1. Leading at the Speed of Trust®
For the
Pacific Northwest Association of Independent Schools
2008 Fall Heads Conference
Presented by Denis W. Stoddard Ph.D.
Tuesday October 28, 2008
Insert your name (and organization if necessary)
Show while participants arrive
Introduce yourself and explain that you’d like to play a game before we get started on the workshop
CoveyLink
influencing influencers™
© CoveyLink

2. New Book
Ask participants to open their participant workbook to the front cover and write their name.
Review rest of Participant kit materials.
Reference the book cover on page 2 - Stephen M.R. Covey is writing a book called The Speed of Trust – it will be published in the fall of 2006.
Explain highlighters – purpose is to note those things that are most important for you to LIVE and TEACH to increase trust in your important relationships.

3. The One Thing That Changes Everything
The ability to establish, grow, extend, and restore trust with all stakeholders – customers, suppliers, investors, and co- workers – is the key leadership competency of the new global economy.
This is job 1 – the value proposition of this workshop.

4. = The Trust Tax Trust Speed Cost
Trust affects two variables – speed and cost. Speed is how long it takes to get the right things done in organizations and relationships. Cost is measured in financial, energy, and other resource terms.
Decreased trust slows things down and increases costs.

5. = The Trust Dividend Trust Speed Cost
Increased Trust increases speed and decreases cost.

6. High Trust is a Dividend
Total Return to Shareholders for organizations with high trust is almost _% higher than organizations with low trust
Watson Wyatt study, 2002
Read together.

7. Distrust Kills
“Above all, success in business [organizations] requires two things: a winning competitive strategy and superb organizational execution. Distrust is the enemy of both.”
Robert Shaw, Trust in the Balance
Read together
Have participants fill out the two blanks on Page 18 individually.

8. __ x __ = R Getting Results _______ ________ = Results X
(This slide builds)
Organizational success is often simplified to this formula – develop a winning strategy and execute it well.

9. (S x E) = R The Impact of Trust (Strategy x Execution) = Results
(This slide builds)
At CoveyLink, we think there’s a hidden variable in the organizational formula – Trust. We call it the hidden variable because people don’t usually try to create distrust deliberately – it emerges because of neglect and lack of attention. When people don’t focus on trust, this hidden variable can tax all of their effort and results.
Have participants complete steps 3&4 for their organization and team. Depending on the size and complexity of your organization you may want to define for them what level they should consider for each of them, i.e. the entire organization or a sub-unit as the organization.
You’ll be coming back to the third calculation on Page 20.

10. The Promise
The purpose of this seminar is to explore how you, as a leader, can get results in a way that inspires trust.

11. TRUST ____ ________ ______ Making the Shift Paradigm Shift
Behavior Shift
Language Shift

12. Defining Trust 1. Trust is Confidence.
The opposite of trust is Suspicion.
2. Trust includes both Character & Competence.
“Confidence can be used interchangeably with trust. Trust begins with Self Trust - or Self Confidence - and extends all of the way through Societal Trust or Confidence.”
“The opposite of trust is Suspicion. When police officers investigate or arrest someone, they’re known as a ‘suspect’. Being suspicious creates doubt - which erodes trust.”
“As Stephen mentioned in the video, trust also includes Character AND Competence - both essential to operating at the Speed of Trust.”

13. The 4 Cores of Credibility
4. ________
Competence
3. ___________
2. ________
(this slide builds)
Ask participants what the purposes of the roots of a tree are.
Ask them what the purposes of the part of the tree above the ground are.
Explain that we use this metaphor to illustrate the credibility of people.
Just as the tree requires nourishment and stability from its root system, so do people derive strength and growth from the two Character Cores – Integrity and Intent (show these two on the screen – participants can write them in their workbooks.)
Like a tree, the Competence Cores of Capabilities and Results earn credibility with others as we use our capacities to produce results (show these two on the screen).
Character
1.__________
© CoveyLink

14. Integrity Accelerators
Make and keep Commitments to yourself
2. Stand for something
Be Open
Integrity consists of
Congruence – how well we understand and live our values and beliefs
Humility – recognizing our place in relationship with principles
Courage – standing up for and speaking out for what we believe, for what we know is right

15. Intent Accelerators Consider your Motives Open your Agenda
Choose Abundance
Intent has multiple aspects.
It’s our motivation – why we do what we do.
It’s our agenda – what we’re seeking to accomplish, what we’re committed to
We need to understand our own Intent.
We need to communicate it to others so clearly that we can’t be misunderstood.

