The+Speed+of+Trust

= The Speed of ﻿ Trust: The One Thing that Changes Everything =

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· Trust always affects two outcomes-speed and cost. When trust is low, speed goes down and cost goes up. When trust is high, speed goes up and cost goes down ======

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3. Organizational trust (inside the organization): the key principle is alignment (creating structures, systems, and symbols of organizational trust) ======

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· Integrity includes honesty (telling the truth and leaving the right impression), congruence (walking your talk), humility, and the courage to do what is right ======

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· Agenda grows out of motive. It’s what you intend to do or promote because of your motive. The agenda that generally inspires the greatest trust is seeking mutual benefit (you want others to win) ======

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· Behavior is the manifestation of motive and agenda. The behavior that best creates credibility and inspires trust is acting in the best interest of others ======

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2. Declare your intent-this “signals your behavior”-it lets people know what to look for so that they can recognize, understand, and acknowledge it when they see it ======

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· One way to accelerate the rate of learning, both individually and organizationally, is to learn with the intent to teach others what you learn (you learn most when you teach) ======

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1. Run with your strengths (and with your purpose)-identify your strengths and then focus on engaging, developing, and leveraging what’s distinctly yours ======

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2. Expect to win-we tend to get what we expect, both from ourselves and from others. When we expect more, we tend to get more; when we expect less, we tend to get less ======

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· The first five behaviors flow initially from character, the second five from competence, and the last three from an almost equal mix of character and competence ======

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· Generally, the quickest way to decrease trust is to violate a behavior of character, while the quickest way to increase trust is to demonstrate a behavior of competence ======

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· Think about specific things you can do to show others you care about them. Call people. Write thank you notes. Give acknowledgement. Send e-mails of concern. Try to do something each day to put a smile on someone’s face ======

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· Establish a track record of results. Get the right things done. Make things happen. Don’t overpromise and underdeliver. Don’t make excuses for not delivering ======

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· In seeking to get better, there are two strategies that are particularly helpful in maximizing your effort: seek feedback, and learn from mistakes (really all experiences) ======

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· Continuously improve. Increase your capabilities. Be a constant learner. Develop feedback systems-both formal and informal. Act on the feedback you receive. ======

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<span style="font-family: Arial,Helvetica,sans-serif;">· Confronting reality is about taking the tough issues head on. It’s about sharing the bad news as well as the good, naming the “elephant in the room,” addressing the “sacred cows,” and discussing the “undiscussables.” ======

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<span style="font-family: Arial,Helvetica,sans-serif;">· Hold yourself accountable. Hold others accountable. Take responsibility for results. Be clear on how you’ll communicate how you’re doing-and how others are doing ======

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<span style="font-family: Arial,Helvetica,sans-serif;">· Listen before you speak. Understand. Diagnose. Listen with your ears-and your eyes and heart. Don’t assume you know what matters most to others. Don’t presume you have all the answers-or all the questions ======

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<span style="font-family: Arial,Helvetica,sans-serif;">· Demonstrate a propensity to trust. Extend trust abundantly to those who have earned your trust. Extend conditionally to those who are earning your trust. ======

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<span style="font-family: Arial,Helvetica,sans-serif;">· The main principle of establishing organizational trust is alignment-ensuring that all structures and systems within the organization are in harmony with the cores and the behaviors ======

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<span style="font-family: Arial,Helvetica,sans-serif;">· To increase organizational capabilities, take steps to ensure that structures and systems in your organization are designed to attract and retain the talent you need to be competitive ======

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<span style="font-family: Arial,Helvetica,sans-serif;">· To improve organizational results, help people create a shared vision concerning desired results through a system that includes cascading goals and getting everyone on the same page (can also use a balanced scorecard). In addition, you can create a culture in which people have the opportunity to account for results-not activities-on a regular basis ======

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<span style="font-family: Arial,Helvetica,sans-serif;">· In doing the analysis, ask “What is the opportunity?” “What is the risk involved?” and “What is the credibility (character/competence) of the people involved?” ======

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<span style="font-family: Arial,Helvetica,sans-serif;">· Generally speaking, a loss of trust created by a violation of character (integrity or intent) is far more difficult to restore than a loss of trust created by a violation of competence (capabilities or results) ======

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<span style="font-family: Arial,Helvetica,sans-serif;">1. Don’t be too quick to judge. Give others the benefit of the doubt. Don’t automatically assume that a failure of competence is a failure of character (many mistakes are not intentional). ======

<span style="font-family: Arial,Helvetica,sans-serif;">2. Do be quick to forgive-whether or not we choose to trust in the future, we always need to forgive
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