout the Organization: Influencing without Authority
Learning objective: Increase responsibility and influencing others
On the path to success, results and impact happen before the promotion. How can you achieve goals before you have positional or decision making power? Most employees are expected and encouraged to achieve results, yet many often feel frustrated with limited power and authority. The key to addressing this challenge is to fully leverage multiple sources of power effectively… despite positional authority. Employees throughout organizations have access to many sources of power. The critical shift is to acknowledge how these talents, resources, and personal qualities impact change and influence stakeholders. Leadership decisions are influenced by influential and vocal employees at all levels throughout the organization. This workshop will help you develop a strategy to gain power and influence among decision makers in your organization. These skills will contribute to your ability to move up the corporate latter, gain recognition, support team members, and create value.
At the end of this seminar, participants will be able to:
a. Identify different sources of power within an organization
b. Explore ways to prepare for increased responsibility before you have it
c. Explore organizational value proposition and strategies to be more influential
d. Learn how to effectively use and navigate organizational politics to get results
Shaping the Shoreline & Managing the Tide: Building a Feedback Culture with D...Christopher Conroy
The process of applying constructive feedback presents a significant learning curve for managers of all stripes. While an approach to management through radical candor has provided a powerful framework for building thoughtful teams ready to engage in the rigor of high achievement, a significant challenge is still presented to those whose roles are defined more so by driving changes to operations rather than managing a particular function.
Our modern economy demands that we train more and more managers to adopt the mindset, demeanor, and skills of great change managers in addition to project management or traditional management skills. No longer are managers asked to simply adopt a post within a hierarchy and lead teams with skills and a mission bound by a traditional functional role. Today, more managers are being asked to bring together diverse stakeholder constituencies to execute infrequent projects with high stakes outcomes, many of which call for organizations -- or associations of organizational leaders with competing interests -- to make critical changes to their operations and, subsequently, aspects of their culture.
In these environments, managers like us have significant constraints on their time, capacity to build reciprocal relationships, and authority over individual actors. Yet, at the same time, we are required to persuasively communicate the need for changes that will affect the long-term outcomes for our colleagues and our organizations. This requires the capacity for managers to master a feedback process in which they listen, seek to clarify and understand their colleagues, while also offering a compelling argument for the adoption of a new direction or set of practices. This process requires managers who can exemplify excellence in culture-building as well as providing feedback with individual members. We call this process managing "The Tide".
This is Leadership | Voici le leadership à GlendonGlendonCampus
Developing leadership skills is imperative to personal and professional success, no matter the industry. Learn more about opportunities to acquire leadership skills at Glendon through this hands-on workshop.
When we are young, we learn things like manners, social cues and social values and incorporate them into our daily actions to the point that we don’t even think about them. How useful would it be to have a collaboration and influencing framework, a tool to improve your social awareness to the point that advanced leadership skills become second nature to you? Today we’re going to explore one such model, the SCARF® model.
The SCARF Model was developed by David Rock in 2008 and is described as a brain based model, as it leverages detailed neuroscience research.
The 3 Themes of the SCARF Model
SCARF centres around three core themes or ideas. Our rough translation of those themes is:
1 - ‘Social threats’ are perceived by the brain with the same intensity as actual physical threats.
2 - When are under threat, our ability to solve problems or make decisions or interact with others is diminished. When we are in a ‘reward environment’ our abilities are enhanced.
3 - The threat response, or the desire to avoid pain, is more common and always outweighs the desire to seek pleasure. Thus the more pain we can avoid in social situations, the more effective we can be.
Marcia Daszko is a Catalyst for Transformative Change. For almost 20 years, she has passionately been guiding strategic innovation and transformation from Fortune 500 corporations like Apple, Blue Shield, Boeing, Dow Chemical, HP, and Pepsi to private companies, school districts, government agencies and non-profits. Marcia facilitates new thinking that ignites new beliefs and actions with leaders at any level.
Learning outcome: Examine methods for overcoming stereotypes and barriers for women
When you meet someone, what are your initial assumptions? Do these assumptions impact the way you interact with them? Our brains naturally place people in larger groups or categories based on the situation. In business, subtle biases can become major roadblocks to fair and inclusive diversity practices. These perceptions can have a real impact on career trajectories and cause contributions to be ignored and diminished. Join us as we discuss how women can help build and support each other’s rise to the executive level and avoid undercutting each other.
At the end of this seminar, participants will be able to:
1. Explore actions and attitudes often expressed in the workplace.
2. Identify ways to advocate for women leaders and leaders from other under-represented groups to build each other up, not tear each other down.
