The document discusses the principles of credibility and the behaviors that build trust. It identifies four cores of credibility: integrity, intent, capabilities, and results. Personal credibility is the foundation of trust. Eleven behaviors that build trust are also outlined: talk straight, demonstrate respect, create transparency, right wrongs, show loyalty, deliver results, get better, confront reality, clarify expectations, practice accountability, and listen first. Mastering these behaviors can help improve credibility and build faster trust with others.
The speed of trust presntation get betterRobert Cole
This is a short presentation for a promotional exam process. If it helps someone else, enjoy! If not, well comments welcome anyway. Yes it is short, we had a 30 minute limit. There are various instructor notes. PLEASE COMMENT, very interested in real feed back.
The speed of trust presntation get betterRobert Cole
This is a short presentation for a promotional exam process. If it helps someone else, enjoy! If not, well comments welcome anyway. Yes it is short, we had a 30 minute limit. There are various instructor notes. PLEASE COMMENT, very interested in real feed back.
The Speed of Trust by Stephen M R Covey & Rebecca R MerrillSunilraj1968
Stephen M R Covey uncovers the power of trust in his book, The Speed of Trust. This book articulates the importance of trust in the key leadership competency of the new global economy. It guides a way to establish trust on every level, build character and competence, enhance credibility and create leadership that inspires confidence.
Here are 6 out of 10 helpful tips on how to build trust in a relationship. For 4 more tips of this type, click the link: http://vkool.com/how-to-build-trust/.
1. Do Exactly What You Say
Doing exactly what you say is the very first step to make others trust you because actions always speak louder than words. If possible, you should always do better than what you say. For example, if you already said that you could complete 90 percent of work, you should try to fulfill more rather than less of it.
2. Honor Your Promises
If you want to be trusted by others, you should be a dependable person. For example, after making a promise, you had better try to meet it well. If you cannot meet it for some reasons, try to explain it to the promisee decently. After that, create a new promise, and make sure to meet it this time.
Making a promise is always easier than fulfilling it. Therefore, before making any promise, you had better think thoroughly whether you can meet it or not. If the possibility of meeting a promise is not very high, do not make it.
3. Tell The Truth
Being honest or telling the truth is one among the best tips on how to build trust in a relationship. We all know that the truth may hurt for a while, but a lie hurts forever. Therefore, you should always tell the truth for long-term benefits. In case you cannot tell the truth, just keep silence rather than telling a lie.
4. Display Loyalty
You can display your loyalty by protecting other people, especially when they are not present to join your conversation. This is one among the most important techniques on how to build trust as trust is mainly built by honesty and loyalty.
5. Be Competent
Being competent means you can do many things well. If you have good professional ability and interpersonal communication skills, people will not only respect and admire you, but also trust you easily. Therefore, you should learn to build good manners, social skills, and even working skills as a preparation for building trust. When you are competent, you will become reliable, and be trusted by others.
6. Be Objective
Being objective is also a helpful tip on how to build trust in a relationship. When you decide to do something, consider objectively how other people will think about it. Put yourself in others’ shoes, and you will know how they feel, and what they think. The more objective you are, the easier you can build trust.
Trust is always one of the crucial keys to success. If you can get your friends to trust you, your life will certainly be pleasant. If you can make your boss trust you, you can get a promotion really fast. If you can get your spouse to trust you, you will certainly be happy in your family.
SDI 2012: Leading and Managing Change for Diversity and InclusionThe Children's School
My presentation at the NAIS Summer Diversity Institute (SDI) on leading and managing change for diversity and inclusion in independent schools. This presentation's theories and strategies are applicable beyond its chosen topic of diversity and inclusion, and would benefit leaders in any area.
Credibility : An Important Ingredient to HaveKIGUME Karuri
LET US GO BACK TO THE CROSS ROADS AND SEEK TO BE CREDIBLE IN OUR DAYS. THIS IS AN IMPORTANT INGREDIENT LACKING IN ALL SPHERES OF OUR SOCIETY TODAY. VERY DIFFICULT TO GET CREDIBLE PEOPLE
Learn why trust is the foundation of great leadership and how to achieve trustworthiness for yourself. You must earn trust before you can expect others to give it. Authority levels don't grant it. Only behaviors and actions establish it.
