fostering trust within the workplace presenters: paul silvis, founder, restek corporation paal...
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Fostering Trust Within the WorkplaceFostering Trust Within the Workplace
Presenters:Presenters: Paul Silvis, Founder, Restek Paul Silvis, Founder, Restek CorporationCorporation Paal Gisholt, CEO, SmartPak Paal Gisholt, CEO, SmartPak
Moderator:Moderator: Diane Stoneman, Director of Consulting & Diane Stoneman, Director of Consulting & Training, Training, Winning Workplaces Winning Workplaces
© 2008 Winning Workplaces. May not be reproduced or distributedwithout expressed written permission of Winning Workplaces.
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Why trust matters in the workplaceWhy trust matters in the workplace
As a wise CEO recently said: As a wise CEO recently said: "As leaders we should not "As leaders we should not spend our time trusting our employees, we should spend our spend our time trusting our employees, we should spend our time getting our employees to trust us." time getting our employees to trust us."
Without trust, employees:Without trust, employees:- have little interest in being creative - have little interest in being creative - take less risks- take less risks- collaborate less- collaborate less
Leads to complacency, inefficiencies and missed Leads to complacency, inefficiencies and missed opportunities.opportunities.
What the research showsWhat the research shows
The Conference Board Report: “Employee Engagement, A Review of
Current Research and Its Implications” 2006 2003-05: 12 major studies on employee engagement: Gallup, Towers Perrin, Blessing White, Corporate Leadership Council
26 drivers of employee engagement 26 drivers of employee engagement
1) Nature of the job
2) Line of sight between employee and company performance
3) Career growth opportunities
4) Pride about the company
5) Co-workers/team members
6) Employee development
7) Relationship with one's manager
8 agreed upon8 agreed upon
Key driver #8: Key driver #8: Trust and IntegrityTrust and Integrity
Degree to which employee feels mgmt team:
• is concerned about employees’ well-being,
• tells the truth,
• communicates difficult messages well,
• listens to employees then follows through,
• demonstrates company’s goals/values
through personal behavior.
Today’s agendaToday’s agenda
Two leaders’ on developing cultures of Two leaders’ on developing cultures of
trusttrust
Philosophies and practices Philosophies and practices
Impact on business and workforceImpact on business and workforce
Lessons learnedLessons learned
Questions from audienceQuestions from audience
Featured LeadersFeatured Leaders
Paal GisholtPaal GisholtCEOCEOSmartPakSmartPak
Equine & small animal Equine & small animal products products Plymouth, MAPlymouth, MA
230 employees230 employees
Paul Silvis Paul Silvis Founder, Inventor, Coach Founder, Inventor, Coach RestekRestek
Designs and manufactures products for analytical laboratories Bellefonte, PA
Over 300 employee ownersOver 300 employee owners
Paul SilvisFounder, Inventor, Coach
Restek Corporation
Photo
Restek’s businessRestek’s business
Analytical Market :- Gas Chromatography Columns- HPLC Columns- Packed Columns- Instrument Accessories- Reference Standards- Air Monitoring Canisters- SPE
Technology driven division:- CVD Coating service- Passivation, Corrosion, Anticoking, UHV, Decorative
Perception is importantPerception is important
Restek started 23 years ago with a
simple future vision for success
“If employees enjoy coming to work
as much as going home, no one can beat us!”
Restek’s vision of its future will in fact determine how
its future looks!
Employees must trust in the
future!
Trust increases when….Trust increases when….
……a company does what they
say they are going to do!
Respects the leader, mission, and visionRespects the leader, mission, and vision
Trusts leader to do what he says Trusts leader to do what he says
Leader shows he cares (heart)Leader shows he cares (heart)
Leader shares same strong values and not Leader shares same strong values and not afraid to fail (vulnerable)afraid to fail (vulnerable)
Supports and aligns with my goals (servant)Supports and aligns with my goals (servant)
Creates inspiring vision of future (simplifies Creates inspiring vision of future (simplifies the complex)the complex)
Why do people follow leaders?Why do people follow leaders?
1997- “CEO/President” to Head 1997- “CEO/President” to Head Coach!Coach!
The Job of Head Coach
• Put right players in right positions• Provide training, tools, opportunities to become star players • Encourages atmosphere of support and honesty • Help define team's winning strategy
For the sake of creating a championship team which each
member can be proud of!
The Head Coach Works for people!
EEncourage atmosphere of ncourage atmosphere of support and honestysupport and honesty
A good coach makes adjustments to align employee perception with how they want to be perceived.
Say what you mean others to hear. Thank you to the “High S” team!! Coaches learn Wordsmithing!
Company surveys & 360 reviews provide data that allows coach to make adjustments in the way employees perceive the company.
Align personal and corporate Align personal and corporate goalsgoals
……to ensure every employee enjoys coming to work as much as going home.
Combines the success of individuals with corporate success.
Sail boat Sherry is in Vet school! Help employees interview
Help employees write their resume!
How do coaches fix problems?How do coaches fix problems?
1st: Look at Leadership.
2nd: Look at systems, structures, procedures, & training.
Finally, Look at “people”
Austin McGonagall: “Ask, don’t tell.”
