Master Class Tulip of Trust January 2013
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This is the slide deck from Master Class on the four components of high trust in leadership: credibility, affinity, presence, and competence.
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Master Class Tulip of Trust January 2013
- 1. © Copyright 2013 Arceil Leadership Ltd. All rights reserved. unauthorized reproduction or presentation is strictly prohibited
- 2. The Tulip of Trust Credibility • Affinity • Presence • Competence
- 4. Think back to one person in your professional life whom you trusted, and to another person whom you didn’t trust so much. © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 5. What did the difference come down to? Can you put your finger on it? © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 6. Everyone knows that trust is important, but compromises to trust are common. Why? © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 7. Can you point to any threats, either looming in the future or actual in the present or recent past, to the trust in your organization? © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 8. What are the consequences of a cavalier attitude and a casual tolerance toward threats to trust? In financial or other terms, what do you think it costs? © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 9. When communication fails, what’s the real problem? © Copyright 2013 Arceil Leadership Ltd. All rights reserved. Speaking loudly enough to be heard over the din? Or speaking credibly enough to be believed?
- 10. Why can't you see What you're doing to me When you don't believe a word I say? We can't go on together With suspicious minds And we can't build our dreams With suspicious minds. “Suspicious Minds” Lyrics by Mark James
- 11. “Be careful. She trusts you.” U.S. consul to Lieutenant Pinkerton Madame Butterfly Giacomo Puccini
- 12. Whither Trust? Humpty Dumpty sat on a wall, Humpty Dumpty had a great fall. All the king's horses and all the king's men Couldn't put Humpty together again. Iona and Peter Opie The Oxford Dictionary of Nursery Rhymes (Oxford University Press, 1951)
- 13. Among employees with Among employees with strong trust in management weak trust in management 58 % 4% . . . say they are completely happy with their job Maritz Research
- 14. Among employees with Among employees with strong trust in management weak trust in management 63 % 7% . . . would be happy to spend the remainder of their career with their present company Maritz Research
- 15. Among employees with Among employees with strong trust in management weak trust in management 51 % 6% . . . would invest their own money in their present company if they could Maritz Research
- 16. Among employees with Among employees with strong trust in management weak trust in management 50 % 3% . . . look forward to coming to work each day Maritz Research
- 17. Only 11% of employees say they ‘strongly agree’ that their managers show consistency between their words and actions. Maritz Research
- 18. Only 38% of corporate employees worldwide say their managers communicate openly and honestly. Towers Perrin
- 19. Eroding Sense of Trust 80% 70% 60% 50% 50% 44% 39% 37% 40% 36% 32% 30% 20% 1984 1987 1991 1998 2006 2010 Percentage of Americans saying that most people can be trusted most of the time Source: National Opinion Research Center, University of Chicago
- 20. Walter Cronkite “The Most Trusted Man in America”
- 21. If I have lost Cronkite, I have lost Middle America. President Lyndon B. Johnson
- 22. Lou’s Big Three 1. Can I trust you? 2. Are you committed? 3. Do you care about me? Lou Holtz © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 24. © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 25. Credibility Honesty Candor Sincerity Clarity Consistency © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 26. Credibility “He tells it like it is.” © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 27. Affinity Alliance Conviction Mutuality Similarity Concern © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 28. Affinity “He wants what we want.” © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 29. Presence Visibility Familiarity Accessibility Empathy Dialogue © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 30. Presence “He’s someone you can talk to.” © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 31. Competence Ability Expertise Judgment Experience Wisdom © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 32. Competence ”If anyone can do it, he can.” © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 33. Competence Credibility Presence Affinity © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 34. Competence Credibility respect belief Presence Affinity connection alliance © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 35. Competence Credibility Presence Affinity Trust in Leadership © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 36. Credibility © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 37. Broken Credibility Everything But Sufficient Credibility Yields Doubt © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 38. Affinity © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 39. Broken Affinity Everything But Sufficient Affinity Yields Opposition © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 40. Presence © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 41. Broken Presence Everything But Sufficient Presence Yields Apathy © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 42. Competence © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 43. Broken Competence Everything But Sufficient Competence Yields Skepticism © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 44. The Tulip of Trust Credibility Affinity Presence Competence © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 45. The Tulip of Trust Credibility Affinity Presence Competence © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 46. What Credibility Involves • Valuing candor • Safe harbor for truth • Courage to speak up • Clarity of expression • Realism, consistency • Appreciation of dialogue • Congruent behaviors © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 48. What are some common barriers to more credibility as leverage for deeper trust?
