development_5_the trusted leader

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DISCOVERDISCOVERDISCOVERDISCOVER

develop yourselfdevelop yourselfdevelop yourselfdevelop yourself grow grow grow grow ---- up up up up

Gabriela P.

The The The The TRUSTEDTRUSTEDTRUSTEDTRUSTED LEADERLEADERLEADERLEADER

by Robert Galford Robert Galford Robert Galford Robert Galford & Anne Seibold Drapeau Anne Seibold Drapeau Anne Seibold Drapeau Anne Seibold Drapeau

in their book THE TRUSTED THE TRUSTED THE TRUSTED THE TRUSTED LEADER LEADER LEADER LEADER

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Gabriela P.

For executives who want to build trust within their organizations.

Being trustworthy and building trust in an organization are not one and the same thing.

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Gabriela P.

Robert GalfordRobert GalfordRobert GalfordRobert Galford

is a managing partner of the Center for Leading Organizations. He divides his time across teaching on Executive Education programs and working with senior executives at the world's leading firms on the leadership issues that lie at the intersection of strategy and organization.

Anne SeiboldAnne SeiboldAnne SeiboldAnne Seibold DrapeauDrapeauDrapeauDrapeau is a leading voice on the leadership requirements of support functions within organizations, and how they are best organized, structured and managed. She also has particular interest in the leadership challenges of early stage businesses and in fostering leadership in women.

THE TRUSTED LEADER THE TRUSTED LEADER THE TRUSTED LEADER THE TRUSTED LEADER book:book:book:book:

As business insiders and authors Robert Galford and Anne Seibold Drapeau show, trust inside a company provides focus, fuels passion, fosters innovation, and helps employers to hire and retain the best employees. Trust inside, the authors argue, also builds trust outside by gaining

credibility with today's skeptical consumer.

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Gabriela P.

TrustTrustTrustTrust is a vital vital vital vital

ingredient in the ingredient in the ingredient in the ingredient in the organizationsorganizationsorganizationsorganizations since they represent a type of ongoing relationship.

Focus on Focus on Focus on Focus on building personal building personal building personal building personal and organizational and organizational and organizational and organizational

trust.trust.trust.trust. TrustTrustTrustTrust reduces reduces reduces reduces

unproductive rumorsunproductive rumorsunproductive rumorsunproductive rumorsand second guessing that distract employees from their work.

TrustTrustTrustTrust motivatesmotivatesmotivatesmotivates,

stimulates creativitystimulates creativitystimulates creativitystimulates creativity, and helps the organization to attract and retain great employees.

People’s sense of trPeople’s sense of trPeople’s sense of trPeople’s sense of trustustustustis developedis developedis developedis developed with every interaction with one another. Trust cannot be designed, it is builtis builtis builtis built with every experience.

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Gabriela P.

Galford and Drapeau identified three three three three type of trusttype of trusttype of trusttype of trust categories within the organization: STRATEGIC TRUSTSTRATEGIC TRUSTSTRATEGIC TRUSTSTRATEGIC TRUST ORGANIZATIONAL TRUSTORGANIZATIONAL TRUSTORGANIZATIONAL TRUSTORGANIZATIONAL TRUST PERSONAL TRUSTPERSONAL TRUSTPERSONAL TRUSTPERSONAL TRUST

- trust in the organizations’s mission, strategy and ability to succeed

- trust that the organization’s policies will be fairly administered and implemented

- trust that subordinates place in their manager to be fair and organizational trust

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Gabriela P.

Modeling trust :Modeling trust :Modeling trust :Modeling trust : Galford & Drapeau

Credibility + Reliability + Intimacy TRUSTworthiness = Self-Orientation

CREDIBILITYCREDIBILITYCREDIBILITYCREDIBILITY

is earned by expertise, by the ability to obtain the required

expertise, and by being up-front about one’s limitations.

RELIABILITYRELIABILITYRELIABILITYRELIABILITY

is consistency and

dependability. Reliable leaders provide a sense of comfort to their subordinates.

INTIMACYINTIMACYINTIMACYINTIMACY

is not about revealing

personal details, but rather, making the business of the organization personal and understanding the sensitives of

others.