White hat – black hat
Create atmosphere ofCreate atmosphere oftrust and honestytrust and honesty
Trust increases when you communicate “how the decision” will be made.
Level I, II, III decision making avoids false participation. - Level I made with input- Level II is consensus
- Level III is delegated
Vertical probing, “question behind the question.”
Accept that decisions will be criticized & second guessed. (Manage the input!)
Controlling “body” reactions when criticized.
Creating a culture of trustCreating a culture of trust
What gets rewarded gets repeated
- Offer incentives/meaningful rewards
- Match rewards to individual preferences
- Personalize rewards ($$ spent not equal to value received!)
- Treat employees like winners (positive vision)
- Plan Spontaneous Recognition!
What gets measured, gets improved
- Establish clear criteria for performance
- Focus on performance
- Communicate expectations
- Show them the score
- Challenge them to exceed expectations!
Creating a culture of trustCreating a culture of trust
“ “If employees trust and respect If employees trust and respect the company they work for and the company they work for and the people they work with…… the people they work with……
there is no limit to what can there is no limit to what can
be accomplished!”be accomplished!”
Trust correlates with successTrust correlates with success
Paal GisholtCEO, SmartPak
Photo
Words of wisdomWords of wisdom
“I'm not upset that you lied to me, I'm upset that from now on I can't believe you.”
Frederick Nietzsche
Building trust – so many conceptsBuilding trust – so many concepts
“Walking Your Talk”Mentoring ProgramsOpen Door Policy
En
gag
emen
t S
cori
ng
Financial Transparency
Enlightened Comp Programs
360°
Rev
iew
s
TOLERATING FAILURE
• Missed/Inaccurate Doses• Inventory Hassles• High Labor Costs• Potency Losses
x 30 =
Chaos in the feed roomChaos in the feed room
SmartPak ConfidentialSmartPak Confidential
SmartPaks tame the chaosSmartPaks tame the chaosBefore
Before
After
After
Unapologetically “hard core”Unapologetically “hard core”
0
10
20
30
40
50
60
2002 2004 2006 2008E
We have grown at 10X industry rate
We push ourselves hard
We like to win
WWe ARE intensee ARE intense
But we have REJECTED controls
Key Message Today: “Controls are Anathema to Trust”
The “well-controlled” workplace – Signing authority– Strict budgets and “high accountability”– Supervisor approval required for customer refunds– Requiring permission to take a business trip
WWe ARE intensee ARE intense
But we have REJECTED controls
Business schools teach controls Investors require controls Auditors validate adequacy of controls . . .
but….. good employees resent the lack of trust associated with controls!
The Alternative: A trusting cultureThe Alternative: A trusting culture
Tips: – Avoid over-reliance on job descriptions,
controls, etc.– Hire great people and build a great culture
Result: - True magic on behalf of customers!
– Culture doesn’t just happen – hard work
Stages of cultureStages of culture
0
10
20
30
40
50
60
2002 2004 2006 2008E
The Ping Pong Table: “Witnessing Actions”
Monthly Beer Blasts: “Hearing Stories”
Quarterly Updates:“Celebrating Values”
Culture begins with shared valuesCulture begins with shared values
We formalized culture in order to preserve it
Participative process to define core values – though mostly vice presidents
From 25 values initially proposed – down to eight that we were willing “To Live”
SmartPak’s cultureSmartPak’s culture
SpeedManiacal Customer ServiceAnalysisRisk-takingTeamworkExecutionRespect
Risk-taking: the real dealRisk-taking: the real deal
People talk about tolerance for risk
Actions speak louder than words – esp. when projects fail
Celebrate “Guts” to take a stand or challenge conventional wisdom. As we become more senior, we forget how hard it is.
Reinforce values continuallyReinforce values continually
SMARTER awards given each quarter
Nominations throughout the company
Catching someone demonstrating a core value – beyond just doing their job
Making of great stories: The Tack Trunk Fiasco
Avoid controls for speed and trustAvoid controls for speed and trust
Let the little things slide
Nothing’s fatal – except paralysis and lack of engagement
Don’t Be a Bottleneck – coach after the fact for learning, Not Punishment
Manage to the culture; not the control
Failure to “Get the Culture” may indicate lack of fit – main reason for involuntary turnover
Questions?Questions?
www.restek.cowww.restek.comm
www.smartpak.comwww.smartpak.com
Upcoming 2008 WebinarsUpcoming 2008 Webinars
Sept 25 Maintaining Community in a Virtual WorkplaceSept 25 Maintaining Community in a Virtual Workplace Michael Lacey, CEO/Pres., Michael Lacey, CEO/Pres., DigineerDigineer, Plymouth, MN, Plymouth, MN Timothy P. Keenan, President & Founder, Timothy P. Keenan, President & Founder, HPTiHPTi, Reston, , Reston,
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Oct 28 Open Book Management - NOT Just About Financial Oct 28 Open Book Management - NOT Just About Financial Transparency Transparency Rich Armstrong, President, Rich Armstrong, President, The Great Game of The Great Game of BusinessBusiness
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Dec 12 Maintaining a Stable Workplace in an Unstable EconomyDec 12 Maintaining a Stable Workplace in an Unstable Economy Bill Brett, CEO, Bill Brett, CEO, Barclay Water ManagementBarclay Water Management
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