Agile camp2016 trust

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The document discusses building trust within teams. It notes that high-performing teams depend on mutual respect and trust between members. There are four key elements to building trust: honesty, openness, consistency, and respect. A lack of trust can negatively impact communication, delegation, empowerment, productivity, and results. Research shows that high-trust companies outperform low-trust companies by nearly 300% due to a "hidden tax" on interactions when trust is low. The document suggests identifying "anti-patterns" that undermine trust and countering them with "boost patterns" to create a trusting environment within teams and organizations.

FIRST UP
What do you expect from your team?
What do you expect from each other?
Do we meet these expectations within our
group(s)/one another?

Steve Denning: Ultimately the evolution of how self-organizing
teams evolve into high-performance teams depends on mutual
respect and trust of the members of the team.

 Considered as faith in others’ behavior and goodwill that can
grow or vanish due to interaction and experiences.
 Lack of trust may negatively impact communication,
delegation, empowerment, productivity and results.
 4 elements needed in building trust:
1. Honesty
2. Openness
3. Consistency
4. Respect

Based on this research and the emerging climate, companies
are now starting to quantify how leadership affects company
performance – Focusing on TRUST
 A recent Watson Wyatt study showed that high trust companies
outperform low trust companies by nearly 300%!
 Only 51% of employees have trust and confidence in senior
management.
 When trust is low, in a company or in a relationship, it places a
hidden "tax" on every transaction: every communication, every
interaction, every strategy, every decision is taxed, bringing speed
down and sending costs up.
Ben Lichtenwalner – How the Best Leaders Build Trust
Stephen M. R. Covey – Now is the Time for Servant Leadership

 What is an anti-pattern?
 A common response to a recurring problem that is usually
ineffective and risks being highly counterproductive - defined by
Andrew Koening
 Check out the cards on the table
 What cards stand out for you and/or your team(s)?

 Counteracting the anti-patterns
 Check out the cards on the table
 What cards would counteract your anti-patterns?

 Knowing your anti-patterns and your boost patterns you can
know create a trust grid to keep visible
 I as a _________
 You as a ______
 We as a ________
 What are our
values??

 Expectations
 Cost of low Trust
 Trust Anti-Patterns and Trust Boost Patterns
 Tools

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GrowthSource Coaching | Business Coaching & Advisory Service

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The document discusses the core skills needed to be a trusted advisor: the ability to earn trust, give advice, and build relationships. It explains that trusted advisors value maintaining relationships over short-term gains. Building trust is a multi-stage process involving engaging with clients, listening to understand their needs, framing issues collaboratively, envisioning solutions together, and committing to agreed upon actions. Trusted advisors focus on understanding clients' perspectives and priorities rather than just providing rational solutions.

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The document discusses the topic of trust. It begins by defining trust as a confident belief in someone or something. It then asks several questions about trust, such as whether it is tangible, measurable, learnable, etc. and answers yes to most. The document outlines different levels of trust from very low to high and describes behaviors and environments associated with each level. It discusses myths about trust and barriers to trust. It provides a framework for building trust through behaviors like talking straight, demonstrating respect, creating transparency, and more. Finally, it discusses regaining trust after it has been lost.

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This document discusses Carol Dweck's research on mindsets. It provides information about fixed and growth mindsets. People with a fixed mindset believe their abilities cannot change, while those with a growth mindset believe their abilities can develop through effort. The document includes questions to determine which mindset a person has and provides strategies for shifting to a growth mindset such as embracing challenges and viewing effort and mistakes positively.

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The document discusses the importance of building trust in brands. It provides 10 commandments for building trust, which include speaking to customers in a language they understand, apologizing when mistakes are made, being transparent about shortcomings while committing to improve, taking bold actions, communicating in a human tone, focusing on customers' needs over the brand, avoiding vague nouns, taking passionate stances, focusing on the majority of customers, and maintaining consistency in branding. The overall message is that trust is critical for brands in today's marketplace where judgement and perception happen instantly, and a lack of trust can damage or destroy brand relationships.

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This document discusses how to build and sustain trust. It defines trust as choosing to risk making something you value subject to another person's actions. Distrust is when you choose not to make yourself open to another's actions due to a perceived lack of safety. The key competencies for building trust are sincerity, reliability, competence, and care. Sincerity involves honesty and alignment between words and actions. Reliability means keeping commitments and promises. Competence is having the ability and skills to do one's job. Care is having others' best interests in mind as well as shared interests like team success. Building trust requires demonstrating these competencies consistently over time.

