# Presentation: 655503

## Speed of Trust®  

- © 2004-2006 CoveyLink

**Covey****Link**

*influencing influencers**TM*

***Speed *****of Trust****®  **

**Jeff Van Houten**

**And Your Organization**

**Notes:**

Show while participants arrive 

## Introductions

**Jeff Van Houten**
**DAD, Pacific West Area**

**Notes:**
TRUST FALL
For those that don’t know me, JvH.....
Hopefully didn’t eat too much for lunch.... This might be a little dangerous after a big meal.  
Build on lessons of the morning: Continue focus on trust.  
Where’s Willis? 
Has everyone heard of a trustfall?
 Paint the picture.
Where to stand  / how to stand
Reiterate what this is demonstrating – extending trust (this may not be smart trust) on Willis part; competency on my part.  If I drop him it would not be good for trust.  
So there’s a lot riding on this.  
Ask Willis how is he doing?
Ok, now fall backward.  
How did it feel?  

So we’re all going to practice how this feels and it helps to first imagine a trust fall.  So if everyone could stand and find a partner.  It might be a little tight so make sure you have enough room.   You’ll want to figure out who is going to fall and who is going to catch.  Remember how to stand, facing the same direction one in front of the other about 14 inches apart.  Now you want to keep your back straight. OK, now don’t get a head of me.  Ok, is everyone ready.....  What are you feeling right now?    
Off balance?  Natural instinct is break your fall.  Apprehensive?  Scared?  Insecure?  
If you’re like me – a skeptical person... withhold trust...  I don’t want to be burned / dropped.  

Trust doesn’t come natural (anymore); trust takes practice.    

## Morning Recap

**“****The ability to establish, grow, extend, and restore trust is the key leadership competency of the new economy”**
**Stephen M. R. Covey**** **

**Notes:**
Delighted to have the opportunity to talk with you.  

Shared learning opportunity.  
All part of AFM – extention of AFM LEADERSHIP at the Locations
Work of the agency gets done in  the field.  
Value of Meetings like this – dialog.  ACROSS, UP and DOWN.  We need to hear from you.  You are closer to the action. 
We will be doing a number of exercises today that seek your constructive participation and input.    

I’m going to revisit and earlier slide.  A quote from Steven Covey.  Steven Covey says trust changes everything.  What does he mean?  
Scandals:  finance / mortgage; church and religious institutions; public scandals.  Enron, worldcom, Mattel,  Certainly there are plenty of examples today of institutions that have abused the public’s trust..  

There are indicators that society is increasingly skeptical and mistrustful in general and of large 

Real issue for us.... Next slide.  

## Morning Recap

**“****In 2004 the share of Americans saying they trusted government fell to 47 percent, and this month a CBS News-New York Times poll put it at a rock-bottom 28 percent.” **
**Sebastian Mallaby, Washington Post, 30 Oct 2006**

**Notes:**
For us in the fed govt the data is particularly grim.  Therefore, I would argue that although certainly the private sector has its challenges in restoring public confidence and that building high trust organizations will have a competitive advantage, restoring public trust in federal institutions will become the single most important public policy challenge in the next generation.  

Do you feel trusted?  
Do you trust others? 
Do our policy and procedures reflect that trust?

These are the questions I want us to consider today.  

## Speed of Trust and Your Organization

**Working at ARS is like .....**
**Identify a functional quality of ARS.**
**Identify an emotion or feeling that best describes your experience of ARS.**
**Translate the functional quality and feeling into a car or a kitchen appliance that best describes your experience of ARS.  **

**Notes:**
Exercise 1:  Are you ready to get to work? Identify facilitators. 
First we’re going to hear from the audience.  
In order to get your creative juices flowing we’re going to play a game that I’ll call “Working at ARS is like.....”  
You have my permission to use creative license.  
Examples of functional quality:  fast, slow, easy, hard, reliable, welcoming, hardworking, innovative.  
Examples of feelings:  fun scary, challenging, supportive, friendly, stressful, etc.  