- 49. Barriers to Credibility for Trust in Leadership • Fear of hurting feelings • Spin, happy talk • “Shooting the messenger” • Hoarding information • Lack of modeling • Hidden agendas • Disingenuous values © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 50. The Tulip of Trust Credibility Affinity Presence Competence © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 51. What Affinity Involves • Culture of common values • Agreed-upon goals • Mutuality of benefit • Plus-market compensation • Caring and concern • Removal of fear • Shared interests, needs, concerns © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 53. What are some common barriers to more affinity as leverage for deeper trust?
- 54. Barriers to Affinity for Trust in Leadership • “Rolling Thunder” • Imbalanced scorecards • Golden parachutes • Arbitrary decision making • Unpaid or reduced bonuses • Cut-throat culture © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 55. The Tulip of Trust Credibility Affinity Presence Competence © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 56. What Presence Involves • Physical access • Approachability, affability • Praise for successes • Listening affirmatively • Sharing information • Openness to questions • MBWA © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 58. What are some common barriers to more presence as leverage for deeper trust?
- 59. Barriers to Presence for Trust in Leadership • Global reporting relationships • Spike in spans of control • Day-to-day time pressures • Non-essential meetings • Reliance on email • Remote working • Severe introversion • Tradition of MBLMA* * Management By Locking Myself Away © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 60. The Tulip of Trust Credibility Affinity Presence Competence © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 61. What Competency Involves • Track record of success • Sound judgment • Keen perception • Global experience • Dedication to cause • Relevant skills • Sheer hard work © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 63. What are some common barriers to more competency as leverage for deeper trust?
- 64. Barriers to Competency for Trust in Leadership • Favoritism • Unethical choices or demands • Non-strategic decisions • Small thinking • Bias for the status quo • Blaming others • Illegal conduct • Rash, unsafe directives © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 65. Quicksand of Leadership 1. Lies, deception 9. Free-wheeling creativity 2. Insincerity, fast talk 10. Exaggeration, wishful thinking 3. Spin, damage control 11. Blame game 4. Cagey, calculated rhetoric 12. Lack of self-discipline 5. Superficiality 13. Deprecating other people 6. Sweet talk or scare talk 14. Neglect of detail and nuance 7. Stonewalling or sandbagging 15. Bluff and bluster 8. Ethical compromises 16. Selfishness, arrogance © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 67. Questions on Trust • How much do you implicitly trust politicians? lawyers? consultants? • How much do you implicitly trust people culturally different from you? • How much do you implicitly trust people with power over you? • How much do you think other people implicitly trust you? © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 68. Building Affirmation • What can you do to enable more people to trust you more? • What makes this so difficult? • What gets in the way? How much of this is simple appreciation? • How can you surmount those difficulties? © Copyright 2013 Arceil Leadership Ltd. All rights reserved.
- 69. Take a moment to reflect. Record your thoughts.
- 70. Now take a few moments to discuss your thoughts with others at your table.
- 71. Inter Folia Fructus What Are Some Low Hanging Fruit?