Building Trust

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Trust matters sc

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The document summarizes a seminar on trust for a WSU Superintendent Certification program. It defines trust and discusses how leaders can measure, maintain, and build trust within an organization. Potential trust barriers like inconsistent messages and rumors are outlined. Steps for rebuilding lost trust include determining the scope of the issue and owning up to mistakes. The seminar also addressed maintaining trust through transparency and living in a non-trusting way initially to establish trust over time. Attendees were prompted to discuss trust issues they have faced and how trust can be restored.

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This document discusses how to build and sustain trust in relationships. It explains that trust involves choosing to make yourself vulnerable to another person's actions. Trust is based on sincerity, reliability, competence, and care. The document provides tips for demonstrating each of these qualities to develop trust, such as being transparent, keeping commitments, acknowledging limitations, and prioritizing others' interests. It also discusses how distrust emerges and provides strategies for rebuilding trust when it has broken down.

steps for building trust in organization

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There are five ways for leaders to build trust in their teams: establish integrity, communicate vision and values, consider all employees as equal partners, focus on shared rather than personal goals, and maintain consistency. Trust is lost by acting inconsistently, seeking personal gain, withholding information, lying, and being closed-minded. Building trust requires integrity, communication, respect for all employees, teamwork, and consistency.

Trust Presentation

WSU Cougars

This document discusses the importance of trust in schools and how principals can cultivate trust among staff. It identifies the five facets of trust as benevolence, reliability, competence, honesty, and openness. Research shows that high levels of trust are correlated with improved student outcomes. Principals who scored highly on character assessments were studied as "extreme cases" of trust. Common beliefs among these effective principals included focusing on relationships, communication, vision, and staff development. The document provides strategies for principals to increase trust and collaboration through intentional focus on the five facets of trust.

The five behaviors of a cohesive team

AzvantageLLC

Building trust 0925 chamber pres

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This document discusses how to build trust in organizations. It argues that trust is based on five key factors: believability, authenticity, sincerity, integrity and competence (B=ASIC). It also notes that trust grows through accountability, managing risk, empathy, credibility, and open conflict resolution leading to clarity and accountability for results. Building trust requires walking the talk by aligning words and actions.

Sample profile-five-behaviors-of-cohesive-team-ilovepdf-compressed

AzvantageLLC

Here are some suggestions for how your team can start building trust: - Set ground rules for meetings that encourage sharing, such as confidentiality, respect for diverse opinions, and no finger-pointing or blaming. Reinforce these rules during meetings. - Before meetings, have people write down their ideas or concerns, and have them share with a small group or partner before presenting to the whole group. - Ask people to share successes and failures on individual projects. Recognize that these can be learning experiences for others. - Find activities that force people to share information. For example, have people finish each other's sentences in a fun way. - Ask people to share something

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Building Trust in Teams A Leader’s Role 13Building Trust .docx