Example #1:  Toyota corolla;  easy to use, and easy to fix and reliable as an old friend. 
Example #2:  “My experience of ARS is like a 1970s VW minibus; it looks like it’s going backward when it’s supposed to be going forward and it always leaves you stranded by the side of the road – but I love it anyway.” 

As tables report, JvH should try to interpret with support from the table and group.  May want to try to interpret into tangible feedback.  

After reports:  Synopsize... ‘so ARS is not like a Toyata Corolla – comfortable, reliable and easy to fix.’
Might be good time to talk about what is great about ARS and that we have a disconnect maybe between the mission and execution.....

## Competence

***Competence***

**The 4 Cores of Credibility**

***Character***

**1.  Integrity**

**2.  Intent**

**4.  Results**

**3.  Capabilities**

- © 2004-2006 CoveyLink

**Notes:**
Recall in the morning........ Remember the tree example.  I think it’s a really wonderful metaphor:  The roots of a tree represent character, integrity and intent.  The Branches, leaves and fruit represent the capabilities, results and overall competence.  But for someone who thinks linearly and analytically, I wanted an image that linked all the lessons of the morning.  

Anchor
Sustainance
Nurture / nutrition 

Healthy roots are essential yielding good fruit.  

Maybe a bad seed, not enough water..... Too figurative for me.

## Morning Recap

**Talk Straight**
**Demonstrate Respect**
**Create Transparency**
**Right Wrongs**
**Show Loyalty**

-          **Integrity****	****       Intent****	****      Capabilities ****	****            Results**

**6. Deliver Results**
**7. Get Better**
**8. Confront Reality**
**9. Clarify Expectations**
**10. Practice Accountability**** **

**11. Listen First**
**12. Keep Commitments**
**13. Extend Trust**

**Character****	****	****Competence**

**Credibility**

***Effective Leadership!***

**Notes:**
So here is my engineer’s visual graphic of that tree.  Start from bottom up....  

Imbalance if any of the three support pillars are missing.  

Inspiring effective leadership is based on having a track record of sustained credibility. Sustained credibility is based on the foundations of character and competence.  The inspiring message here is that high trust leadership can be developed through focused attention and development of skills and behaviors.  

Key additional point:  Notice I started from the bottom up.  This This model is clearly based not on ‘talking about credibility’ it is about doing.  If I know anytying about AOs it is that you guys are doers.  So did you realize you’ve been building your leadership credentials for some time now?  Credibility and trust ability are built on KNOWING and DOING!   So for folks that think they can manage and lead without experience knowing and doing.... I got news for them. 

Mahatma Gandhi & Martin Luther King.  Doctor’s without borders; RLs.   

## High Trust Culture

**Talk Straight**
**Demonstrate Respect**
**Create Transparency**
**Right Wrongs**
**Show Loyalty**

**ORGANIZATION VALUES**
**Integrity****	****       Intent****	****         Capabilities         Results**

**6. Deliver Results**
**7. Get Better**
**8. Confront Reality**
**9. Clarify Expectations**
**10. Practice Accountability**** **

**11. Listen First**
**12. Keep Commitments**
**13. Extend Trust**

**ORGANIZATION CULTURE**
**Character ****	****	****Competence**

**Organization Credibility**

**Notes:**

Differentiate:  This is what happens when you move from the ‘I’ trust model to the ‘we’ trust model.  

Look familiar?  The building block diagram for building personal credibility looks very similar the building block diagram for building organizational credibility.  

So here’s how it works:  It’s pretty simple.  Organizations are made up of individuals.  Whereas a single individual might not be able to effect organizational credibility, many individuals, using high trust behaviors, delivery results with integrity and intent will profoundly impact organizational values, culture and credibility.  As the book points out, you can accelerate organizational change by getting people in key positions to embrace high trust behaviors.  

