香格里拉酒店集团 - 领导的信任培训课程.ppt

Trust in Leadership,Agenda,Mindset of LeadersThe Effectiveness ModelEmotional Bank AccountWhale DonePersonal Profiles:Myself as a Trust BuilderLeader as Trust Builder,Leaders,If you can choose the best boss to work with what are the two unique qualities that this person should have and why?,What Is Organizational Greatness?,Not only,But,Outcomes of Great Leaders,Sustained superior performanceIntense customer loyaltyWinning teamsDistinctive contribution,The Three Levels of Effectiveness,Foundation,Effectiveness,Balance ofPRODUCTION&PRODUCTION CAPABILITY,Think about what is the PC in your areas and what will happen if you neglect it?,COMPANIES DONTSUCCEED_people do,The Whole-Person Paradigm Debrief,Do you agree or disagree that the majority of your team possess far more talent,intelligence,capability,and creativity than their present jobs require or even allow?Do you believe that you as a leader hold the key to unlocking that potential?,Trust,How is trust created in an organisation?What are some attributes or behaviours that create trust among individuals?,Character and Competence,Key Definitions,Character:Personal maturity and integrity to principleswhat a person is.Competence:Talents,skills,and capabilitiesWhat a person can do.Credibility:Your believability in terms of your integrity,intent,capabilities,and results.,What are some deposits and withdrawals at work?,82,The Emotional Bank Account,Private Victory to Public Victory,DepositsSeek first to understand.Show kindness,courtesy,respect.Keep promises.Be loyal to the absent.Set clear expectations.Apologize.Give feedback(“I”messages).Forgive.,WithdrawalsAssume you understand.Show unkindness,discourtesy,disrespect.Break promises.Be disloyal,badmouth.Create unclear expectations.Be proud and arrogant.Give no feedbackor evaluate character(“you”messages).Hold grudges.,12 Behaviors of High-Trust Leaders,1.Talk straight.2.Demonstrate respect.3.Create transparency.4.Show loyalty.5.Deliver results.6.Get better.,7.Confront reality.8.Clarify expectations.9.Practice accountability.10.Listen first.11.Keep commitments.12.Extend trust.,So How Do I Inspire Trust?,Build credibility by increasing character and competence.Practice the behaviors of trust.,“Leadership is communicating to people their worth and potential so clearly that they come to see it in themselves.”Stephen R.Covey,The Power of Conversation,Leadership Conversation Reminders,Every time you open your mouth,you create culture.These are the 80/20 conversations.They can be formal or informal,short or long.You are having them already,whether consciously or not.Look constantly for opportunities to turn a normal conversation into a leadership conversation.,Light the Fire,To ignite the talent and passion of others,you must be fully engaged yourself.,Whale Done,How to build positive relationships where people achieve greater results,Whats in it for You?,Reduce stressGet more doneJust plain feel better,Whats in it for the Organization?,Increase retention of top performanceIncrease creativity and innovationImprove service to team members and customersInspire passion and boost performance,Once youve been through this program,you should be able to:,Explain the impact the positive relationships and the Whale Done!Approach can have on the organizationIdentify ways to build trust with others in the organizationIdentify and implement the five steps of redirectionIdentify and implement the four steps of the Whale Done!Response,The Whale Done!Approach,Build trust.Accentuate the positive.When mistakes are made,redirect the energy.,Whale Done Approach,Trust is the foundation for building positive relationshipsFocusing on the positive helps you achieve the behaviour you wantRedirection allows us to refocus the behaviour if we get off track,Whale Done!Can Be Used In,Peer-to-peer relationshipsWithin your work teamManger-to employee relationship,Whale Done Approach,Build TrustAccentuate the PositiveRedirect,Build Trust,Be sincere and honestShow them they can depend on youDo no harmHave patienceInvest in the timeGive your 100%and you will get a 100%back,Accentuate the Positive,Find out what motivates each individualTreat everyone as individuals with unlimited potential for developmentKeep things interesting Praise progress catch people doing things rightHave fun and learning