3. Examine common concerns and challenges for women in the corporate world.
4. Discover methods for building a diverse workplace that helps erase roadblocks for women.
5. Describe methods for building support, diversity, and inclusion initiatives.
Recent surveys indicate that achieving employee engagement and meeting/exceeding customer expectations are at the top of business concerns identified by CEOs worldwide. This Leadership Brief Express (LBE) explores the leadership behaviors instrumental in creating a culture where employees are engaged and motivated to contribute. These behaviors transform the relationship between management and employees enabling alignment, involvement, open & two-way communication, collaborative problem-solving & learning, innovation and high-performance.
Cultivating leaders Throughout the Organization: Influencing without Authority
Learning objective: Increase responsibility and influencing others
On the path to success, results and impact happen before the promotion. How can you achieve goals before you have positional or decision making power? Most employees are expected and encouraged to achieve results, yet many often feel frustrated with limited power and authority. The key to addressing this challenge is to fully leverage multiple sources of power effectively… despite positional authority. Employees throughout organizations have access to many sources of power. The critical shift is to acknowledge how these talents, resources, and personal qualities impact change and influence stakeholders. Leadership decisions are influenced by influential and vocal employees at all levels throughout the organization. This workshop will help you develop a strategy to gain power and influence among decision makers in your organization. These skills will contribute to your ability to move up the corporate latter, gain recognition, support team members, and create value.
At the end of this seminar, participants will be able to:
a. Identify different sources of power within an organization
b. Explore ways to prepare for increased responsibility before you have it
c. Explore organizational value proposition and strategies to be more influential
d. Learn how to effectively use and navigate organizational politics to get results
Creating trust in teams is key if you want to get them to a high performance state. This talk revolves around the 5 dysfunctions of a team model by Patrick Lencioni and in particular provide tools for you to help build and develop trust in your team.
My presentation to the 2012 50 Best Managed companies in Canada conference, on employee engagement. Please contact me if you want to learn more or have me take you through the presentation.
How to create personas and how to segement your audience in a meaningful way.
Hammad Khan of Zabisco presented this slideshow to a crowd of 50 digital decision makers for a Figaro Digital seminar in November 2011.
Presented at Global Scrum Gathering in Vienna 2017 #SGVIE
In the session we took a look at different approaches to the coaching of a team dependent on which development phase the team is in.
We learned how ScrumMasters can use knowledge of team dynamics as driver for team coaching and enhancement of self organization.
Have you seen teams go through phases in their development and maturity as a team? Have you had trouble how to best support a team in different situations?
A great ScrumMaster needs to be able to handle situations like the above. This is often done by observing the team and deciding how to best coach it to become self organized.
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.
Empowerment the “art” of creating constantly an organization of your own ch...LeadersNet.co.il
מצגת פאור פוינט באנגלית, חלק מהרצאה בנושא: העצמה במערכות בריאות. הוצג בכנס הבינלאומי הראשון לניהול בסיעוד שנערך בפמוקלה תורכיה בחודש נובמבר 2001. מאת: מעיין אמיתי, יועץ ארגוני
במכון מנהיגות, ייעוץ לארגונים לומדים.
Developmental conversations are critical for short-term change, but when it comes to reaching long-term goals, traditional leadership development practices can come up short.
To support an executive in their commitment to lasting, impactful change or the achievement of major, lifelong goals, coaches must dig deeper to examine the core drivers – usually subconscious – that have steered the client to their current path. Further, you must help your client uncover whether these deep-seeded drivers are helping or hindering their ability to achieve their goals, and support them in making any changes required of them.
Such broad and deeply personal conversations can be challenging, but with the right tools, they can lead to your most impactful and rewarding engagements.
In this 60-minute session, we will explore the concepts you must understand in order to take your coaching of senior executives to greater depths, including:
- Strategies for achieving long-term goals rather than quick wins
- Opening up the conversation to include an individual’s personal, as well as professional, motivations
- The benefits of a directional approach in support of a developmental approach
- Supporting the client as they challenge themselves, recognize internal contradictions, and question their own assumptions
- Selecting and understanding the assessment tools available for exploring personal drivers
Join MRG’s David Ringwood to explore how you can broaden the coaching conversation with senior executives to support them in making choices that will have a lasting, life-long impact.
This is a scaled back less conservative version of my motivation and leadership PowerPoint presentation. The focus was taken off of data mining / statistics and geared towards positive influence. The presentation was far less formal compared to what I would have manufactured for a business presentation. Many of he slides are also condensed rather than detailed and drawn out to fit the allotted presentation time.