SELF ORIENTATIONSELF ORIENTATIONSELF ORIENTATIONSELF ORIENTATION

is the degree to which one focuses on one’s own

concerns when interacting with others. Self

orientation decreases trustworthiness. Those who are motivated by duty or achievement tend to be more self-oriented than those motivated by meaning or who gain pleasure from the work

itself.

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develop yourselfdevelop yourselfdevelop yourselfdevelop yourself grow grow grow grow ---- u u u upppp

Gabriela P.

ENEMIES

of of of of trust : trust : trust : trust :

Galford and Drapeau identified 22 enemies of trust, each of which can be classified in one of the following categories(3):

1. INADEQUATE COMMUNICATION1. INADEQUATE COMMUNICATION1. INADEQUATE COMMUNICATION1. INADEQUATE COMMUNICATION 2. MISBEHAVIOR2. MISBEHAVIOR2. MISBEHAVIOR2. MISBEHAVIOR

3. UNREMADIED SITUATIONS3. UNREMADIED SITUATIONS3. UNREMADIED SITUATIONS3. UNREMADIED SITUATIONS

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Gabriela P.

Building PERSONAL TRUSTPERSONAL TRUSTPERSONAL TRUSTPERSONAL TRUST , a five stages process :

ENGAGING

finding common ground and

relating to other people

# appreciating the key

challenges that employees face in their jobs

LISTENING

build trust by showing that one cares enough to invest the time to

listen # asking thoughtful

questions # getting

clarification when necessary

# giving one’s complete attention to the conversation

FRAMING

making shure that one

understands the core of what the other person is conveying, and letting him or her

know it

ENVISIONING

looking to the future and identifying an optimistic and achievable outcome, and helping the other person to visualize the benefits of that

outcome

COMMITING

both parties agree and commit to moving toward the envisioned future

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Gabriela P.

Building ORGANIZATIONAORGANIZATIONAORGANIZATIONAORGANIZATIONAL TRUST TRUST TRUST TRUST :

# Trust is indeed a very important issue in business.

# Organizational trust is based on belief in the way things are done in the organization.

# Trust creates a solid foundation.

# While organizational trust requires personal trust in the organization’s leaders , on an aggregate basis, it is possible to have un untrustworthy supervisor and still

believe in the organization.

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Gabriela P.

Galford and Drapeau identified five variables on which organizatonal trust depends :

ASPIRATIONS

Because provide the incentive for people in the organization to want to trust to each other. Aspiration is another term for business vision.

# Identify what keeps people working.

ABILITIES

Because are the resources and

capabilities required to fulfil the aspirations.

# Make sure your organization has the resources to execute

its stated aspirations and that your company is empowering

employees to put life into their vision.

ACTIONS

Actually getting to the task and doing what is

needed to reach the organizational goals rather than losing focus to the distractions that inevitably will

arise. # Don’t let

distractions, crises slow down your organization’s productive

ALIGNEMENT

Having consistency between aspirations, abilities, and actions.

# Be consistent.

ARTICULATION

Communicating aspirations,

abilities, actions and alignement so that everybody

in the organization knows them and is able to

articulate them.

# Communicate with your peers.

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Gabriela P.

ORGANIZATIONAL TRUSTworthinessORGANIZATIONAL TRUSTworthinessORGANIZATIONAL TRUSTworthinessORGANIZATIONAL TRUSTworthiness

( aspirations + abilities + actions ) x ( alignement + articulation )

= resistance

Building a trusting organization is likely to be met with resistance in the form of skepticism, fear, frustration, and a “we-they” mindset. Is unique because its stand alone in the denominator; thus it is crucial to minimize it. Identify the sources of resistance! It is human nature to resist what we see as different.

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Gabriela P.

# keep your commitments and promises

# share yourself honestly with open

communications

# listen

# keep confidences

# be accessible

# show respect

# be fair and consistent

# cooperate and look for ways to help

# avoid excuses and blaming

# be accountable

CONCLUSION Just follow these simple steps and you will reap good things from others:

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Gabriela P.

My sources of inspiration: www.babyshopmagazine.comwww.ezinearticles.com www.thetrustedleader.com www.quickmba.com

development_5_the trusted leader

Documents

modeling trust

trust categories

organizational trust

trusted leader book

organization personal

galford drapeau credibility

authors robert galford

personal details