How to create and inspire trust in leadership
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This document summarizes a presentation on building trust in leadership. It discusses how trust in business leaders is low according to recent surveys. To build trust, leaders must develop self-trust and the four cores of credibility: integrity, intent, capabilities, and results. Trust is built through positive relationships, not competing with others, sharing credit, keeping commitments, and extending trust to others. High-trust organizations coordinate work through mutual adjustment rather than strict rules and have employees who share organizational goals and values. The presentation provides actions leaders can take to improve character and competence to increase the trust others place in them.
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How to create and inspire trust in leadership
- 1. Virtual Leadership Summit Trust Based Leadership How to create and inspire trust in leadership With Else Gammelgaard Madsen
- 2. Facilitated by….. Else Gammelgaard Madsen TPC Country Manager Denmark
- 3. A Crisis in Leadership This year’s Edelman Trust Barometer results shine a harsh light on today’s leaders. Only about one in five respondents trusts business leaders to tell the truth Business leaders are trusted by less than 50 % in 16 of 26 markets Source :2013 Edelman Trust Barometer
- 4. What is the definition of trust?
- 5. Which glasses are you wearing?
- 6. Which glasses are you wearing?
- 7. Which glasses are you wearing?
- 8. Which glasses are you wearing? Source: Stephen M.R,Covey and Greg Link
- 9. 3 beliefs about trust 1. A belief of being worthy of trust 2. A belief that most people can be trusted 3. A belief that extending trust is a better way to lead
- 10. 5 Smart Trust Actions Source: Stephen M.R,Covey and Greg Link
- 11. Where does trust start?
- 12. The 5 waves of trust 1. Self trust 2. Relationship trust 3. Organisational trust 4. Market trust 5. Societal trust
- 13. Self Trust Do I trust myself?
- 14. Self Trust Do I give to others a person they can trust?
- 15. The 4 Cores of Credibility
- 16. Integrity Make and keep commitments to yourself. Stand for something. Be open.
- 17. Intent Motive Agenda Behavior
- 19. How do you increase capabilities? Run with your strengths. Keep yourself relevant. Know where you’re going.
- 20. Results Take responsibility. Expect to win. Finish strong.
- 21. Character Definition Who you are Behaviors Talk Straight Demonstrate Respect Create Transparency Right Wrongs Show Loyalty
- 22. Competence Definition Your strengths and the results you produce Behavior Deliver Results Get Better Confront Reality Clarify Expectations Practice Accountability
- 23. Character and Competence Definition •Who you are •Your strengths and the results you produce Behaviors Listen First Keep Commitments Extend Trust
- 24. Myths about trust Trust is soft Trust is slow Trust is built solely on integrity. You either have trust or you dont Once lost, trust cannot be restored You can’t teach trust You establish trust one person at a time.
- 25. Reality ↓ Trust = ↓ Speed ↑ Cost ↑ Trust = ↑ Speed ↓ Cost
- 26. Low trust versus high trust Trust-based Leade
- 27. Low trust versus high trust Control-Based Management Trust Based Management Basic management perspective Employees are not expected to share the organisation's goals and values, ie. to be trustworthy Employees are expected to share the organisation's goals and values, ie. to be trustworthy Monitoring and control Direct supervision and rules creates a downward spiral of declining mutual trust Self-discipline is achieved informally through peer norms Activity coordination Standardized coordination with limited interaction between hierarchical levels Coordination by mutual adjustment of interaction across hierarchical levels Response of deficiencies Error is the result of indifference that was answered by sanctions and more surveillance Flaws is an accidental result of errors of judgment and an opportunity for learning Conflict management Conflicts managed on a group basis through a process of negotiation Conflicts are handled as problem solving as locally as possible Source:Alan Fox's (1974) classic description of the difference between low trust versus high trust organisations
- 28. 6 Ways Leaders Can Build Trust
- 29. 1. Build positive relationships.
- 31. 3. Throw others a bone
- 32. 4. Be balanced.
- 33. 5. Track your commitments.
