1. Trust
November 12, 2018

2. Patrick Maffeis HV Products & Global Supply Chain Leader
Grid Solutions
Jeff Mazzoni Chief Financial Officer
Grid Solutions
Sameena Bashey Organization & Talent Development Leader
Grid Solutions

3. Culture Conversations Building a culture of trust, collaboration and accountability
45-minute dialogues grounded in the GE Beliefs
Guiding managers to be culture shapers
Inspiring leaders to empower, act with speed and deliver on strategic imperatives
Attendance expected for all SPB+
Conversations recorded and available on Culture Conversations web page along with other useful resources.
Followed-up with local on-site sessions facilitated by HR available on website

4. How Trust, Empowerment & Accountability shape culture
… BUILDS
… ENABLES
Communications
Accountability
… DRIVES
Empowerment

5. What is trust?
Being vulnerable … sharing lessons learned so all can improve
Constructively challenging and having conflict … yielding the best ideas and outcomes.
Commitment … having buy-in to plans and decisions
Accountability … delivering what we say upon high standards of performance
Attention to team results … focusing on the greater need of the team vs. the individual

6. Why trust is critical Employees in high-trust organizations …
are more productive
have more energy at work
collaborate better with their colleagues
stay with their employers longer
are happier with their lives
Trust fuels stronger performance
A lack of trust is a threat to organizational growth and an organization’s ability to meet its goals.

7. Maintaining trust to build healthy teams
Routinely build and maintain trust
Provide regular, transparent communications
Connect your team to the broader targets and vision
Build empathy by getting to know one another
Assume positive intent
Discuss mistakes, lessons learned
Engage in problem solving & constructively challenge/build on one another’s ideas
Share greatest contributions & areas of improvement

8. Q&A

9. Reflective questions on trust in teams
As a team, are we passionate and unguarded in our discussion of issues?
Do team members call out one another's deficiencies or unproductive behaviors?
Do I know what my peers are working on and how they contribute to the collective good of the team?
Do team members quickly and genuinely apologize to one another when they say or do something inappropriate or possibly damaging to the team?
Do team members willingly make sacrifices (such as budget, turf, head count, …) in their departments or areas of expertise for the good of the team?
Do team members openly admit their weaknesses and mistakes?
During team meetings, are the most important - and difficult - issues put on the table to be resolved?
Do we, as team members, know about one another's personal lives and are comfortable discussing them?
Do team members end discussions with clear and specific resolutions and calls to action?
Do team members challenge one another about their plans and approaches?
Source “Five Dysfunctions of a Team” assessment by Patrick M. Lencioni

10. Conversations to better understand what’s expected of you as a leader…
Covered so far
GE’s Leadership Philosophy
Leading in a boundary-less environment, influencing without direct reporting lines
Empowerment
Accountability
Trust
Still to come
Communications as a leader
Storytelling
Developing and coaching