carl dolan : cultures & change lead 2ndbounce m:07970280721 e: carl@2ndbounce.co.uk

Carl Dolan: Cultures & Change Lead 2ndbounceM:07970280721 E: carl@2ndbounce.co.uk

Eldisa Zhebo-Lloshi: FounderICLAM:00355692090163E: eldisa.lloshi@icla.co

this afternoon you will explore how…

you decide to trust or distrust

trustworthy you are in your eyes & the eyes of others

to measure trust

an important question is…

what causes feelings of comfort or discomfort…to trust or

distrust?

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trust breeds trust…

just trust yourself, then you will know how to live

...johann wolfgang von goethe

someone who does not trust themselves can never truly trust

anybody else

cardinal de retz

“self-trust is the first secret of success”

ralph waldo emerson

how often do you really explore how credible or trustworthy you

are?...

in your own eyes…

and through the eyes of others?

am i credible?

am i believable?

am I someone people (including myself) can trust?

how do you know?

let’s see…

using dr stephen r. covey 4 wave model questions

CharacterIntegrity

Intent

CompetenceResults

Capability

integrity…are you congruent?

intent…what is your agenda?

capabilities…are you relevant?

results…what is your track record?

15 mins answering questionnaire

15 mins

reflections…

how would you measure trust…?

13 behaviours

talk straight...

tell the truth & leave the right impression

simple language

demonstrate respect...

genuinely care for others

especially those that cannot do anything for you

create transparency...

truth that people can verify

“as on the tin”

right wrongs...

to know what is right & not do it is the worst cowardice confucius

apologise quickly

personal humility

show loyalty...

Give credit freely

speak about people as if they are present

first-hand feedback

deliver results...

Getting the right things done

under promise & over deliver

get better...

increase your capabilities

seek feedback

do not assume today’s skills will be tomorrow’s

confront reality...

address tough stuff

lead courageously

clarify expectations...

disclosereveal

discussvalidate

do not violate

practice accountability...

yourselfothers

responsibilityfinger pointing

listen first...

ears, eyes & heartunderstand

x assume & presume x

keep commitments...

say & do

extend trust...

trust breeds trustpropensity to trust

abundantlyconditionally

trust…confident realiance on another in a vulnerable

situation

learning outcomes...

the importance of self-trust & credibility in change

explore trustworthy behaviours

explore how to measure trust

the importance of self-trust & credibility in change

so how do people make these trust judgements?

what did you learn…?

and how does it relate to change…?

so…

how would you go about measuring trust…?

4 cores of credibility

jack welch

“live the values (character) and “deliver results” (competence)

jim collins

“extreme personal humility” (character) and “intense professional will” (competence)

I look for 3 things in hiring people. The first is personal integrity, the second is intelligence, and the third is a high energy level. But, if you don’t have the first, the other two will kill you.

Warren buffett

warren buffett

“leader of people” (character) and “leader of business” (competence)

integrity

are you congruent?

do you practice humility?

integrity

feeling integrated

congruent inside & out

courage to live your values

integrity accelerators

make & keep promises to yourself

stand for something

be open

intent

what’s your agenda?

what are your true motives

what do your behaviours communicate?

intent accelerators

consider your true motives

open your agenda

choose abundance

capability

are you relevant?

abilities to inspire confidence & trust

talents, skills, attitudes

knowledge, style

capability accelerators

follow your strengths & purpose

keep yourself relevant

know where you are going

results

what’s your track record?

results accelerators

take responsibility for results (not just activities)

expect to be successful

finish strong

learning outcomes…

explore trustworthy behaviours

13 behaviours

talk straight...

tell the truth & leave the right impression

simple language

demonstrate respect...

genuinely care for others

especially those that cannot do anything for you

create transparency...

truth that people can verify

“as on the tin”

right wrongs...

to know what is right & not do it is the worst cowardice confucius

apologise quickly

personal humility

show loyalty...

Give credit freely

speak about people as if they are present

first-hand feedback

deliver results...

Getting the right things done

under promise & over deliver

get better...

increase your capabilities

seek feedback

do not assume today’s skills will be tomorrow’s

confront reality...

address tough stuff

lead courageously

clarify expectations...

discloserevealdiscussvalidate

do not violate

practice accountability...

yourselfothersresponsibilityfinger pointing

listen first...

ears, eyes & heartunderstandx assume & presume x

keep commitments...

say & do

extend trust...

trust breeds trustpropensity to trustabundantlyconditionally

learning outcomes…

explore trust models & techniques

robert.f.hurley

you as trustor…

trust = f risk tolerance – amount of certainty you require to trust

adjustment – how you see the world;

safe or threatening

power – in a position to serve my interests

Lao-tzu

situational & relationship factors you as trustor and the

trustee

trust = f situation – perceived downside risk

similarities – tribal; members of my

“group” Like me!

alignment – aligned interests

benevolent concern - – empathy & support

capability – how comfortable are you to rely on that person or thing

predictability – how certain of my outcome am I?

communication - type, level & quality

Lao-tzu

trust = f Transparency – open, honest, accurate, sincere

Rapport – warmth, closeness, empathy

Usefulness – helping, benevolent, supportive

Sharing – accepting, giving, appreciative

Togetherness – common goals, decisions & values

Expertise – skilled, competent, able, reputable

Dependability – consistent, reliable, loyal, predictable_____________________________________________________________________

Looking Out For Number 1 – selfish, inconsiderate, thoughtless

Lao-tzu

charles feltman

C

competence

sincerity care

reliability

choice to trust

charles feltmanthin book of trust