16. Capabilities Acclerators
Run with your STrengths (and with your purpose)
Keep yourself Relevant
Know where you're Going

17. Increasing Results
Take Responsibility for Results (not just activities)
Expect to Win
Finish strong
Results consist of:
Our past performance – our “track record” or reputation
Our current performance
Our future expected performance
When we focus on delivering results that we’ve committed to, it builds trust

18. 13 BEHAVIORS OF HIGH TRUST LEADERS
The purpose of this section is to have participants:
Deeply understand the 13 Behaviors
Validate them with their own experience
Begin to identify how they can practice them more consciously – to eventually “enhabit” them
Explain that the 13 Behaviors
Flow from the 4 Cores of Credibility
5 are founded in Character
5 are founded in Competence
3 are combined
Note that CONSISTENCY is one of the most important aspects of behavior – reliability, consistency, predictability, dependability are all variations on the theme that has trust as its melody.

19. 13 behaviors - Speed Learning Exercise
Pair up with a partner. One of you take the even numbered behaviors and one take the odd numbered behaviors.
After a brief review of your assigned behaviors (left hand column only), take turns explaining the behaviors in your own words to your partner.
Explain how each behavior builds trust.
Illustrate this behavior with an example from your everyday work life.

20. Character Behaviors Talk Straight Demonstrate Respect
Create Transparency
Right Wrongs
Show Loyalty

21. Competence Behaviors Deliver Results Get Better Confront Reality
Clarify Expectations
Practice Accountability

22. Character and Competence Behaviors
Listen First
Keep Commitments
Extend Trust

23. SOLVE THE SCENARIOS Pair up with a partner.
Each select a different scenario.
Each review the 13 behaviors and select 2-3 that you believe will best solve your chosen scenario.
Take turns role playing out or talking through your chosen scenario using the 2-3 behaviors you selected as a guide.

24. PNAIS SCENARIOS
You need to give performance feedback to a teacher at your school who gets defensive whenever you correct him. How can you do this in a way that will increase trust?
2. The Board and Head are struggling with a major issue of a very confidential nature and one Board member seems to be leaking information to other parents who are not on the Board. What do you do?

25. PNAIS SCENARIOS
One of your faculty members has not kept a commitment to a parent and now the parent has contacted you. How will you respond – to both the parent and your faculty member?
It’s the third time this month you have been late to a weekly coordination meeting with your staff. What language of trust can you use?

26. PNAIS SCENARIOS
5. The Board Chair has arrived early for a Board meeting to tell you that several Board members have expressed concern over your not sharing some very important information with them. How will you respond to the Board’s concerns?

27. Character Competence Market Trust Societal Trust Relationship Trust
Self Trust
Credibility
Self
Relationship Trust
Relationship
Behavior
Organizational Trust
Alignment
Organizational
(this slide builds)
The 5 Waves of Trust each have a corresponding principle. We will be exploring these in further depth throughout the rest of the workshop, with the particular emphasis on the first two waves.
Market Trust
Reputation
Market
Contribution
Societal
Societal Trust
© CoveyLink

28. The Smart Trust™ Matrix
We’ve just examined your Propensity to Trust. Analysis is the other dimension of Smart Trust. As you’ll see on the next page, we’ve identified 3 Vital Variables that are employed in wisely analyzing a situation.

29. Restoring Trust Approach: YOU LOST THEIR TRUST
Start with Self, Practice Accountability.
Declare Your Intent.
Listen First, Demonstrate Respect.
Right Wrongs.
Signal Your Behavior.
Behave Your Way Out of the Problem.
(This slide builds.)
This can be a large group, table, or paired discussion.

30. Applying Restoring Trust (YOU LOST THEIR TRUST)
Identify a situation where a person has lost trust in you.
Loss = Character or Competence?
Their view of your 4 Cores?
How important is it to you?
Both willing to try to restore trust?
What will you do to increase trust?
When will you meet to start?
(This slide builds.)
This can be a large group, table, or paired discussion.

31. Restoring Trust Approach: THEY LOST YOUR TRUST
Start with Self.
Demonstrate Respect.
Confront Reality and Talk Straight.
Listen First.
Clarify Expectations.
Extend Smart Trust.
(This slide builds.)
This can be a large group, table, or paired discussion.

32. Applying Restoring Trust (THEY LOST YOUR TRUST)
Identify a person you don’t trust.
Loss = Character or Competence?
Impact per 4 Cores?
How important is restoring trust?
Both willing to try to restore trust?
What do you want them to do?
How will you address this with him/her?
(This slide builds.)
This can be a large group, table, or paired discussion.

33. Language for Restoring Trust
“I lost confidence in you when _____ because _________________.”
“What will make things right is ____.”
“This is what I commit to do ______.”
“Going forward I will ____________.”
(This slide builds.)
This can be a large group, table, or paired discussion.

34. COMMITMENT
Review the 13 Behaviors and write down the commitment you will make to increase trust in your organization.
___________________________________