Stage 1 & 2
Self-Centred Level which is determined by personal needs & wants and consequences of an act (Stealing 50000 is worse than stealing 5000)
Stage 3 & 4
Conformity Level which is based on conforming & upholding the conventions & expectations of the society (Stealing 50000 is the same as stealing 5000)
Stage 5 & 6
Principled Level based on internalized principles of individual (one must look at the context before passing judgement)
The Speed of Trust by Stephen M R Covey & Rebecca R MerrillSunilraj1968
Stephen M R Covey uncovers the power of trust in his book, The Speed of Trust. This book articulates the importance of trust in the key leadership competency of the new global economy. It guides a way to establish trust on every level, build character and competence, enhance credibility and create leadership that inspires confidence.
Here are 6 out of 10 helpful tips on how to build trust in a relationship. For 4 more tips of this type, click the link: http://vkool.com/how-to-build-trust/.
1. Do Exactly What You Say
Doing exactly what you say is the very first step to make others trust you because actions always speak louder than words. If possible, you should always do better than what you say. For example, if you already said that you could complete 90 percent of work, you should try to fulfill more rather than less of it.
2. Honor Your Promises
If you want to be trusted by others, you should be a dependable person. For example, after making a promise, you had better try to meet it well. If you cannot meet it for some reasons, try to explain it to the promisee decently. After that, create a new promise, and make sure to meet it this time.
Making a promise is always easier than fulfilling it. Therefore, before making any promise, you had better think thoroughly whether you can meet it or not. If the possibility of meeting a promise is not very high, do not make it.
3. Tell The Truth
Being honest or telling the truth is one among the best tips on how to build trust in a relationship. We all know that the truth may hurt for a while, but a lie hurts forever. Therefore, you should always tell the truth for long-term benefits. In case you cannot tell the truth, just keep silence rather than telling a lie.
4. Display Loyalty
You can display your loyalty by protecting other people, especially when they are not present to join your conversation. This is one among the most important techniques on how to build trust as trust is mainly built by honesty and loyalty.
5. Be Competent
Being competent means you can do many things well. If you have good professional ability and interpersonal communication skills, people will not only respect and admire you, but also trust you easily. Therefore, you should learn to build good manners, social skills, and even working skills as a preparation for building trust. When you are competent, you will become reliable, and be trusted by others.
6. Be Objective
Being objective is also a helpful tip on how to build trust in a relationship. When you decide to do something, consider objectively how other people will think about it. Put yourself in others’ shoes, and you will know how they feel, and what they think. The more objective you are, the easier you can build trust.
Trust is always one of the crucial keys to success. If you can get your friends to trust you, your life will certainly be pleasant. If you can make your boss trust you, you can get a promotion really fast. If you can get your spouse to trust you, you will certainly be happy in your family.
SDI 2012: Leading and Managing Change for Diversity and InclusionThe Children's School
My presentation at the NAIS Summer Diversity Institute (SDI) on leading and managing change for diversity and inclusion in independent schools. This presentation's theories and strategies are applicable beyond its chosen topic of diversity and inclusion, and would benefit leaders in any area.
Credibility : An Important Ingredient to HaveKIGUME Karuri
LET US GO BACK TO THE CROSS ROADS AND SEEK TO BE CREDIBLE IN OUR DAYS. THIS IS AN IMPORTANT INGREDIENT LACKING IN ALL SPHERES OF OUR SOCIETY TODAY. VERY DIFFICULT TO GET CREDIBLE PEOPLE
Learn why trust is the foundation of great leadership and how to achieve trustworthiness for yourself. You must earn trust before you can expect others to give it. Authority levels don't grant it. Only behaviors and actions establish it.
Stage 1 & 2
Self-Centred Level which is determined by personal needs & wants and consequences of an act (Stealing 50000 is worse than stealing 5000)
Stage 3 & 4
Conformity Level which is based on conforming & upholding the conventions & expectations of the society (Stealing 50000 is the same as stealing 5000)
Stage 5 & 6
Principled Level based on internalized principles of individual (one must look at the context before passing judgement)
Everybody lies sometimes. This is true. Research has shown that 60 per cent of people lie at least once in a 10-minute conversation with a stranger. But many lies are benign, constructed to preserve someone’s feelings, save face or avoid damaging a relationship. These lies are usually harmless, expected and appreciated.
Dishonesty in the workplace, however, can be dangerous. From the lies told in employment interviews to tales spun in the boardroom, workplace dishonesty can affect a company’s security, morale and bottom line. HR professionals and investigators should be skilled and trained to detect lies.
Join Timothy Dimoff, security expert and president of SACS Consulting, as he discusses workplace dishonesty and what to do about it.
