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Filling Up the Bucket

Filling Up the Bucket. How Leaders Build, Maintain, and Restore Trust. Trustworthy = Honesty. Trustworthy = Honesty. Trustworthy = . Being Worthy of Follower Trust. Leadership and Followership.

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Filling Up the Bucket

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  1. Filling Up the Bucket How Leaders Build, Maintain, and Restore Trust

  2. Trustworthy = Honesty

  3. Trustworthy = Honesty

  4. Trustworthy = Being Worthy of Follower Trust

  5. Leadership and Followership What do “followers” in an organizational setting have to trust about their leaders and their organization? • That you mean what you say and will “walk the talk” • That you have their best interest at heart • That you know what you’re doing • You’ll give them every chance to be successful and to grow • That their hard work will be recognized and appreciated • That they will be treated fairly and consistently • That the organization will live it’s espoused values and accomplish its mission

  6. The “Trust” Process Information Sharing More Effective Teams Enhanced Productivity Integrity Intentions Trust Ability

  7. The “Trust” Process Less Satisfied Less Committed Lower Task Performance Few OCB’s Higher Turnover Integrity Intentions Trust Ability

  8. The “Trust” Process Information Sharing More Effective Teams Enhanced Productivity Integrity Intentions Trust Ability

  9. Integrity Honesty Consistency Humility Courage “My life is an indivisible whole, and all my activities run into one another . . . My life is my message.” -Mahatma Gandhi “Whoever is careless with the truth in small matters cannot be trusted with important matters.” -Albert Einstein

  10. Integrity Do I genuinely try to be honest in all situations Do I “walk the talk” Am I clear and consistent about my most important values Do I keep my commitments Am I willing to admit when I’ve made a mistake and learn from it “Whether you’re on a sports team, in an office, or a member of a family, if you can’t trust one another there’s going to be trouble” - Joe Paterno

  11. Integrity Do I genuinely try to be honest in all situations Do I “walk the talk” Am I clear and consistent about my most important values Do I keep my commitments Am I willing to admit when I’ve made a mistake and learn from it

  12. The “Trust” Process Information Sharing More Effective Teams Enhanced Productivity Integrity Intentions Trust Ability

  13. Intentions “Having spent many years trying to define the essentials of trust, I arrived at the position that if two people say two things to each other and mean them, then there was the basis for real trust. The two things were ‘I mean you no harm’ and ‘I seek your greatest good.’” - Jim Meehan, British Psychologist and Poet • Motives • Evaluate and Purify you motives • Agenda • Publicize your Intentions • Behavior • Let Refined Intentions Guide Behavior “I feel that you have to be with your employees through all their difficulties, that you have to be interested in them personally. I want them to know that Southwest will always be there for them.” -Herb Kelleher

  14. The “Trust” Process Information Sharing More Effective Teams Enhanced Productivity Integrity Intentions Trust Ability

  15. Ability Play to your strengths Be honest about shortcomings and do something about it Trust-Ability “Leaders come in many forms, with many styles and diverse qualities. There are quite leaders and leaders one can hear in the next county. Some find strength in eloquence, some in judgment, some in courage.” - John Gardner “Leadership without mutual trust is a contradiction in terms.” - Warren Bennis

  16. Trust - Ability Share Information Forthrightly and With Transparency Treat People Like They Matter Own and Correct Mistakes Behave Loyally Don’t Avoid Unpleasant Realities Clarify Expectations Create Cultures of Accountability Be the First to Trust “We're paying the highest tribute you can pay a man. We trust him to do right. It's that simple.” - Harper Lee, Author “To Kill a Mockingbird” “The best way to find out if can trust somebody is to trust them.” - Ernest Hemingway

  17. “Enemies of Trust” Inconsistent Messages Inconsistent Standards Misplaced Benevolence Not Trusting Elephants in the Room Communication Vacuums “I'm not upset that you lied to me, I'm upset that from now on I can't believe you.” - Friedrich Nietzsche “No trust given, no trust received.” - Lao Tzu

  18. Restoring Trust Share Information forthrightly and with Transparency Treat people like they matter Own and Correct Mistakes Behave loyally Don’t avoid unpleasant realities Clarify Expectations Create Cultures of Accountability Be the First to Trust Integrity Trust Audit Intentions Ability

  19. Trust Audit Figure out what Happened Determine Depth and Breadth of “Trust Loss” Own Up to the Violation Quickly instead of ignoring or downplaying it Discover what you must do to rebuild Trust Don’t over extend “Our approach is based on the major findings of 20 years of research—that trust between managers and employees is the primary defining characteristic of the very best workplaces.” - Great Places to Work Institute

  20. Filling Up the Bucket How Leaders Build, Maintain, and Restore Trust

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