jasoninnes20

Building Trust in Teams: A Leader’s Role 13 Building Trust in Teams: A Leader’s Role © 2013 IUP. All Rights Reserved. Revathi Turaga* Building trust in teams is one of the key aspects of learning takeaway that every team building workshop delivers, be it indoor or outdoor, or outbound. The attitude and ability to trust one another in a team is considered one of the most critical elements that help team members bond with each other and work together seamlessly towards their common goals. As leaders of teams, every individual constantly looks for this trait in their teams. However, just a few practice activities like trust fall, obstacle path, etc. in a workshop or the knowledge that trust is essential may not be enough for a team to have and work with that trait. Apart from these intermittent activities, leaders also need to consistently do their bit, day in and day out, to ensure that trust gets built and stays in their teams. This paper introduces the concept of trust in individuals and teams, describes the various steps that leaders need to take, and the techniques that they can apply at different stages of their teams to develop and maintain trust within them. * International Trainer and Leadership Coach, 14-324, Doyens Township, Opp. ALIND, Serilingampally, Hyderabad 500019, Andhra Pradesh, India. E-mail: [email protected] The leaders who work most effectively, it seems to me, never say ‘I’. And that’s not because they have trained themselves not to say ‘I’. They don’t think ‘I’. They think ‘we’; they think ‘team’. They understand their job to be to make the team function. They accept responsibility and don’t sidestep it, but ‘we’ gets the credit… This is what creates trust, what enables you to get the task done. – Peter Drucker Trust in Teams As Harold Macmillan said, “A man who trusts nobody is apt to be the kind of man nobody trusts.” Trust is the foundation of every successful relationship, be it personal or professional. In organizations today where teams have to work together, it is imperative that employees trust one another. In a social context, trust usually is referenced when one individual or party is willing to rely on the words or actions of the other individual or party and though not sure of the outcome of the actions, is willing to leave control to the other party knowing well enough that the possible risks involve failure of the task or harm to self if things do not go as trusted (Figure 1). The IUP Journal of Soft Skills, Vol. VII, No. 2, 201314 In fact, the Merriam-Webster dictionary defines trust as the assured reliance on the character, ability, strength or truth of someone or something, i.e., the confidence that is placed in someone. Trust : The Foundation of Relationships Trust is mainly attributed to relationships between people and amongst social groups. It is said that when an individual trusts another, s/he tends to expose certain vulnerabilities to the other person believing that they will not take ...

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Agile camp2016 trust

1. July 12 2016

2. FIRST UP What do you expect from your team? What do you expect from each other? Do we meet these expectations within our group(s)/one another?

3. Steve Denning: Ultimately the evolution of how self-organizing teams evolve into high-performance teams depends on mutual respect and trust of the members of the team.

4.  Considered as faith in others’ behavior and goodwill that can grow or vanish due to interaction and experiences.  Lack of trust may negatively impact communication, delegation, empowerment, productivity and results.  4 elements needed in building trust: 1. Honesty 2. Openness 3. Consistency 4. Respect

5. Based on this research and the emerging climate, companies are now starting to quantify how leadership affects company performance – Focusing on TRUST  A recent Watson Wyatt study showed that high trust companies outperform low trust companies by nearly 300%!  Only 51% of employees have trust and confidence in senior management.  When trust is low, in a company or in a relationship, it places a hidden "tax" on every transaction: every communication, every interaction, every strategy, every decision is taxed, bringing speed down and sending costs up. Ben Lichtenwalner – How the Best Leaders Build Trust Stephen M. R. Covey – Now is the Time for Servant Leadership

6.  What is an anti-pattern?  A common response to a recurring problem that is usually ineffective and risks being highly counterproductive - defined by Andrew Koening  Check out the cards on the table  What cards stand out for you and/or your team(s)?

7.  Counteracting the anti-patterns  Check out the cards on the table  What cards would counteract your anti-patterns?

8.  Knowing your anti-patterns and your boost patterns you can know create a trust grid to keep visible  I as a _________  You as a ______  We as a ________  What are our values??

10.  Expectations  Cost of low Trust  Trust Anti-Patterns and Trust Boost Patterns  Tools

Editor's Notes

Round table discussion Belief that what comes out is rooted in Trust Hope to hear: honest, open, respectful, work hard, productive, care, ownership, accountable, committed
Without one of the 4 elements, trust can fray or even break
Dive deeper around tax – checking work, multiple gates, 5 people have to make a decision but can’t align calendars, need to be invited because don’t trust the information coming back, etc.
3 minute timebox
7 minute exercise
Clarity. A Team experiences trust when they see transparency and mistrust when things are ambiguous. How shall we build and support the clarity, openness and transparency? How can we avoid the uncertainty and vagueness? Connection. It is natural for people to follow others and build relationships. How can we connect and engage with each other? How can we improve our relationships and reduce conflicts? Compassion. Team members need to care about each other. Are we ready to show concerns? Are we ready to be compassionate? Value. People want to trust those who support their values. How can we align them? Competency. We have confidence in those who stay fresh, innovative and competent. How do we grow our competency? Commitment. We trust only those who demonstrate a commitment to action. How do we take responsibility and fulfill it? Contribution. People are motivated and engaged when they deliver results. People trust results. Is anything getting done? How do our rules and policies promote getting things done? How do our organization’s culture reward results? Consistency. We like to see the things done consistently. Is our trust and confidence rising or falling each Sprint? The most important part. What else is important for us?

Agile camp2016 trust

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Editor's Notes