Do you hold people accountable in your personal and professional life? Here are ideas to consider when you need to do this and could use a refresher or motivation.
Fi 360 Presentation By Wayne Miller 2008goldenhinde
My presentation to the FI 360 Conference in May 2008. I was told by the conference organizer that it was the highest rated presentation at the conference.
Indispensable Leadership Qualities from Andrew DorkoAndrew Dorko
Becoming a good leader is imperative to the success of your business. Take a look at the qualities necessary to become a person others will want to follow!
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
Communications Mining Series - Zero to Hero - Session 1DianaGray10
This session provides introduction to UiPath Communication Mining, importance and platform overview. You will acquire a good understand of the phases in Communication Mining as we go over the platform with you. Topics covered:
• Communication Mining Overview
• Why is it important?
• How can it help today’s business and the benefits
• Phases in Communication Mining
• Demo on Platform overview
• Q/A
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
GridMate - End to end testing is a critical piece to ensure quality and avoid...ThomasParaiso2
End to end testing is a critical piece to ensure quality and avoid regressions. In this session, we share our journey building an E2E testing pipeline for GridMate components (LWC and Aura) using Cypress, JSForce, FakerJS…
In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
1. Speed of Trust:Speed of Trust:
The Principles of CredibilityThe Principles of Credibility
2. The Four Cores of CredibilityThe Four Cores of Credibility
““Personal credibility is the foundation of allPersonal credibility is the foundation of all
trust and how to create it.”trust and how to create it.”
3. Core One—Integrity:Core One—Integrity:
Are you congruent?Are you congruent?
• More than “Honesty”More than “Honesty”
• Walking your TalkWalking your Talk
• Congruency—consistency,Congruency—consistency,
agreement and appropriatenessagreement and appropriateness
• Having courage to behave yourHaving courage to behave your
values and beliefsvalues and beliefs
4. Core Two—Intent:Core Two—Intent:
What’s your agenda?What’s your agenda?
• Motives and agendas areMotives and agendas are
straight forward and basedstraight forward and based
on mutual benefiton mutual benefit
• We genuinely care aboutWe genuinely care about
others, not just ourselvesothers, not just ourselves
• Integrity + Intent =Integrity + Intent =
CharacterCharacter
5. Core Three—CapabilitiesCore Three—Capabilities
Are you relevant?Are you relevant?
• Abilities that inspire confidenceAbilities that inspire confidence
• TASKS-Talents, Attitudes,TASKS-Talents, Attitudes,
Skills, Knowledge, StyleSkills, Knowledge, Style
• How we produce resultsHow we produce results
• Capabilities provide the abilityCapabilities provide the ability
to establish, grow, extend, andto establish, grow, extend, and
restore trustrestore trust
6. Core Four—Results:Core Four—Results:
What’s your track record?What’s your track record?
• PerformancePerformance
• Getting the right things doneGetting the right things done
• Establish a positiveEstablish a positive
reputation for performingreputation for performing
• Capabilities + Results =Capabilities + Results =
CompetenceCompetence
7. The Principle of BehaviorThe Principle of Behavior
““How toHow to behave yourselfbehave yourself out of problemsout of problems
you’ve behaved yourself into.”you’ve behaved yourself into.”
8. Behavior #1—Talk StraightBehavior #1—Talk Straight
““The people who I have trouble with… areThe people who I have trouble with… are
people who tend to not give full information.people who tend to not give full information.
They purposefully leave out certain parts ofThey purposefully leave out certain parts of
the story—they distort facts.”the story—they distort facts.”
–Shelley–Shelley
LazarusLazarus
9. Behavior #1—Talk StraightBehavior #1—Talk Straight
• Tell the TruthTell the Truth
• Leave the right impressionLeave the right impression
• Let people know whereLet people know where
you standyou stand
• Use simple languageUse simple language
• ““Call a spade a spade”Call a spade a spade”
• Don’t manipulate peopleDon’t manipulate people
or factsor facts
• Don’t spin the truthDon’t spin the truth
10. Behavior #2—Demonstrate RespectBehavior #2—Demonstrate Respect
““You canYou can judge a person’s characterjudge a person’s character by theby the
way he treats people who can’t help or hurtway he treats people who can’t help or hurt
him.” –Anonymoushim.” –Anonymous
11. Behavior #2—Demonstrate RespectBehavior #2—Demonstrate Respect
• Genuinely care for others—Genuinely care for others—
show itshow it
• Respect the dignity of everyRespect the dignity of every
person and every roleperson and every role
• Treat everyone with respect—Treat everyone with respect—
especially those who can’t doespecially those who can’t do
anything for youanything for you
12. Behavior #2—Demonstrate RespectBehavior #2—Demonstrate Respect
• Show kindness in little thingsShow kindness in little things
• Don’t fake caringDon’t fake caring
• Don’t take existingDon’t take existing
relationships for grantedrelationships for granted
• Apply the Walter ruleApply the Walter rule
13. Behavior #3—Create TransparencyBehavior #3—Create Transparency
““Try to beTry to be transparent, clear and truthfultransparent, clear and truthful. Even when. Even when
it is difficult, and above all when it is difficult.”it is difficult, and above all when it is difficult.”
