This was presented at Elemica's Ignite2015 Conference in North America on October 20th, 2015.

1. Building Loyalty Into
Performance Commitment –
The Foundation of Trust
Elemica Excite 2015
19-20 October - Philadelphia
Art van Bodegraven
Managing Principal, van Bodegraven Associates
Founding Principal, Discovery Executive Services
Chief Design Officer, The DES Leadership Academy

2. Core Premises . . .
• We have entered an age of collaboration
• True collaboration is not possible without trust
• Trust must be in an organization’s DNA to last
• Building trust behavior begins within – with associates
• Lessons learned with associates translates to: peers,
customers, suppliers, C-suite

3. Decide How You Value People and Relationships
• Replaceable Parts? Commodities? Valuable Assets?
• Sustainable change – for results
• Engaging, recognizing, rewarding
• Risks & rewards

4. Tools & Techniques
• Start on Day One
• Communicate
• Involve, challenge, acknowledge
• Leverage skills; fill gaps
• Spontaneity, authenticity, visibility
• Understand what makes them tick!

5. Background
Decades-old search for differentiators
Type “A” personality
Right brain/left brain
But, the wiring is complicated

6. Brain System Functions
Neocortex
• Reason
• Language
• Thought
• Sensory
• Motor commands
Limbic system
• Memory
• “Fight or flight”
• Emotion

7. Options & Alternatives . . .
1. Myers-Briggs (Personality Style)
2. Keirsey Temperament Sorter (Personality Style)
3. DISC (Communications Style)
4. Herrmann Brain Dominance Instrument (HBDI) (Brain Physiology:
Communications, Personality, & Behavioral Impacts)
5. FIRO-B
6. Thomas-Kilmann Conflict Mode Instrument

8. Myers-Briggs
MB Type Indicator
4-letter profile:
Extroversion
Introversion
Sensing
Thinking
Judging
I Ntuitive
Feeling
Perception
(ENFP)

9. Keirsey Temperament Sorter
• Similar to, parallel with MBTI (16 discrete types)
• Focus: Observable behavior vs. feelings
• Artisan: Operator, Entertainer; Guardian: Administrator, Conservator; Idealist: Mentor,
Advocate; Rational: Coordinator, Engineer
• Abstract vs. Concrete; Cooperative vs. Pragmatic; Directive vs. Informative; Expressive
vs. Attentive
• Other versions sometimes simplified to a 4-box type suite

10. DISC
• Business-oriented; broadly
applicable
• Many versions;
evolutionary development
• Also DiSC (same thing)
• Dominance, Inducement,
Submission, Compliance

11. DiSC Categories
• Achiever
• Agent
• Appraiser
• Counselor
• Creative
• Developer
• Inspirational
• Investigator
• Objective Thinker
• Perfectionist
• Persuader
• Practitioner
• Promoter
• Result-Oriented
• Specialist

12. HBDI Whole Brain Solutions
• Individual aspects
• Team makeup
• Multi-dimensional evaluation
• Adjustment for stress
Creativity;
Integration;
Vision
Alignment;
Communications;
People
Results;
Accountability;
Bottom Line
Process;
Timelines;
Details
A
B C
D

13. Further Breakdown
• A=Neocortex; Intellectual; Logical, Quantitative, Analytical, Technical, Factual;
Rational
• B=Limbic; Instinctive; Sequential, Controlled, Detailed, Organized, Conservative;
Practical
• C=limbic; Instinctive; Emotional, Musical, Humanistic/Spiritual, Expressive,
Sensory; Relational
• D=Neocortex; Intellectual; metaphoric, Integrative, Visual, Synthesizing,
Conceptual; Experimental

14. Sample Profile
• A = Logical, analytic, fact-based,
quantitative
• B = Organized, sequential,
planned, detailed
• C = Interpersonal, feeling-based,
kinesthetic, emotional
• D = Holistic, intuitive, integrating,
synthesizing
• Thinking progression impacts:
Random, sequential, parallel,
dependency-sensitive,
fragmented inclusion, far-horizon

15. Summary
• All useful - if used
• Top-tier adherents of each
• Whatever you choose must guide communications, behaviors, decision-
making based on individuals, teams, units, subordinates, leaders for optimal
outcomes and how you are perceived, evaluated, respected, and followed.