## Trust Dividends

**Trust Dividends:**
**High credibility**
**Superior performance**
**High employee morale **
**High Trust Organizations are BETTER!**

**Notes:**
So if should be no surprise that if individuals practice high trust behaviors, and key leadership positions practice high trust that it wouldn’t have a profound effect on the organization?  Covey asserts it certainly does and he states it emphatically.  High trust organizations are better......  He calls the benefits – high trust dividends.  

Always the skeptic,  I had to do a bit of research myself.  

How many of you have heard of the Fortune magazines annual list of best places to work?  

## Trust Dividends

**2007 Best Places to Work in America:  **
**Google**
**Genentech**
**Wegmens Food Market**
**The Container Store**
**Whole Foods**** **
**Source:  Fortune Magazine – 100 Best companies to work for in America**

**Notes:**
How do they determine these things?  How do companies get on this list?  Best places to work institute.  

High-performing organizations don’t just occur by chance. Creating a high-performing organization requires a relentless focus on strong leadership and ensuring a great work environment. When employees are enthusiastic about where they work and engaged in what they do, obstacles seem smaller, difficult problems give way more easily to innovative solutions, and outcomes tend to regularly exceed expectations. 

Deeper in the analysis section, you will learn that the federal government still lags the private sector in many areas of workplace satisfaction, but federal employees “like the work they do” more than their private sector counterparts. 

Concept of meaningful work:  work is personally meaningful and important.  

Govt best places:  62% trust index; 56% participation.  

## Trust Dividends

**Companies are selected for the Best Companies lists primarily on the basis of:**
**Their employees' responses to the **_**[Trust Index](http://www.greatplacetowork.com/best/trust-index.php)**__**©, a proprietary employee survey developed by the Great Place to Work® Institute. **_
**Their management’s responses to the **_**[Culture Audit](http://www.greatplacetowork.com/best/culture-audit.php)**__**©, a two part management questionnaire, also developed by the Great Place to Work® Institute.**_

**Notes:**
Best Places to Work in America:  

Employee’s “Trust Index” correlates directly to job satisfaction and Best Places ranking.  

Fully 90% of employees at these organizations think they are great places to work and that they are given appropriate responsibility and authority. 

“Employees trust the people they work for, have pride in what they do, and enjoy the people they work with”

“Managers in these organizations create mutual trust with employees based on credibility, respect and fairness and have established the conditions for high levels of pride and camaraderie...”

These places have created trust cultures in their organizations.  

Trust is synonymous with high employee moral.  

## Trust Dividends

**2007 Best Places to Work in America:  **
**Trust**
**Credibility**
**Respect**
**Fairness**
**Camaraderie**
**Pride**** **
**Source:  Fortune Magazine – 100 Best companies to work for in America**

**Notes:**
These are the words used to describe the ‘best places’ 

But how does ‘trust’ translate into bottom line performance?  

Deeper in the analysis section, you will learn that the federal government still lags the private sector in many areas of workplace satisfaction, but federal employees “like the work they do” more than their private sector counterparts. 

Concept of meaningful work:  work is personally meaningful and important.  

Govt best places:  62% trust index; 56% participation.  

## Trust Dividends

**Source:Russell Investment Group © Great Place to Work® Institute, Inc.**
**Fortune "100 Best" vs. Stock Market 1998-2006**

**Notes:**
Is this a surprise:  high trust leads to happy employees; happy empl lead to higher profitability and return to shareholders.  

Also:  Total Return to Shareholders for organizations with high trust is almost 3x higher than organizations with low trust.

	Watson Wyatt study, 2002

If you want to invest money, find an organization that has a high trust culture.  Doesn’t it make sense then that we want ot invest in high trust public institutions?  

## Trust Dividends

**Sustained results:**
**Sustained growth & profitability.**
**Sustained Product quality, reliability and price.**
**Corporate citizenship in the community.**
**“****Best place to work” culture**

**Notes:**
Define:  
Corp America is realizing that trust is a strategic competitive advantage.  

These are the organizations that you want to invest in over the long haul.  

