Ignite 2015 NA Collaboration Breakout Session - "Good to Great vs. Bad to Better - Trust in Relationships"
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This document discusses building trust and loyalty within organizations. It argues that trust must be at the core of an organization's culture to enable true collaboration. Several assessment tools are described that can help understand employees' personalities, communication styles, and brain dominance in order to better engage, recognize, and reward people. Building trust requires understanding individuals, communicating effectively, and involving people in decision making. The same principles can then be applied to build trust with partners through collaborative problem solving and risk management.
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Ignite 2015 NA Collaboration Breakout Session - "Good to Great vs. Bad to Better - Trust in Relationships"
- 2. Core Premises . . . • We have entered an age of collaboration • True collaboration is not possible without trust • Trust must be in an organization’s DNA to last • Building trust behavior begins within – with associates • Lessons learned with associates translates to: peers, customers, suppliers, C-suite
- 3. Decide How You Value People and Relationships • Replaceable Parts? Commodities? Valuable Assets? • Sustainable change – for results • Engaging, recognizing, rewarding • Risks & rewards
- 4. Tools & Techniques • Start on Day One • Communicate • Involve, challenge, acknowledge • Leverage skills; fill gaps • Spontaneity, authenticity, visibility • Understand what makes them tick!
- 6. Brain System Functions Neocortex • Reason • Language • Thought • Sensory • Motor commands Limbic system • Memory • “Fight or flight” • Emotion
- 7. Options & Alternatives . . . 1. Myers-Briggs (Personality Style) 2. Keirsey Temperament Sorter (Personality Style) 3. DISC (Communications Style) 4. Herrmann Brain Dominance Instrument (HBDI) (Brain Physiology: Communications, Personality, & Behavioral Impacts) 5. FIRO-B 6. Thomas-Kilmann Conflict Mode Instrument
- 9. Keirsey Temperament Sorter • Similar to, parallel with MBTI (16 discrete types) • Focus: Observable behavior vs. feelings • Artisan: Operator, Entertainer; Guardian: Administrator, Conservator; Idealist: Mentor, Advocate; Rational: Coordinator, Engineer • Abstract vs. Concrete; Cooperative vs. Pragmatic; Directive vs. Informative; Expressive vs. Attentive • Other versions sometimes simplified to a 4-box type suite
- 10. DISC • Business-oriented; broadly applicable • Many versions; evolutionary development • Also DiSC (same thing) • Dominance, Inducement, Submission, Compliance
- 11. DiSC Categories • Achiever • Agent • Appraiser • Counselor • Creative • Developer • Inspirational • Investigator • Objective Thinker • Perfectionist • Persuader • Practitioner • Promoter • Result-Oriented • Specialist
- 12. HBDI Whole Brain Solutions • Individual aspects • Team makeup • Multi-dimensional evaluation • Adjustment for stress Creativity; Integration; Vision Alignment; Communications; People Results; Accountability; Bottom Line Process; Timelines; Details A B C D
- 13. Further Breakdown • A=Neocortex; Intellectual; Logical, Quantitative, Analytical, Technical, Factual; Rational • B=Limbic; Instinctive; Sequential, Controlled, Detailed, Organized, Conservative; Practical • C=limbic; Instinctive; Emotional, Musical, Humanistic/Spiritual, Expressive, Sensory; Relational • D=Neocortex; Intellectual; metaphoric, Integrative, Visual, Synthesizing, Conceptual; Experimental
- 14. Sample Profile • A = Logical, analytic, fact-based, quantitative • B = Organized, sequential, planned, detailed • C = Interpersonal, feeling-based, kinesthetic, emotional • D = Holistic, intuitive, integrating, synthesizing • Thinking progression impacts: Random, sequential, parallel, dependency-sensitive, fragmented inclusion, far-horizon
- 15. Summary • All useful - if used • Top-tier adherents of each • Whatever you choose must guide communications, behaviors, decision- making based on individuals, teams, units, subordinates, leaders for optimal outcomes and how you are perceived, evaluated, respected, and followed.