––Jean Cyril SpinettaJean Cyril Spinetta
14. Behavior #3—Create TransparencyBehavior #3—Create Transparency
• Be open—Be realBe open—Be real
• Be genuine—Be authenticBe genuine—Be authentic
• Err on the side of disclosureErr on the side of disclosure
• ““What you see is what you get”What you see is what you get”
15. Behavior #3—Create TransparencyBehavior #3—Create Transparency
• Tell the truth in a wayTell the truth in a way
people can verifypeople can verify
• Don’t have hiddenDon’t have hidden
agendasagendas
• Don’t hideDon’t hide
informationinformation
16. Behavior #4—Right WrongsBehavior #4—Right Wrongs
““To know what is right and not do it is theTo know what is right and not do it is the
worst cowardiceworst cowardice.” —Confucius.” —Confucius
17. Behavior #4—Right WrongsBehavior #4—Right Wrongs
• Go the extra mileGo the extra mile
• Apologize quicklyApologize quickly
• Make restitutionMake restitution
where possiblewhere possible
18. Behavior #4—Right WrongsBehavior #4—Right Wrongs
• Demonstrate personalDemonstrate personal
humilityhumility
• Don’t cover up thingsDon’t cover up things
• Don’t let pride get inDon’t let pride get in
the way of doing thethe way of doing the
right thingright thing
19. Behavior #5—Show LoyaltyBehavior #5—Show Loyalty
““To retain those who are present,To retain those who are present, be loyalbe loyal toto
those who are absent.” –Stephen R. Coveythose who are absent.” –Stephen R. Covey
20. Behavior #5—Show LoyaltyBehavior #5—Show Loyalty
• Give credit to othersGive credit to others
freelyfreely
• Speak about othersSpeak about others
““as if they were present”as if they were present”
• Acknowledge theAcknowledge the
contributions of otherscontributions of others
21. Behavior #5—Show LoyaltyBehavior #5—Show Loyalty
• Represent others who areRepresent others who are
not there to speak fornot there to speak for
themselvesthemselves
• Don’t bad-mouth othersDon’t bad-mouth others
behind their backsbehind their backs
• Don’t disclose others’Don’t disclose others’
private/confidentialprivate/confidential
informationinformation
22. Behavior #6—Deliver ResultsBehavior #6—Deliver Results
““We judge ourselves by what we feel we areWe judge ourselves by what we feel we are
capable of doing, while otherscapable of doing, while others judge us by whatjudge us by what
we have already donewe have already done.”.”
––Henry Wadsworth LongfellowHenry Wadsworth Longfellow
23. Behavior #6—Deliver ResultsBehavior #6—Deliver Results
• Establish a track record ofEstablish a track record of
resultsresults
• Get the “right” thingsGet the “right” things
donedone
• Make things happenMake things happen
24. Behavior #6—Deliver ResultsBehavior #6—Deliver Results
• Accomplish what you areAccomplish what you are
hired to dohired to do
• Be “on time/withinBe “on time/within
budget”budget”
• Don’t make excuses forDon’t make excuses for
not deliveringnot delivering
25. Behavior #7—Get BetterBehavior #7—Get Better
““TheThe illiterateilliterate of the 21of the 21stst
Century will not be justCentury will not be just
those who cannot read and write but alsothose who cannot read and write but also thosethose
who cannot learn, unlearn, and relearnwho cannot learn, unlearn, and relearn.”.”