Doesn’t it make sense that Am Public wants to invest in high-trust public institutions?  

But think about it for a second, isn’t there an opportunity with your staff, RL, Area Office to yeild a trust dividend?  

## Trust Dividends

**What are some **_**Trust Dividends**_** that your Location would benefit from?**
**Improved responsiveness / Timeliness**
**Improved employee morale**
**Improved work quality / reduced errors**
**Better Communications**

**Notes:**

Where is there an opportunity to jump start trust at your Location?  

## Trust Dividends

**Who has the greatest influence on your Location’s credibility?  **

**Notes:**
Who has greatest influence on your Location’s Cred?  You do!  Goes without saying.  Using the block diagram, where do you think your organization needs to improve?  It is in the integrity / intent or competence and results?  

## Trust Dividends

## Trust Dividends

**Exercise #2:**
**Identify Location issue or improvement opportunity**
**Identify related behaviors using diagram **
**Identify person who has greatest influence on this issue / opportunity**
**Practice behaviors with that person**
**Schedule call with buddy to discuss**

**Notes:**
Refer to sheets on table.  
Grab a work sheet at your table.  
Find a buddy at your table or an adjacent table.  
Here’s what we’re going to do:  Think about your Location 
Who has greatest influence on your Location’s Cred?  You do!  Goes without saying.  Using the block diagram, where do you think your organization needs to improve?  It is in the integrity / intent or competence and results?  

## Trust Dividends

**BREAK!!!**

## Trust Dividends

**High Trust Organizations are:**
**Better places to work**
**Better at delivering results**
**Better at responding quickly to new challenges**
**Better corporate citizens**

**Notes:**
So we’ve established and the data supports that high trust orgs are better.............. So we’ve established this link between Trust behaviors, org values, org culture, credibility  and the links between credibility = employee satisfaction = financial performance.    

These are the organizations that you want to invest in over the long haul, live next to in your community, buy their products and to work for.  

Trust essential in new economy – be more competitive, certainly.  BUT public Trust in fed institutions is no less essential. 

Need to recognize high trust and low trust behaviors....       

## Trust Characteristics 

| Intense Micromgmt | CYA Behaviors | Employee Satisfaction is mixed | Focus on work & results | High Collaboration & Partnering |
| --- | --- | --- | --- | --- |
| Redundant Hierarchy | Beauracratic Systems & Processes | Some Systems & Structures misaligned | Helpful systems & structures | Fully Aligned systems & structures |
| Punishing Systems & structures | Hidden Agendas | Focus on Maintaining Status Quo | Strong creativity & innovation | Positive, transparent relationships |
| Angry Confrontations | Guarded Communications | Slow Approvals | Healthy workplace | Inspiring work done together with purpose |
| Abusive, Unprofessional Behaviors | Dissatisfied Employees | Interactions are polite but cautious | Mutual tolerance and acceptance | Positive energy & people |
| Militant Stakeholders | Real Issues Not Openly Discussed | Unnecessary hierarchy | Focus on leveraging strengths | Loyalty, innovation & confidence |

**  ****No Trust****	****Low Trust****	****Moderate Trust****	****High Trust           Extraordinary ****	****	****	****	****	****	****	****	****   Trust**

**Notes:**
Not always intended.  Orgs don’t intend to implement CYA behaviors. “Let’s implement ‘hidden agendas’.  I want to be an ‘Intense micromanager’.

High tax on the left / High dividend on the right.  We all need to recognize and collectively be moving our organizations in the same direction.  

A lot of this happens over time without anyone paying attention.  Being aware of how destructive these behaviors are is the first step.  
KEY POINT:  Intentionality is Important.