- 34. 6. Accept blame and share credit
- 35. The value of extending trust Companies that choose to extend trust to their employees become great places to work. Most people respond well to trust and do not abuse it.
- 36. Trust changes……
- 37. Learning Exercise 1. Talk Straight 2. Demonstrate Respect 3. Create Transparency 4. Right Wrongs 5. Show Loyalty 6. Deliver Results 7. Get Better 8. Confront Reality 9. Clarify Expectations 10. Practice Accountability 11. Listen First 12. Keep Commitments 13. Extend Trust
- 38. Learning Check Out What steps could you take to improve your character or competence or the character and competence of your team or organisation and increase the likelihood that people will extend trust to you?
- 39. Thank you for your time and interest Virtual Leadership Summit www.theperformancecoach.dk
Hinweis der Redaktion
- Slide 1. Welcome to this virtual webinar about Trust Based leadership. The purpose of this webinar is to explore have you as a leader can get results in a way that inspires trust. Before we start be sure that you have a pen and paper and that you sit in a comfortable place with no distractions.
- My name is Else and I will be you virtual presenter for the next 45 minutes. I help individuals, leaders and teams to make a breakthrough by moving beyond an issue that it is struggling with. I also specializes in virtual coaching and imagemanagement helping individuals and organisations to build a positive and authentic image and present themselves in the best possible way.
- Lack of trust and transparency are reasons employees will look for new jobs Deloitte 2010 Ethics & Workplace Survey
- Slide 6 What is the definition of trust. If this was a live webinar and I were able to share your answer to this question there would be several definitions of the word trust. The most common definitions is confidence.Wtih the increasing focus on ethics in our society, the character side of trust is becoming more and more important and also competencies is equally essential
- Slide 6 – Even if we have had bad experiences with blind trust – deep inside most of us really want to trust and we might be ignoring th evidence and the cost can be great.
- Slide 7. Those who do not even trust themselves and are immobilized by insecurity and protectiveness
- Slide 8. Clearly although there is a risk in trusting too much there is also a risk in not trusting to much. We could loose opportunities because of distrust.
- Slide 9. Smart trust is a judgement. In other words we lead out with trust first. We use both our head and our heart. What is does mean is that we open our self up to the possibilities. When we lead of of distrust we dont even see the possibilities.
- Slide 26.The actions of high-trust individualt, teams and organisations worldwide grow out of three specific beliefs about trust. High trust grow out of 3 specific belief about trust. 1 a belief in trustwortiness or credibility – in the importance of acting with character and competence so that both you and others know you can be trusted. Doing the right things especially when there is a cost or consequence. 2. Choising to believe that most people can be trusted 3. Succesful high-trust leaders belive that extendind trust is a better way to lead because trust inspires people to perform and leads to greater prosperity, energy and joy.
- Slide 10. The actions of high-trust individualt, teams and organisations worldwide grow out of three specific beliefs about trust. Believe in trust – The greatest and lasting dividens of trust comes only when we thoose trust as our underlying approach Statr with self is based on the principles of responsebility and credibility. The opposite is to wait for others to change or take responsibility. There are two parts to effectivily declare intent. Stating what we want to do and stating why we want to do it. Both are vital. Most managers are fairly good at declaring the what by very poor at declaring the why. When you have declared your intent you do what you have said you will do – Walk the talk. A few trust-Building behaviors Talk straight – Be honest. Create transparency. Be open and quthentic. Clarifi expectations. Discuss them and dont assume that expectations are cleat or shared. Keep commitments. Make commitments carefully and keep them at all cost - Dont break confidence. It defines your brand and the companys brand. The reality os that we judge ourselves by our intentions, but other judge us by our actions. The smart trust action of extending trust is based on the priciples of leadership and empowerment. The opposite is to withhold trust, attemt to control otheres, and or try to do everything yourself. Bottomline if we are not onspiring and extending trust we are not leading. We might be managing but we are not leading. We manage things, we lead people and real leadership requires trust.