——Alvin TofflerAlvin Toffler
26. Behavior #7—Get BetterBehavior #7—Get Better
• Seek feedback—formal andSeek feedback—formal and
informalinformal
• Act on feedback—ThankAct on feedback—Thank
people for feedbackpeople for feedback
• Learn from mistakesLearn from mistakes
• Continuously improveContinuously improve
27. Behavior #8—Confront RealityBehavior #8—Confront Reality
““The first responsibility of a leader is toThe first responsibility of a leader is to
confront realityconfront reality.” –Max Dupree.” –Max Dupree
28. Behavior #8—Confront RealityBehavior #8—Confront Reality
• Address the tough stuffAddress the tough stuff
directlydirectly
• Acknowledge the “unsaid”Acknowledge the “unsaid”
• Don’t “skirt” the real issuesDon’t “skirt” the real issues
• Don’t bury your head inDon’t bury your head in
the sandthe sand
29. Behavior #9—Clarify ExpectationsBehavior #9—Clarify Expectations
““Almost all conflict is the result of violatedAlmost all conflict is the result of violated
expectations.”expectations.”
——Blaine LeeBlaine Lee
30. Behavior #9—Clarify ExpectationsBehavior #9—Clarify Expectations
• Create shared vision andCreate shared vision and
agreement about what is to beagreement about what is to be
donedone up frontup front
• Disclose and reveal expectationsDisclose and reveal expectations
• Discuss expectationsDiscuss expectations
• Renegotiate if necessaryRenegotiate if necessary
31. Behavior #10—Practice AccountabilityBehavior #10—Practice Accountability
““All power is trust; and we areAll power is trust; and we are
accountableaccountable for its exercise.”for its exercise.”
——Benjamin DisraeliBenjamin Disraeli
32. Behavior #10—Practice AccountabilityBehavior #10—Practice Accountability
• Hold yourself accountableHold yourself accountable
• Hold others accountableHold others accountable
• Take responsibility forTake responsibility for
resultsresults
• Be clear on how you willBe clear on how you will
communicatecommunicate
results/accountabilityresults/accountability
33. Behavior #10—Practice AccountabilityBehavior #10—Practice Accountability
• Don’t avoid or shirkDon’t avoid or shirk
responsibilityresponsibility
• Don’t blame othersDon’t blame others
or point fingers whenor point fingers when
things go wrongthings go wrong
34. Behavior #11—Listen FirstBehavior #11—Listen First
““We’ve all heard the criticism ‘he talks tooWe’ve all heard the criticism ‘he talks too
much’. When was the last time you heardmuch’. When was the last time you heard
someone criticized for listening too much?”someone criticized for listening too much?”
——Norm AugustineNorm Augustine
35. Behavior #11—Listen FirstBehavior #11—Listen First
• Listen before you speakListen before you speak
• Seek first to understandSeek first to understand
• Diagnose/analyzeDiagnose/analyze
• Listen with your ears,Listen with your ears,
eyes, and hearteyes, and heart
36. Behavior #11—Listen FirstBehavior #11—Listen First
• Don’t assume you knowDon’t assume you know
what matters most towhat matters most to
othersothers
• Don’t presume you haveDon’t presume you have
all the answers—or allall the answers—or all
the questionsthe questions
37. Behavior #12—Keep CommitmentsBehavior #12—Keep Commitments
““Always deliver what you say you will.Always deliver what you say you will. Never make aNever make a
promise that you can’t follow through on.promise that you can’t follow through on. The way youThe way you
really build trust, in a sense is through crucibles. You havereally build trust, in a sense is through crucibles. You have
to show that you will do your part, even if it isto show that you will do your part, even if it is
difficult.”—Dennis Rossdifficult.”—Dennis Ross
38. Behavior #12—Keep CommitmentsBehavior #12—Keep Commitments
• Say what you are going to do—then do itSay what you are going to do—then do it
• Make commitments carefully—then keep themMake commitments carefully—then keep them
• Make keeping your commitmentsMake keeping your commitments
a symbol of your honor.a symbol of your honor.
• Don’t break confidencesDon’t break confidences
• Don’t “PR” or spin or way out of a commitmentDon’t “PR” or spin or way out of a commitment
39. Behavior #13—Extend TrustBehavior #13—Extend Trust
““Leadership withoutLeadership without mutual trustmutual trust is ais a
contradiction in terms.”—Warren Benniscontradiction in terms.”—Warren Bennis
40. Behavior #13—Extend TrustBehavior #13—Extend Trust
• Change trust from aChange trust from a
noun to an action verbnoun to an action verb
• Demonstrate aDemonstrate a
propensity to trustpropensity to trust
• Extend trustExtend trust
conditionallyconditionally to thoseto those
who are in the processwho are in the process
of earning itof earning it
41. Behavior #13—Extend TrustBehavior #13—Extend Trust
• Don’t withhold trust becauseDon’t withhold trust because
there is a risk involvedthere is a risk involved
• Learn how to extend trust basedLearn how to extend trust based
upon the situation, risk, andupon the situation, risk, and
credibility (character andcredibility (character and
competence)competence)
• Don’t be “naïve” in extendingDon’t be “naïve” in extending
trust to those who have shown atrust to those who have shown a
history of violating your trusthistory of violating your trust
42.
