Speaker: Leila Entezam Learn how to create a fearless, thriving organization that fosters a culture of innovation

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BUILD TRUST - FOSTER INNOVATION
Learn how to create a fearless, thriving organization that fosters
a culture of innovation
Presented by: Leila Entezam, LMFT, MBA

7. Journey
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• Intro
• Brain Basics
• Biases
• “Corporate Caring”+
• Bridging the Gap
• Tools
• Questions

8. Quick Intro
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“Feel stuff to do stuff..”
“Maximize impact”

9. Overview
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“Personal
Reality”
“Corporate
Reality”
What’s happening here?

10. Starts with the brain…
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• Emotion before logic – emotions drive action
• 1/3 Brain – visual processing – what you SEE matters/influences you
– news source, social media, etc.
• Priming (and tied to “1/3 brain visual…”)
• Brain remembers stories
• References/History/Triggers – Personal Associations – ex: cow head
• Culture, gender, ethnicity..it all matters
• Most processing is subconscious

11. Biases
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• Confirmation Bias - We all favor ideas that confirm our existing beliefs and what we think we
know. Likewise, when we conduct research, we all suffer from trying to find sources that justify
what we believe about the subject. (“See, I’m right!”)
• Fundamental Attribution Error - we look for contextual excuses for our failures, but generally
blame other people or their characteristics for their failures. also we make judgments based
only on the information we have available at hand. (“Bad driver, woman, bad driver because
she’s a woman.”)
• In-Group Bias - we have a tendency to be kinder to ourselves when making judgments about
our successes and failures. This extends to those we hold near and dear, those who we
perceive as similar and those who we consider part of our ‘group’. Simply, In-Group Bias refers
to the unfair favoring of someone from one’s own group. (“Us vs. Them”)
https://www.psychologytoday.com/us/blog/thoughts-thinking/201809/12-common-biases-affect-how-we-make-everyday-decisions

12. Corporate Promise
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Business Roundtable (association of CEOs) recently announced the
release of a new Statement on the Purpose of a Corporation signed
by 181 CEOs who commit to lead their companies for the benefit of
all stakeholders – customers, employees, suppliers, communities and
shareholders.
Part of the commitment included, “Investing in our employees. This
starts with compensating them fairly and providing important
benefits. It also includes supporting them through training and
education that help develop new skills for a rapidly changing world.
We foster diversity and inclusion, dignity and respect.”
YES!

13. Meanwhile…
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“A Harvard Business Review survey reveals
58% of people say they trust strangers more
than their own boss.”
https://www.forbes.com/sites/davidsturt/2018/03/08/10-shocking-workplace-stats-you-need-to-know/#4884c155f3af

14. And…
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“Global studies reveal that 79% of people
who quit their jobs cite ‘lack of appreciation’
as their reason for leaving.”
https://www.forbes.com/sites/davidsturt/2018/03/08/10-shocking-workplace-stats-you-need-to-know/#4884c155f3af

15. And…
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“The Conference Board reports that 53% of
Americans are currently unhappy at work.”
https://www.forbes.com/sites/davidsturt/2018/03/08/10-shocking-workplace-stats-you-need-to-know/#4884c155f3af

16. Sooo…
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WTH??

17. Overview
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“Personal
Reality”
Brain & Biases
“Corporate
Reality”
Promises &
WTH
What’s happening here?

18. Consequence?
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• Innovation
• Creativity
• Trust
• Agility
• And so on..

19. Consequence?
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Does this sound familiar?
(I’m sure its not you!)

20. Bridging the Gap
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Psychological Safety
• Harvard Professor Amy Edmondson
• Team climate characterized by interpersonal trust and mutual
respect in which people are comfortable being themselves
• Allows for risk-taking, speaking up, creativity, trust, and not fearing
repercussions
https://hbr.org/2017/08/high-performing-teams-need-psychological-safety-heres-how-to-create-it

21. Google
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• Major study done by Google in 2012
• 180 teams across the company
• Key component of building high performance teams
• What really mattered…how the team worked together.
• Fostered by an environment of “psychological safety.”
https://www.nytimes.com/2016/02/28/magazine/what-google-learned-from-its-quest-to-build-the-perfect-team.html

22. What About You?
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What does this mean to you?
What do you think?
(benefits?, challenges?, etc.)

23. How?
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• Create “Common Language”
• Embrace PS as an organizational culture (top down)
• Implement tools for PS

24. How? - Individual
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• Ownership & Emotional Intelligence
• Don’t Take Things Personally & “Google Searching”
• Get Uncomfortable
• Be Respectfully Curious

25. How? - Team
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• Listen First
• Foster Trust
• Celebrate Diversity
• Healthy Conflict

26. How? – Organization & Leadership
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• Create Consistency
• Commitment to Purpose & Values
• Appreciation
• Growth

27. Questions
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Questions?

28. How can I help?
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• Deep Dive Executive Leadership Coaching
• Workshops (Culture, Communication, etc.)
• Board Retreats
• Psychological Safety
• Team Coaching
• Public Speaking
Subscribe at www.lezam.it

29. See you soon!
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Thank you!