- Slide 7 Lets look at how powerfull you can be in changning the level of trust in any relationship if you know how to work from the inside and out. The five waves of trust defines the five levels in which we establish trust. Underlying in this wave is credibility. Underlying in this wave is consistent behavior Underlying in this wave is alignment , help leaders to create strustures, systems and symbols ogf organisational trust The underlyning principle is reputation The underlying principle is contribution
- The first wave selftrust. The good news is that we can increase our credibility. And we can increase it fast if we know the 4 cores or key elements. Two of these cores deal with caracter two with competence.
- Core One. Intent If we use a tree as metaphor – Intetrigy is the roots and they are vital for the tree. On the other hand if we only have integrity and not the other tree cores . To most people intregity means honesty – telling the truth and leaving the right impression. But there are at least 3 additional qualities: congruence, humility and courage. So how do we increase our integrity.
- Core 2 Intent is defines as plan or purpose. Motive is your reasing for doing something. Agenda grows out of motive. Seeking mutual benefits and seeking solutions that build trust and benfit for all.Beahvior: The intent that inspires the greatest trust is acting in the best intent of others. It is easy to say I care but it is aour actual behavior that demonstratis wheter or not we mean it. A study found that only 29 % of employees believe that management care about them developing their skils and only 42% believe that management cares about them at all
- Going back to the metaphor of the tree, capabilities are the branches that produce the fruits or results. Capabilities are particularly essential in today’s chang- ing economy, where technology and globalization are outdating skill sets faster than ever before. One way to think about the various dimensions of capabilities is to use the acronym TASKS (Talents, Attitudes, Skills, Knowledge, Style). Talents are our natural gifts and strengths. Attitudes represent our paradigms — our way of seeing — as well as our ways of being. Skills are our proficiencies, the things we can do well. Knowledge represents our learning, insight, understanding and awareness. Style represents our unique approach and personality. The end in mind here is to develop our TASKS and to create the best possible alignment between our natural gifts, our passions, our skills, knowledge and style and the opportunity to earn, to contribute, to make a differ- ence.
- Results matter! They matter to your credibility. Returning once again to the metaphor of the tree, results are the fruits — the tangible, measurable, end purpose and product of the roots, trunk and branches. There are three key indicators by which people evaluate results: past performance, present performance and anticipated future performance. Given the importance of results in establishing credi- bility and trust both with ourselves and with others, the question is: How can we improve our results?
- Now lets take a look at the other wave of trust – Realtionship trust is all about behavior. It is about 13 behavior that are common to high trust leaders and people throughout the world. You can look at these beahvior as your trust account. All behavior requires a combination of both character and competence. Talk straight. Communicate clearly and Be honest and call things what they are. Demonstrate respect: Based on the principles of respect – fairness, kindness, and love. Create transparency. Be real and tell the truth in a way that people can verify.No hidden agendas. Right wrongs. Make restitutions instead of just apologizing. Show loyalty: Give credit to otheres and speak about people as though they are present. Do not talk behind people backs and dont disclose otheres private information.
- Deliver results. Because it is difficult to measure results take time to define results up front. By establishing a track record , making things happen, being on time and on budget and not makeing excuses for not delivering you quickly restore lost trust on the competence side. Get better. Dont be afreaid to make mistakes but learn from them. Develop formal or infomal feedback systems and respond to them. Confront reality: Take the though issues head-on. Is is better to adress the real issues right away. Clarify expectations: Create shared visions and agreement up front and dont violate expectations once they have been validated. Pratice accountability. Hold yourself and others accountable. Leaders who generate trust do both. Ohher people respond to accountability.
- Listen first: Understand another persons thoughts and feelings before trying to diagnose or advise.Use your eyes and your ears and dont presume you know what matters to others. Keep commitmant: People tend to see family commitments as more flexible than work commitments, but they are just as important. Make keeping all commitments the sybol of you honor. Extend trust: While the other behaviors help you become a more trusted person or manager, this beahvior helps you become a more trusting leader.