## Low Trust Organizational Taxes

**Excessive layers of management**
**Bureaucratic / overly complex policies, procedures and processes**
**Wasted time and energy: hidden agendas, backbiting, gossip, CYA, rivalries, etc.**
**Reduced employee engagement: “quit & stay”**
**Excessive employee turnover**
**Destructive time: undermining, sabotage, fraud**

**Notes:**
Low trust organizations produce really expensive products.  And over time they simply can’t compete.  

Over time can’t compete – either go out of business or more commonly change out the leadership.  

Gov maybe more subtle but no less damaging.
	-loosing best people
	-decision gridlock
	-quit and stay.  (retiring on the job). 

## The Trust Tax

**Trust**

- =

**Speed**

**Cost**

**Notes:**
NEED FOR SPEED.  Whether we like it or not, TIME IS MONEY.

(5 OPERATING PRINCIPLES:  KEEP IT SIMPLE; KEEP IT TRANSPARANT; CLOSE THE LOOP; DO IT RIGHT THE FIRST TIME; TIME IS MONEY).

## The Trust Dividend

**Trust**

- =

**Speed**

**Cost**

**Notes:**
Trust accelerates improvement.  

Fed budget – lean:  straight talk.  We face some very lean years.  

ARS processes linkage.  Agreements process takes six months. 

## High Trust Organizational Dividends

**Reduced Time & Cost to Deliver Service **
**Improved Service Quality**
**Stronger Teams**
**Improved Collaboration**
**Better Execution**
**Better Employee Morale & Job Satisfaction**

**Notes:**

DADs and AFM, does this list look familiar?  As I took a step back, I realized this is what we talk about at every AC.  This is what we talk about with our Area Directors, Certainly this is what I talk about with Area Staff and with AO in the PWA.  

So if practicing high trust behaviors and building a high trust culture will address many of the goals we set for ourselves, isn’t it important to be talking about it?  

Possibly reflect again on opps related to process, policies and procedures.  

## Who do you Trust?

**What organizations do you trust and why to you trust them? **
**Reliable, quality products**
**Organization integrity, principles, and values**
**Organization history, tradition and track record**
**Customer service **

**Notes:**
There are many different reasons why you might trust an organization.  Because of reliable products, for examples.......

## Trusted Brands?

**Notes:**
Here are some obvious examples of products that we see and interact with everyday.  These probably represent the broad range – quality, effectiveness, reliability, innovativeness.  

What makes you stay with a product?  More importantly, what makes you drop a product?  

If a your bank lost your money would you stay with it?  If Clorox ruined your clothes instead of get them white, you’d drop it pretty quickly?  

So it’s important to point out that trust can be undermined pretty quickly.   

## Trusted Brands?

|  |
| --- |

**Notes:**
We’re all part of AFM in this room.  (except ADs)   We are all overhead.  IRC

What’s our product?    (Business Services)  

Put yourself in our customers shoes – in this case I’m referring to the science side of the house – RLs, CDs, ADs, - What to they think of our products?  Reliable, timely, high quality, defect free, good value?  

If out customers had a choice, would they choose us?  Or would they go to some other service provider?  
Do we know the cost of our products?  
Do we always seek opportunity to reduce cost and improve the quality of our products?  

(side point:  don’t seek integration for the sake of integration).  

Let me just say from experience, Clorox and Apple know the cost of every gallon of bleach and every Ipod... And I assure you they are not resting on their laurels.  

Are we proud of the products we deliver?  Are we listening to our customers? (Do we trust them / do they trust us).    