becomes interesting and it builds trust,Redirect,Make sure they are aware that something isnt rightDont place blameRedirect their focusFocus on whats on whats right Keep everything going on a positive flow do you get the positive energy,Teamwork,Identify at least 3 of the most important things YOU can do to positively impact the environment in which you workStart your suggestions with“I”statements.Eg:I can make a conscious effort to,Whale Done in Action,Key SkillsHow to use redirection?How to catch people doing something right?,Redirection Response,1.Describe the problem clearly and without blame.2.Show its negative impact.3.Take the blame,if appropriate.4.Make sure the task is understood.5.Express trust and confidence.,Whale Done!Response,Praise immediately.Be specificShare positive feelings.Encourage them to keep up the good work.,Four Types of Whale DoneResponses,1.No Response2.Negative Response3.Redirection4.Positive Response,Our Emotional Bank Account with Others,When we have positive interactions,we are making deposits.When we have negative interactions,we are making withdrawals.,Myself as a Trust Builder,Learning Objectives,Identify the four Elements of trustIdentify your strengths and challenges in building trust,1.Get quality results.,Hardly Ever H S O V A Always,CIRCLE 1 response that best describes your behavior at work.,Myself As A Trust BuilderSelf Assessment,Trust Boosters and Busters,BOOSTERS:Behaviors that build and sustain truste.g.,Do what you say you will doBUSTERS:Behaviors that erode truste.g.,Break confidentiality,Trust Boosters,Strive to do tasks wellAchieve goalsHonest about abilitiesGives credit to the person who doest the workProvide recognitionListensDo what they say they will doGet to appointments on time,Trust Busters,Slack off on doing a quality jobLieBreak confidentialityDont listenWithhold informationSay one thing and do anotherNever on time,Impact of Erosion:Examples,No one confides in the individualInformation is withheldCommunication is awkward and stiltedIndividuals often are excluded from activitiesPeople avoid being with the individualPeople may lose respect for the individualLoss of confidence in what the individual says or does,What happens when you loose trust in an individual?,TrustWorks!Model,a,Able,b,c,d,Believable,Connected,Dependable,Demonstrate Competence,Act with Integrity,Care about Others,Maintain Reliability,ELEMENTS,7People Focus8Communication9Recognition,10Responsiveness11Accountability12Organization,4Honesty5Values6Fair Process,1Expertise2Performance3Facilitation Skills,An individual who applies past skills to complete a task,Able Demonstrate Competence,Able Demonstrate Competence,Expertise has the skills,relevant experience and knowledge to get the job donePerformance Results Goals are achieved consistentlyFacilitation Skills Has problem solving and decision making skills,An individual who admits a mistake rather than blaming others,Believable Acts with Integrity,Believable Acts with Integrity,Honesty Admits when wrong,keeps confidences,makes ethical decisionsValues Has articulated and honorable valuesFair Process Treats people equitably and ethically,An individual who works well with others,Connected Care about Others,Connected Care about Others,People Focus Enjoys working with people,respects individual differences;builds personal rapportCommunication Receptive to feedback,listens well,utilizes input from othersRecognition Praises contributions and celebrates successes,An individual who is always on time for meetings,Dependable Care about Others,Dependable Care about Others,Responsiveness Consistently follows through on commitmentsAccountability Regularly track goal achievement and enforce consequencesOrganization Effective systems for work implementation,Illustrating the four Elements of Trust,Assignment:In your group,write examples of the four Elements of TrustExchange statements with another groupHave the other group identify the Elements of Trust expressedBe sure you describe observable behaviors,Score the Assessment,H,S,O,V,A,1,2,1,0,3,A,1,2,3,4,5,1,4,3,0,15,Multiply by:,=,23,Score A,TrustWorks!Leader As Trust Builder,Learning Objectives,Identify the four Elements of trustIdentify your strengths and challenges in building trustCreate an action plan to become a more trustworthy leader,1.Am good at what I