Discusses why traditional reward and recognition programs reduce overall productivity and morale. Describes the RESPECT Model. Provides specific techniques to implement drivers.
A hard look at the softer side of business analysisJoe Newbert
Step forward the Business Analyst star. Taking a hard look at the soft skills as a catalyst for Business Analysis success, in the December 2008 IIBA Newsletter.
You manage your research. You want to manage a business. How about managing your career?
Dr. Teresa Snelgrove of ProFitHR and Dr. Frederick Sweeney of VG Partners talk about career management theory and practice: what inputs are needed for critical career decisions and their execution. Join us for some very practical advice on how to manage your own success.
Part of the CIBC Presents Entrepreneurship 101 lecture series: http://www.marsdd.com/ent101
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Filing Your Delaware Franchise Tax A Detailed Guide
Culture Slides Breaking The Chains Of Culture Building Trust In Individuals Teams And Organizations 2009
1. How to Make a Difference
in Interacting with Others.
George Vukotich, Ph.D.
2. WHY IT’S IMPORTANT
• Change (in many ways)
• Globalization
• Mobility
• Speed
• Technology
• Standardization (or lack of)
• Diversity
Need others to get things done.
3. KEY AREAS
Dimensions of Trust
Barriers to Building Trust
Impact on the Organization’s Talent Base
Building a Culture of Trust
4. TRUST
The sharing of information and feelings with
others with the hope that by sharing it will bring
us closer to the person we share with, and that
they may have some ideas or offer to help us in
some way.
5. WHERE TRUST MAKES A
DIFFERENCE
Impact on Relationships
Impact on Productivity
Impact on Innovation
Impact on the Ability to Change
6. DIMENSIONS OF TRUST
TRUST
TRIAD
And I am willing to RISK more in
the relationship.
8. WHO WE IMPACT
Why we want
drives what and
to do things…
how we act…
Organization
Teams
Individuals
RELATIONSHIPS
which impacts our capacity to trust others.
9. RIGHT RESULTS RIGHT WAY
Culture of “Winner Take All” Successful Individual
Successful Organization
No Collaboration
Right Results Collaboration, Sharing,
Development
Review Strategy Opportunity to Develop
Review Individual Organization and Individual
Wrong Results
Wrong Way Right Way
10. BARRIERS TO BUILDING TRUST
Past Experiences
Personal Values and Beliefs
Rewards Systems
Filters and Biases
11. DEGREES OF TRUST (HELP)
Do it All
Mentoring
Increasing Degrees of
Assistance
Desire to Help You
Guidance
Direction
Hand-off
Avoidance
Sabotage
Increasing Degrees of Commitment to You
12. BARRIER BUILDERS
MISPERCEPTIONS
DAMAGED MISSED
REPUTATIONS Lead to… OPPORTUNITY
14. IMPACT ON AN ORGANIZATION’S
TALENT BASE
Recruiting / Selection
Career Development
Performance Management
Turnover:
Forced vs. Voluntary
Push / Pull Factors
15. DIMENSIONS OF MANAGEMENT
LOW
DEPENDENT REFERENT
need for
EXPERT
control
HIGH MICRO
need for CONTROLLING
MANAGER
control
LOW HIGH
level of level of
knowledge knowledge
16. FIXING SYMPTOMS
OR SOLVING PROBLEMS
Things happen – what makes a difference is how we
react to what happens.
Avoidance
Ready, Fire, Aim
Blaming others
17. FEAR
Personal Fear (self doubt)
Fear of Others (what they can do to us)
Fear of the Organization (larger fear)
Recognize where it comes from
Alternatives / Contingencies
Alliances
18. HOW TO BUILD TRUST
WHAT
BUILDS
TRUST
Accepting risk collectively.
19. HOW TO MAKE A DIFFERENCE
3 Key
Solution
Techniques
Support…the Outcome
20. THINGS TO THINK ABOUT
What can be done to accelerate trust
building?
If trust is damaged how can it be repaired?
Does the level of trust have an impact on
the overall success of individuals and
organizations?
21. WHAT CAN YOU DO
Keys
to
Success
Work Within Your
Collective Strengths
22. How to Make a Difference
in Interacting with Others.
George Vukotich
23. BREAKING
THE C H A I N S
OF
CULTURE
BUILDING TRUST IN INDIVIDUALS, TEAMS, AND ORGANIZATIONS
George Vukotich, Ph.D.