This document discusses the importance of continuously improving oneself through learning, growing, and renewing. It defines "Get Better" as developing both formal and informal feedback systems to learn from mistakes in order to succeed in a changing environment. It provides examples of how getting better builds trust and confidence in one's abilities. The document argues that getting better is essential for managing change and avoiding burnout.

1. The Speed of Trust
Behavior # 7
“GET BETTER”

2. Exercise
 The object of this exercise is to develop a
complete presentation of one of the 13
behaviors identified in the Speed of Trust.
 The presentation will consist of the
delivery of a 15 – 20 minute lecture
combined with a PowerPoint presentation.

3. Objectives
 Identify different components of “Getting
Better”.
 Identify the opposite, and the counterfeits.
 Describe the concept of “Getting Better” to an
ACP
 Describe the concept of “Getting Better” as it
relates to a career as a paramedic
 Describe the concept of “Getting Better” as it
relates to personal life

4. “Get Better”
 Continuously improve by learning, growing
and renewing yourself. Others will develop
confidence in your ability to succeed in a
rapidly changing environment. The
opposite is entropy and deterioration,
while the counterfeit is the eternal student
— always learning, but never producing.
Don’t be afraid to make mistakes but learn
from them. Develop formal and informal
feedback systems and respond to them.

5. Continuously improve by learning,
growing and renewing yourself.
Grand Master Sin Kwan The

6. “Others will develop confidence in your ability to
succeed in a rapidly changing environment.”
 French and Bertram described five sources of “Power” in 1959
 Legitimate – This comes from the belief that a person has the right to
make demands, and expect compliance and obedience from others.
 Reward – This results from one person's ability to compensate another
for compliance.
 Expert – This is based on a person's superior skill and knowledge.
 Referent – This is the result of a person's perceived attractiveness,
worthiness, and right to respect from others.
 Coercive – This comes from the belief that a person can punish others
for noncompliance.
 Most effective leaders combine “Expert” and “Referent” Powers in
their Leadership styles.
 “Get Better” effects both.

7. The opposite is
entropy and
deterioration,

8. ….while the
counterfeit is the
eternal student —
always learning,
but never
producing.

9. Don’t be afraid to make mistakes but
learn from them.

10. Develop formal and informal
feedback systems and respond to
them.

11. How the behavior contributes to the
development of Trust
 When a person is seen as a growing,
learning capable person, that person is
viewed as an asset.
 This builds the confidence that that person
will succeed in their endeavors
 This builds trust

12. The relevance to the behavior in our
organization
 “Get Better” AKA:
 Renewal
 Re-invention
 Innovation
 Continuous Improvement
 These are all essential to our managing
POSTIVE CHANGE.
 (Remember CHANGE is inevitable. But we
can make it positive or negative)

13. Burnout, the Result of Not GETTING
BETTER

14. How to effectively incorporate the
behavior in to your daily
interactions / relationships

15. Discussion of counterfeits associated
with this behavior
 Merit Badge Madness
http://media.northjersey.com/images/Nedds_030812_sn_tif_.jpg

16. Examples of use
 Every Day a Training Day
 Gordon Graham
 A Book a Day
 Jack Canfield – Chicken Soup Series
 Mentoring and Teaching for self
improvement
 Learn outside your comfort zone
 Robert S. Cole

17. A compelling argument for the
integration of the behavior in the
listener’s daily life.
 How can you help others learn if you don’t
know how to learn yourself?
 Our greatest Joys are learning (Getting
better) centered
 Parenthood
 Athletics
 Creating
 The cure for unhappiness is learning

19. “We learn nothing from our
successes…”
-Dee Hock, Founder and CEO of Visa