do.,Hardly Ever H S O V A Always,CIRCLE 1 response that best describes your behavior at work.,Leader As Trust Builder Self Assessment,Trustworthy or Untrustworthy?,What behaviors make a leader Trustworthy?What behaviors make a leader Untrustworthy?,Untrustworthy Leaders,Answers before giving someone a chance to respondUnfairLiesBreaks confidentialityScolds in publicWithholds informationSays one thing and does anotherNever on timeMake commitments they cannot keepInconsistent,Trustworthy Leaders,KnowledgeableSet achievable goalsGet resultsTruthfulEthical behaviourGives credit to the person who deservesListensShows respect to othersWalks the talk,The Challenge,Only 39%of U.S.employees at U.S.companies say they trust the senior leaders at their firms.Watson Wyatt Work Study,The Challenge,99%of employees surveyed consider trust in the workplace to be important.Only 29%of those employees report a high level of trust within their current organization.DDI Retention Surveys,The Challenge,While pay and benefits sometimes surface as motivations for leaving,the primary factor affecting turnover is whether or not a manager developed a trusting relationship with the employee.The lack of trust was an issue with almost every person who had left an organization.If trust is not here the manager is oblivious to an employees needs and does not recognize the growing dissatisfaction until he or she resigns.MasteryWorks Survey,The Opportunity,The rate of 3-year total returns to shareholders is almost 3 times higher at companies with high trust levels than at companies with low trust levels.Watson Wyatt Work Study,Costs of Distrust,Productivity ReducedInefficient or excessive work proceduresDecisions questionedReduction in creativity and commitmentTurnover:cost of recruitment,retraining,replacement,TrustWorks!Model,a,Able,b,c,d,Believable,Connected,Dependable,Demonstrate Competence,Act with Integrity,Care about Others,Maintain Reliability,ELEMENTS,7People Focus8Communication9Recognition,10Responsiveness11Accountability12Organization,4Honesty5Values6Fair Process,1Expertise2Performance3Facilitation Skills,A manager who is very knowledgeable on how to run his/her department successfully,Able Demonstrate Competence,Able Demonstrate Competence,Expertise has the skills,relevant experience and knowledge to get the job donePerformance Results Goals are achieved consistentlyFacilitation Skills Has problem solving and decision making skills,A manager who makes a tough decision to terminate a longtime employee who has been dishonest,Believable Acts with Integrity,Believable Acts with Integrity,Honesty Admits when wrong,keeps confidences,makes ethical decisionsValues Has articulated and honorable valuesFair Process Treats people equitably and ethically,A manager who takes time to acknowledge and praise and individual who has succeeded in a new task.,Connected Care about Others,Connected Care about Others,People Focus Enjoys working with people,respects individual differences;builds personal rapportCommunication Receptive to feedback,listens well,utilizes input from othersRecognition Praises contributions and celebrates successes,A manager who consistently starts and ends meetings on time,Dependable Care about Others,Dependable Care about Others,Responsiveness Consistently follows through on commitmentsAccountability Hold self and others accountableOrganization Effective systems for work implementation,Score the Assessment,H,S,O,V,A,2,1,2,3,1,A,1,2,3,4,5,2,2,6,12,5,Multiply by:,=,27,Score A,Action Plan Development,STEP 1:What Element(s)were the highest?STEP 2:What Element is the lowest?STEP 3:Identify a plan to strengthen the lowest Element.,TrustWorks!Model,a,Able,b,c,d,Believable,Connected,Dependable,Demonstrate Competence,Act with Integrity,Care about Others,Maintain Reliability,ELEMENTS,7People Focus8Communication9Recognition,10Responsiveness11Accountability12Organization,4Honesty5Values6Fair Process,1Expertise2Performance3Facilitation Skills,Quote,One of the most important lessons we can learn from an examination of economic life is that a nations well-being,as well as its ability to compete,is conditioned by a single,pervasive cultural characteristic:the level of TRUST inherent in the society.Fukuyama,“Trust:The Social Virtues and the Creation of Prosperity”,RememberIt is all about Trust!,81,Thank You,