- 16. Don’t Forget Maslow • Recognition means nothing to the cold & hungry • Engagement doesn’t resonate with, say, miners • Money doesn’t compensate for exclusion • The worth of a career path is not evident until later • Chump change won’t motivate the comfortable
- 17. Building Trust • What is trust? • Schools of trust • New York • Missouri • California • Measures of trust • Sincerity • Reliability • Competence
- 18. The JoHari Window • The larger the blind area, the more inappropriate and irrelevant I become. • The bigger the known boxes, the more you trust me. • Trust: Increasing open area, reducing hidden area • Effectiveness: Reducing blind area, increasing open area • Group Processes by Joseph Luft & Harry Ingram Hand in hand: Understanding/Awareness, Trust, Collaboration
- 19. Tips & Techniques • You earn trust by taking first steps, with positive expectations. • Reveal a human side, a small failing; vulnerability confers disproportionate power. Or demonstrate confidence by sharing information. • Always begin with relationship elements before plunging into immediate business. • Be authentic; stay true to your innermost values and behaviors. • Put the other’s long term success ahead of your short term interest. • Test yourself in moments of truth. • Value and leverage the contributions of those who are “different”. Welcome to the New World of Business!
- 20. Risk/Reward – Getting It Wrong vs. Getting It Right Risk • Turnover/churn • Quality degradation • Throughput collapse • Cost/time to replace • Impaired organizational DNA • Lost business/narrowing margins • Not enough time to recover • Downward spiral Reward • Stability • Continuity • Cost management • Asset leverage • Reliability • Base for continuous improvement • Positive face of the organization • Preferred status: employer, supplier, customer
- 26. Naming Names . . . • Blitzkrieg supply chain transformation; largest municipally-owned public utility • DNA elements: utilities, civil service, bargaining unit • Visibility: PUC, straw corporation, city council, Mayor, competitors, social action groups • Inertia of rest: 175 year-old corporation, multiple generations of families employed from top to bottom, no boat-rocking culture
- 27. Dramatis Personae • Marvin (Sluggard): a year from retirement, seen it all, can’t handle more change, wants to ride his Harley into the sunset • Paulette (Savant): Angry, bitter, throws things, screams, knows where the bodies are buried, holds all others in contempt • Warren (Slacker): Likeable, even lovable, clueless, dispirited • Pierre (Savant): Aggressive, narcissistic, talented, lightning learner • Mary Jane (Sluggard): Failed at every task, fought with every colleague, played every card in evading discipline • Buster (Slacker): Know-it-all, disengaged, barely competent, absent-in-place . . . Universally despised and dismissed within the company
- 28. Outcomes • Marvin: Exempted from new processes, elevated to coach for newer players & knowledge resource, celebrated retirement in a year, not a Superstar, but more than a Savant and more than a Slacker • Paulette: Enlisted as behind-the-scenes advisor, re-balanced workloads, assigned to critical relationships, still a Savant, but more pleasant and productive • Warren: Coached on new role, developed action plan, educated in missing pieces, became a focused Superstar, leading a best-in-class diversity initiative • Pierre: Teamed with brilliant Slacker to learn people/political/persuasion skills, coached in humility & authenticity, became an all-around Superstar (and was stolen by another corporation) • Mary Jane: Dual diagnosis disclosed serious medical and psychological problems, released into disability and rehabilitative programs • Buster: Counseled an early retirement package that permitted full-time residence on St.Maarten . . . Highly regarded asset to the organization, with attention and appreciation from the CEO and COO
- 29. The Bedrock Foundation • An age of: • Trust • Communications • Collaboration • Get your house – and your people in order first • Teach the basics • Transfer to customers, suppliers, peers
- 30. In Summary - People • Take stock • Recognize needs: role, training, attitude, experience • Get real about possibilities • Match roles with skills, talents, anticipated growth • Develop practical individualized action plans; track; follow-up; adjust • Excise the cancers • Teach value and context of corporate role – what doing the job really means • Communicate developments • Build internal operations bridges • Educate C-level about strengths, accomplishments Walk the walk; do the right thing; positive change; develop winners; smile when you look in the mirror!
- 31. Transferring - Partners • Take stock – upstream & downstream • Joint problem-solving teams • Collaborative risk management • Share credit – and benefits • Baby steps, bigger strides, leaps • Become preferred customer, preferred supplier • Joint solution/product/service development • With supply sources • With customers for downstream markets • Communicate: C-level, internal, external Walk the walk; do the right thing; positive change; develop winners; smile when you look in the mirror!