How to Make a Differencein Interacting with Others.

George Vukotich, Ph.D.

WHY IT’S IMPORTANTWHY IT’S IMPORTANT

• Change (Change (in many waysin many ways))• GlobalizationGlobalization• MobilityMobility• SpeedSpeed• TechnologyTechnology• Standardization (or lack of)Standardization (or lack of)• DiversityDiversity

Need others to get things done.Need others to get things done.

KEY AREASKEY AREAS

Dimensions of TrustDimensions of Trust

Barriers to Building TrustBarriers to Building Trust

Impact on the Organization’s Talent BaseImpact on the Organization’s Talent Base

Building a Culture of TrustBuilding a Culture of Trust

TRUSTTRUST

The sharing of information and feelings with The sharing of information and feelings with others with the hope that by sharing it will bring others with the hope that by sharing it will bring us closer to the person we share with, and that us closer to the person we share with, and that they may have some ideas or offer to help us in they may have some ideas or offer to help us in some way. some way.

WHERE TRUST MAKES A WHERE TRUST MAKES A DIFFERENCEDIFFERENCE

Impact on RelationshipsImpact on Relationships

Impact on ProductivityImpact on Productivity

Impact on InnovationImpact on Innovation

Impact on the Ability to ChangeImpact on the Ability to Change

And I am willing to RISK more in the relationship.

Whe

n I h

ave

CONFIDENCE

in so

meo

ne ..

.

Then I have less FEAR of

consequences…

TRUSTTRIAD

DIMENSIONS OF TRUSTDIMENSIONS OF TRUST

ENABLERS INHIBITORS

ENABLERS AND INHIBITORSENABLERS AND INHIBITORS

Organization

Individuals

Teams

MO

TIVATIO

NS INTERACTIONS

Why we want to do things…

drives what and how we act…

WHO WE IMPACTWHO WE IMPACT

which impacts our capacity to trust others.

RELATIONSHIPS

Culture of “Winner Take All”

No Collaboration

Successful Individual

Successful Organization

Collaboration, Sharing, Development

Review Strategy

Review Individual

Opportunity to Develop

Organization and Individual

Right Results

Wrong Results

Wrong Way Right Way

RIGHT RESULTS RIGHT WAYRIGHT RESULTS RIGHT WAY

Past Experiences Past Experiences

Personal Values and Beliefs Personal Values and Beliefs

Rewards SystemsRewards Systems

Filters and Biases Filters and Biases

BARRIERS TO BUILDING TRUSTBARRIERS TO BUILDING TRUST

DEGREES OF TRUST (HELP)DEGREES OF TRUST (HELP)

Sabotage

Incr

easi

ng

Deg

rees

of

Des

ire

to H

elp

Yo

u

Increasing Degrees of Commitment to You

Avoidance

Hand-off

Direction

Guidance

Assistance

Mentoring

Do it All

DAMAGED REPUTATIONS

MISPERCEPTIONS

MISSED OPPORTUNITY

Lead

to…

Lead to…

Lead to…

BARRIER BUILDERSBARRIER BUILDERS

GETTING A PIECE OF THE PIEGETTING A PIECE OF THE PIE

real

WHO’S THE HERO?

HERO’S HERO’S

OVERT COVERT

CONFLICT BETWEEN INDIVIDUALSCONFLICT BETWEEN INDIVIDUALS

FIXING SYMPTOMS FIXING SYMPTOMS OR SOLVING PROBLEMSOR SOLVING PROBLEMS

Things happen – what makes a difference is how we Things happen – what makes a difference is how we react to what happens.react to what happens.

AvoidanceAvoidance

Ready, Fire, AimReady, Fire, Aim

Blaming others Blaming others

BENEFITS OF POOR COMMUNICATION • Minimizes the impact of poor planning• Cuts down on questions• Easier to deny what you said later on• Way to gain/maintain power• Helps you preserve mystique and hide insecurities• Minimizes opposition and criticism

COMMUNICATIONCOMMUNICATION

- Ground rules

- Common language, structure, process

- Common point of reference

- Openness to asking / sharing / clarifying

EFFECTIVE COMMUNICATIONEFFECTIVE COMMUNICATION

AWARENESS

UNDERSTANDING

COMMITMENT

ACTION

LEVELS OF COMMUNICATIONLEVELS OF COMMUNICATION

HIGH EMPOWERMENT

•Group Decides

•Get Recommendations from the Group

•Gather Information from the Group

•Sell the group on your decision

•Tell the group what to do

LOW EMPOWERMENT

DECISION MAKINGDECISION MAKING

Familiarity

Comfo

rt Safety3 Sides ofthe Status Quo

THE STATUS QUOTHE STATUS QUO

Recruiting / SelectionRecruiting / Selection

Career Development Career Development

Performance Management Performance Management

Turnover: Turnover: Forced vs. VoluntaryForced vs. Voluntary Push / Pull FactorsPush / Pull Factors

IMPACT ON AN ORGANIZATION’S IMPACT ON AN ORGANIZATION’S TALENT BASETALENT BASE

LOW need for control

HIGH need for control

LOWlevel of

knowledge

HIGH level of

knowledge

DIMENSIONS OF MANAGEMENTDIMENSIONS OF MANAGEMENT

DEPENDENT

CONTROLLINGMICRO

MANAGER

REFERENTEXPERT

FEARFEAR

Personal Fear (self doubt)Personal Fear (self doubt)Fear of Others (what they can do to us)Fear of Others (what they can do to us)Fear of the Organization (larger fear)Fear of the Organization (larger fear)

Recognize where it comes fromRecognize where it comes fromAlternatives / ContingenciesAlternatives / ContingenciesAlliancesAlliances

Accepting risk collectively.

Being

open

and

hon

est.

Validating others.

WHATBUILDSTRUST

HOW TO BUILD TRUSTHOW TO BUILD TRUST

3 KeySolution

TechniquesEngag

e…Peo

pleInvite…

Dialog

Support…the Outcome

HOW TO MAKE A DIFFERENCEHOW TO MAKE A DIFFERENCE

THINGS TO THINK ABOUTTHINGS TO THINK ABOUT

What can be done to accelerate trust What can be done to accelerate trust building?building?

If trust is damaged how can it be repaired?If trust is damaged how can it be repaired?

Does the level of trust have an impact on Does the level of trust have an impact on the overall success of individuals and the overall success of individuals and organizations?organizations?

WHAT CAN YOU DOWHAT CAN YOU DO

Keysto

SuccessKnow Y

ours

elf Know Others

Work Within Your Collective Strengths

How to Make a Differencein Interacting with Others.

George Vukotich

B R E A K I N GB R E A K I N G C H A I N S C H A I N S

C U L T U R E C U L T U R E

THE

OF

George Vukotich, Ph.D.

BUILDING TRUST IN INDIVIDUALS, TEAMS, AND ORGANIZATIONS