16. Don’t Forget Maslow
• Recognition means nothing to the cold & hungry
• Engagement doesn’t resonate with, say, miners
• Money doesn’t compensate for exclusion
• The worth of a career path is not evident until later
• Chump change won’t motivate the comfortable

17. Building Trust
• What is trust?
• Schools of trust
• New York
• Missouri
• California
• Measures of trust
• Sincerity
• Reliability
• Competence

18. The JoHari Window
• The larger the blind area, the more inappropriate
and irrelevant I become.
• The bigger the known boxes, the more you trust
me.
• Trust: Increasing open area, reducing hidden
area
• Effectiveness: Reducing blind area, increasing
open area
• Group Processes by Joseph Luft & Harry Ingram
Hand in hand: Understanding/Awareness, Trust, Collaboration

19. Tips & Techniques
• You earn trust by taking first steps, with positive expectations.
• Reveal a human side, a small failing; vulnerability confers
disproportionate power. Or demonstrate confidence by sharing
information.
• Always begin with relationship elements before plunging into immediate
business.
• Be authentic; stay true to your innermost values and behaviors.
• Put the other’s long term success ahead of your short term interest.
• Test yourself in moments of truth.
• Value and leverage the contributions of those who are “different”.
Welcome to the New World of Business!

20. Risk/Reward –
Getting It Wrong vs. Getting It Right
Risk
• Turnover/churn
• Quality degradation
• Throughput collapse
• Cost/time to replace
• Impaired organizational DNA
• Lost business/narrowing margins
• Not enough time to recover
• Downward spiral
Reward
• Stability
• Continuity
• Cost management
• Asset leverage
• Reliability
• Base for continuous improvement
• Positive face of the organization
• Preferred status: employer, supplier, customer

21. The Hopeful Platitude
• A flower grows where it is planted

22. The Grim Reality
• The leader inherits a garden

23. Good To Great?
• Where you are to better can look like great
HT/HR HT/LR
LT/HR LT/LR

24. How Much Can They Move?
HT/HR
Superstar
HT/LR
Savant
LT/HR
Slacker
LT/LR
Sluggard

25. Where Are We/They?
HT/HR
Superstar
HT/LR
Savant
LT/HR
Slacker
LT/LR
Sluggard

26. Naming Names . . .
• Blitzkrieg supply chain transformation; largest municipally-owned public
utility
• DNA elements: utilities, civil service, bargaining unit
• Visibility: PUC, straw corporation, city council, Mayor, competitors, social
action groups
• Inertia of rest: 175 year-old corporation, multiple generations of families
employed from top to bottom, no boat-rocking culture

27. Dramatis Personae
• Marvin (Sluggard): a year from retirement, seen it all, can’t handle more change, wants to ride
his Harley into the sunset
• Paulette (Savant): Angry, bitter, throws things, screams, knows where the bodies are buried,
holds all others in contempt
• Warren (Slacker): Likeable, even lovable, clueless, dispirited
• Pierre (Savant): Aggressive, narcissistic, talented, lightning learner
• Mary Jane (Sluggard): Failed at every task, fought with every colleague, played every card in
evading discipline
• Buster (Slacker): Know-it-all, disengaged, barely competent, absent-in-place
. . . Universally despised and dismissed within the company

28. Outcomes • Marvin: Exempted from new processes, elevated to coach for newer players & knowledge resource, celebrated retirement
in a year, not a Superstar, but more than a Savant and more than a Slacker
• Paulette: Enlisted as behind-the-scenes advisor, re-balanced workloads, assigned to critical relationships, still a Savant,
but more pleasant and productive
• Warren: Coached on new role, developed action plan, educated in missing pieces, became a focused Superstar, leading a
best-in-class diversity initiative
• Pierre: Teamed with brilliant Slacker to learn people/political/persuasion skills, coached in humility & authenticity, became
an all-around Superstar (and was stolen by another corporation)
• Mary Jane: Dual diagnosis disclosed serious medical and psychological problems, released into disability and rehabilitative
programs
• Buster: Counseled an early retirement package that permitted full-time residence on St.Maarten
. . . Highly regarded asset to the organization, with attention and appreciation from the CEO and COO

29. The Bedrock Foundation
• An age of:
• Trust
• Communications
• Collaboration
• Get your house – and your people in order first
• Teach the basics
• Transfer to customers, suppliers, peers

30. In Summary - People
• Take stock
• Recognize needs: role, training, attitude, experience
• Get real about possibilities
• Match roles with skills, talents, anticipated growth
• Develop practical individualized action plans; track; follow-up; adjust
• Excise the cancers
• Teach value and context of corporate role – what doing the job really means
• Communicate developments
• Build internal operations bridges
• Educate C-level about strengths, accomplishments
Walk the walk; do the right thing;
positive change; develop winners;
smile when you look in the mirror!

31. Transferring - Partners
• Take stock – upstream & downstream
• Joint problem-solving teams
• Collaborative risk management
• Share credit – and benefits
• Baby steps, bigger strides, leaps
• Become preferred customer, preferred supplier
• Joint solution/product/service development
• With supply sources
• With customers for downstream markets
• Communicate: C-level, internal, external
Walk the walk; do the right thing;
positive change; develop winners;
smile when you look in the mirror!