Notes de l'éditeur
- On returning from a bicycle ride Sunday afternoon, I caught the last few innings of the Chicago Cubs game—they actually won, believe it or not—and then flipped the channel to our local PBS station. I always enjoy the Great Performances series, and this was to be no exception. It was the Metropolitan Opera’s performance of Puccini’s poignant tragedy, Madama Butterfly.The curtain was just rising. For the next two and a half hours I was transfixed. The entire three-act production was masterful. I have enjoyed opera for years, and Butterfly is a favorite of every opera buff. Newcomers to the opera always seem to like it, too. The final scene is passionate and heartbreaking. If you see it, you’ll be humming Puccini’s music for days afterward.Beyond the drama and the music, a moral truth embedded in Butterfly flew off the screen at me. It is just this: We often underestimate the degree to which others trust us.It is a paradox of leadership that the leader, not the follower, is often the more cynical. That fact, coupled with the leader’s blindness to his own cynicism, makes it deceptively easy for the leader to carelessly betray the trust of the follower.The betrayal, often beginning with only the slightest of difficulty, sows the seeds of further, larger betrayals of trust. Together, these betrayals unintentionally but inevitably cost the leaders the loyalty of their would-be followers. In short, the potential for leadership often falls on its own sword. It is a sad truth that leaders can have themselves to blame for the disengagement of employees.Butterfly is set in Nagasaki, Japan, in the late Nineteenth Century. Its themes, as in so much of opera, are love, devotion, and betrayal. The narrative, in brief, involves an American naval lieutenant by the name of Pinkerton who has lustful eyes for a 15-year-old geisha by the name of Cio-Cio-San, whose nickname is Butterfly.Pinkerton, over the objections of the U.S. consul, a gentleman named Sharpless, betroths and marries Butterfly and settles into a modern home. Expecting a life of mutual devotion, Butterfly renounces her religious faith at the cost of all her family ties. On their wedding night, Pinkerton and Butterfly consummate their marriage.Soon, Pinkerton is recalled to the United States. He promises to return “when the robins nest.” Three years pass before he reappears. During that time, Butterfly has given birth to a blue-eyed boy, obviously the lieutenant’s son. Butterfly waits patiently, never doubting her husband’s promise. Day after day, she looks out on the harbor for an American ship, sure to bring Lieutenant Pinkerton.Eventually, the American officer does return—but with his new American wife. Butterfly’s heart and soul collapse in agonizing recognition that her devotion was misplaced. Knowing that her son can never live a life of dignity in Japan, she commits suicide and leaves her son to be adopted and raised in the United States.The salient lesson on leadership comes in the first act, when Sharpless (in this production performed by baritone Dwayne Croft) warns Pinkerton (tenor Marcello Giordani) not to enter into a commitment lightly with Butterfly (the exquisite soprano Patricia Racette). Sharpless sings: “Be careful. She trusts you.”What marvelous words: “Be careful. She trusts you.”Every leader should come to work every morning with those words in mind. He should remember that trust is fragile, that it is always a function of perception, that it is inherently subjective, and that it is always in the hands of another person.All day long, every day, the leader should strive to be increasing the level of trust in the organization. To do that, a leader should begin from a position of trust. Be the first to trust, and trust the most. Trust in spite of mistrust and distrust. Trust anyway. Lead through trust.Anything less is a slippery slope to denial, deception, and disappointment. Even little and sporadic deceit will cost you the organizational integrity and cohesion that you need. That, in turn, will cost you the engagement of your people. Without their engagement, you cannot serve your customers and you cannot grow.Trust is the real social capital of any organization. Without it, people cannot work together. No one wants to come to work for untrustworthy managers. No one wants to buy from an untrustworthy company. No one wants to invest in an untrustworthy enterprise. For all these reasons, trust is your most important asset. Prize it. Protect it. So be the first to trust. Be eager to trust. Trust most. Leave cynicism to the losers. There will always be enough of them, and they will never understand.
- What constitutes lying? So-called fish stories from vacation? Golf scores omitting the penalty strokes? Your height and weight on a drivers license? Fabricated excuses for being late? Omission on a resume? False claim? Exaggerated donations on a tax return? Canceling a social engagement because you’re tired?