Leading with trust through character and competence Jean Winsand Institute – April 4, 2018 presented by Dr. Sharon Suritsky Deputy Superintendent, Upper St. Clair School District ssuritsky@uscsd.k12.pa.us; 412-833-1600 x2213 Dr. Linda Hippert Executive Director, Allegheny Intermediate Unit linda.hippert@aiu3.net; 412-394-5705

“I contend that the ability to establish, grow, extend and restore trust is not only vital to our personal and interpersonal well-being; it is the key leadership competency of the new economy.” (Stephen M. R. Covey)

PROFESSIONAL WELL BEING Character + Competence = TRUST Covey, Stephen M.R. The Speed of Trust. 2006. New York: Simon and Shuster, Inc.

To build trust with others, we must first start with ourselves.

Self Trust - Credibility Developing . . . Integrity and Intent (CHARACTER) and Capabilities and Results (COMPETENCE)

HIGH TRUST RELATIONSHIP. At your table Think of a person with whom you’ve worked or known professionally where you have had a HIGH TRUST RELATIONSHIP. 1. Describe this relationship. (What’s it like? How does it feel?)   2. What character traits does this individual possess? 3. What level of competence in his/her profession does this individual possess? 4. What key behaviors does this individual portray on a regular basis that makes you trust him/her?

THIRTEEN KEY BEHAVIORS Talk Straight Demonstrate Respect Create Transparency Right Wrongs Show Loyalty Deliver Results Get Better Confront Reality Clarify Expectations Practice Accountability Listen First Keep Commitments Extend Trust

At your table Self-assess your current “performance” relative to the 13 behaviors. BE HONEST -- YOU WILL NOT BE SHARING YOUR RESULTS WITH OTHERS.

TALK STRAIGHT TALK STRAIGHT Be honest. Tell the truth. Let people know where you stand. Use simple language. Call things what they are. OPPOSITE of “TALK STRAIGHT” To lie or deceive COUNTERFEIT Beat around the bush, withhold information; engage in double talking, flattery, positioning, posturing, manipulation and “spinning” – technically telling the truth, but leaving the wrong impression.

At your table Think of an example of the behavior that you have experienced – either positively or opposite/counterfeit with TALK STRAIGHT Describe the scenario What was the result of the behavior(s)?

TALK STRAIGHT What to Say . . . Here’s how I see the situation . . . This is what I feel strongly about . . . I suggest we do the following . . . These are the facts as I see them . . . The truth is . . . I respect you and I want to talk straight with you. My intent is to be honest with you. Let me tell you what I’ve observed.

PRACTICE ACCOUNTABILITY Hold yourself accountable. Hold others accountable. Take responsibility for results – good or bad. Avoid finger-pointing, blaming, or punishing others; but don’t “over-own” bad results, taking the blame for everything. OPPOSITE of “PRACTICE ACCOUNTABILITY” To deny responsibility; to fail to own up. COUNTERFEIT Pretend to be responsible. Hold meaningless performance reviews. Fail to enforce consequences when expectations are not met. Punish people instead of holding them accountable for producing results.

At your table Think of an example of the behavior that you have experienced – either positively or opposite/counterfeit with PRACTICE ACCOUNTABILITY Describe the scenario What was the result of the behavior(s)?

PRACTICE ACCOUNTABILITY What to Say . . . Here’s what I’ve done. . . I’m responsible for . . . How will we hold ourselves accountable for this? What are the rewards of success? What happens if I don’t deliver. How will we track progress? Here are the expectations – how did we do? I understand you were to do this by [time] . . . I’ll take the blame for that.

THIRTEEN KEY BEHAVIORS Talk Straight Demonstrate Respect Create Transparency Right Wrongs Show Loyalty Deliver Results Get Better Confront Reality Clarify Expectations Practice Accountability Listen First Keep Commitments Extend Trust

CHARACTER+COMPETENCE Integrity and Intent (CHARACTER) Capabilities and Results (COMPETENCE) TRUST