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The Speed of Trust

Sunday, October 8, 2006

Disclaimer

The opinions of the contributors expressed herein do notnecessarily state or reflect those of the National

Association of Convenience Stores. Reference herein toany specific commercial products, process, or service by

trade name, trademark manufacturer, or otherwise, shallnot constitute or imply an endorsement, recommendation,or support by the National Association of Convenience

Stores. The National Association of Convenience Storesmakes no warranty, express or implied, nor does it

assume any legal liability or responsibility for the accuracy,completeness, or usefulness of any information, product,

or process described in these materials.


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FOR NACS

CoveyLinkInfluencing Influencers

Presented by Barry Rellaford

CoveyLink.com [email protected]


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2004, 2005 CoveyLink Leading at the Speedof Trust 1

The ability to establish, grow, extendand restore trust with all stakeholderscustomers, suppliers, investors, and co-workersis the key leadership compe-

tency of the new, global economy.

TRUST IMPERATIVE

SEE, SPEAK, BEHAVE


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Think of a HIGH trust relationship you have.Who is it with?

What is it like to work with this person?

Low TrustThink of a LOW trust relationship you have.Who is it with?

What is it like to work with this person?

I feel/felt trusted when...

DEFINING TRUST


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THE 4 CORES OF CREDIBILITY

Competence

Character


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IntegrityIntegrity

Who we really are. Consistency in values, beliefs andbehaviors. Deep honesty.

IntentIntent

Genuine concern and caring for others. Our funda-mental motive or agenda.

ResultsResultsOur track record - past and present. Getting theright things done. Accomplishing the desired objec-tives and actions.

CapabilitiesCapabilities

The capacities we have that inspire confidence. Ourabilities to produce results and accomplish TASKs:Talents, Attitudes, Skills and Knowledge.

Who do you know?

Who do you know?

Who do you know?

Who do you know?

You cant create a high

trust culture unless

people perform.

- CRAIG WEATHERUPFORMER CEO, PEPSICO

[People] of capabili-

ties inspire us.- SAM VEDA

If people know you

care, it brings out the

best in them.- RICHARD BRANSON

FOUNDER, VIRGIN GROUP

I think of a man or

woman of integrity as

someone who is bal-

anced and complete,

with high character. A

person of principle.

- HANK PAULSONCHAIRMAN & CEO, GOLDMAN SACHS

THE 4 CORES OF CREDIBILITY


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13 BEHAVIORS OF HIGH TRUST LEADERS

CHARACTER BEHAVIORS

COMPETENCE BEHAVIORS

CHARACTER & COMPETENCE BEHAVIORS

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

CHARACTER BEHAVIORS: INTEGRITY INTENT

COMPETENCE BEHAVIORS: CAPABILITIES RESULTS

CHARACTER & COMPETENCE BEHAVIORS:INTEGRITY INTENT CAPABILITIES RESULTS


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SCENARIOS

1. You need to give performance feedback to a direct report who gets defensivewhenever you correct him. How can you do this in a way that will increasetrust?

2. After a team meeting, one of your peers says something negative about yourmanager after shes left the room. What do you do?

3. Two of your direct reports are in conflict over a shared project. Youve metwith them individually and now its time to meet with them together. Howcan you intervene in a way that inspires trust?

4. Your work in Department A which involves ensuring all efforts have

been made to obtain valid phone numbers then forwarding the work on toDepartment B. All steps have been performed and documented prior to thework leaving Department A, but 42% are found not to meet standards whenleaving Department B. The Department Manager in Department B saysDepartment A is causing their quality problems. How can you resolve this ina way that inspires trust?

5. People in your organization do good work and like working there but dontseem to be very innovative or passionate about


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What commitment will you make to increase trust inyour organization?


I have found that by trusting people

until they prove themselves unworthy

of that trust, a lot more happens.

JIM BURKEFORMER CEO, JOHNSON & JOHNSON

COMMITMENT

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