43. Quadrant One: Blind TrustQuadrant One: Blind Trust
““This quadrant encourages others to take advantage of you.This quadrant encourages others to take advantage of you.
• High Propensity to Trust/Low Analysis of RiskHigh Propensity to Trust/Low Analysis of Risk
• Examples:Examples: Pollyanna;Pollyanna;
W.C. Fields; Suckers; NaïveW.C. Fields; Suckers; Naïve
• Fall for the line (over and over)Fall for the line (over and over)
• You are Gullible (the key word)You are Gullible (the key word)
44. Quadrant One: Blind TrustQuadrant One: Blind Trust
• ““Once bittenOnce bitten
(oh come on bite me again)”(oh come on bite me again)”
• You mistake your naturalYou mistake your natural
propensity to trust for instinctpropensity to trust for instinct
and intuitionand intuition
• ““Burn me once shame on you,Burn me once shame on you,
Burn me twice (same on you again)”Burn me twice (same on you again)”
45. Quadrant Two: Smart TrustQuadrant Two: Smart Trust
This quadrant encourages innovation, collaboration, partnering,This quadrant encourages innovation, collaboration, partnering,
loyalty, and accountability.loyalty, and accountability.
• High Propensity to Trust/High Analysis of RiskHigh Propensity to Trust/High Analysis of Risk
• This synergy elevates instinct and intuition toThis synergy elevates instinct and intuition to
• GOOD JUDGEMENT (the key words).GOOD JUDGEMENT (the key words).
• You possess good people judgment and good businessYou possess good people judgment and good business
judgmentjudgment
• ““Once bitten, twice shy”Once bitten, twice shy”
46. Quadrant Two: Smart TrustQuadrant Two: Smart Trust
• Accountability applies withinAccountability applies within
the context of TRUSTthe context of TRUST
• ““Trust and verify.”Trust and verify.”
——Ronald ReaganRonald Reagan
• ““Burn me once, shame oneBurn me once, shame one
you. Burn me twice, shameyou. Burn me twice, shame
on me.”on me.”
47. Quadrant Three: No TrustQuadrant Three: No Trust
This quadrant encourages insecurity, protectiveness, apprehension,This quadrant encourages insecurity, protectiveness, apprehension,
tentativeness, and immobilization.tentativeness, and immobilization.
• Low Propensity to Trust/Low Analysis of RiskLow Propensity to Trust/Low Analysis of Risk
• The worst of both worldsThe worst of both worlds
• Indecision (the key word)Indecision (the key word)
• You don’t trust anyone;You don’t trust anyone;
including yourselfincluding yourself
• ““You won’t bite me, I won’t let you close enough”You won’t bite me, I won’t let you close enough”
•
48. Quadrant Four: DistrustQuadrant Four: Distrust
This quadrant encourages over reliance on yourself, over analyzesThis quadrant encourages over reliance on yourself, over analyzes
everything, missed opportunities, micromanagement, low moraleeverything, missed opportunities, micromanagement, low morale
• Low Propensity to Trust/High Analysis of RiskLow Propensity to Trust/High Analysis of Risk
• Extend trust cautiously if at all.Extend trust cautiously if at all.
• Do not trust anyone, but themselvesDo not trust anyone, but themselves
• Suspicion (the key word)Suspicion (the key word)
• You keep your cards close to your vest and don’t let others inYou keep your cards close to your vest and don’t let others in
49. Quadrant Four: DistrustQuadrant Four: Distrust
• You keep your cards close to your vest, you don’t letYou keep your cards close to your vest, you don’t let
others inothers in
• You keep control of yourself.You keep control of yourself.
You analyze risk, make evaluations,You analyze risk, make evaluations,
decisions and execute on your owndecisions and execute on your own
• You cut yourself off from opportunities and ideasYou cut yourself off from opportunities and ideas
• ““You won’t bite me or burn me, if it is to be done right, IYou won’t bite me or burn me, if it is to be done right, I
must do it myself.”must do it myself.”