## Trust Obstacles

**What gets in the way of you extending trust?**
**Existing org culture & history**** ****	****We’ve always done it this way.**
**Existing org structure ****	****That’s not my responsibility **
**Systems & constructs**
**	**** ****Calls for greater accountability**

## Trust Obstacles

**Calls for increased accountability lead to: **
**	****“****Too much checking and not ****	**
**	****enough doing”**
**	**
**	****“****Hardening of the auditors”**
**	****Actions that “achieve the appearance ****	****of trustworthiness... through the ****	****institutionalization of distrust”  **
**The Crisis of Trust in Govt: Rhetoric or Reality, Speaking notes for Professor Paul G. Thomas**

**Notes:**
Does this describe some of our processes?  

## Trust Obstacles

**How do you deal with these challenges?  **
**	****Reconcile need for accountability, high ****	****trust AND efficiency**
**	****Communicate – talk about trust as an ****	****important organizational value**
**	****Grass roots - Start small, start within****	****your own organizations**

## Building Trust 

**Exercise #3A:  **
**Identify an Agency improvement or trust opportunity**
**Identify THREE related behaviors (using block diagram) that the Agency should practice.  **
**Identify each behavior by writing it clearly on 14”x16” post it pads at your table.  (One behavior per sheet and include the behavior number).  **
**Stick your three behaviors on the wall above their corresponding number.  **

**Notes:**
Very similar to exercise #2.  Each table’s going to do this.  

Given the obstacles that we’ve just talked about, identify and .  

Grab a work sheet at your table.  
Find a buddy at your table or an adjacent table.  
Here’s what we’re going to do:  Think about your Location 
Who has greatest influence on your Location’s Cred?  You do!  Goes without saying.  Using the block diagram, where do you think your organization needs to improve?  It is in the integrity / intent or competence and results?  

Responsiveness / Timeliness – to HQ, Area and RL requests
Expertise / Knowledge – Ability to answer questions and address situations in a timely manner.  In other words you know your business.
Quality / Low error rate on services
Communication Open & Professional
Reliability / Consistency – Trust that you will be there day 

Fundamentally about knowing your job and getting things done.  And doing it in a professional, respectful way.  

## Building Trust 

**Exercise #3B:  **
**Based on the three behaviors that received the most votes, each table selects one behavior, and identifies one recommended agency-wide activity using that behavior and contribute to an Agency Trust dividend. **
**Facilitators will record the tables recommendation and report back to the room.  **

**Notes:**
Last exercise.

May discuss or not if time allows.  If time, may want to just ask there are audience comments or questions.  

## Become a Trust Advocate

**“****Trust becomes a performance multiplier only when the leader is prepared to go first.”**
**Craig Weatherup, former CEO, PepsiCo**

**Notes:**
Encourage participants to become trust advocates in their organizations and in all of their interactions.

## Close

- © 2004, 2005 CoveyLink

- Recap
- Reminders
- Closing comments

**Notes:**
Close of the day:
Overview / recap 
Reminder – practice with trust partner at your Location and reconnect with your buddy by the end of January.  
What are we going to do to follow-up 
Joke:  Are you guys now ready to do the trustfall?   
Acknowledge work 
Significant takeaway:  -Take it personally – you have a lot of power-Leadership really matters. -Foundation of leadership is doing and as AOs you have been quietly doing and leading for years.     -Trust does change everything but it doesn’t just happen.  Trust  has to be intentional.   
“Tie a bow around the big learning”

## Close

- © 2004, 2005 CoveyLink

**Notes:**
Close of the day:
Overview / recap 
Reminder – practice with trust partner at your Location and reconnect with your buddy by the end of January.  
What are we going to do to follow-up 
Joke:  Are you guys now ready to do the trustfall?   
Acknowledge work 
Significant takeaway:  -Take it personally – you have a lot of power-Leadership really matters. -Trust doesn’t just happen.  Trust has to be intentional.   
“Tie a bow around the big learning”

## Close

- © 2004, 2005 CoveyLink

- Recap
- Reminders
- Closing comments

**Notes:**
Close of the day:
Overview / recap 
Reminder – practice with trust partner at your Location and reconnect with your buddy by the end of January.  
What are we going to do to follow-up 
Joke:  Are you guys now ready to do the trustfall?   
Acknowledge work 
Significant takeaway:  -Take it personally – you have a lot of power-Leadership really matters. -Trust doesn’t just happen.  Trust has to be intentional.   
“Tie a bow around the big learning”