ite real leadership learning series · writer 1824 -1905 “to be trustedd is a ... basic trust -...
TRANSCRIPT
ITE REAL LEADERSHIP LEARNING SERIES
16 August 2010
SCOPE OF PRESENTATIONSCOPE OF PRESENTATION
Introduction
What is Trust ? What is Trust ?
Types of Trust
Power of Trust
Perspectives on Leadershipp p
Experience on Trust based Strategy
Leadership & Trust
A QUOTEThe Late Mr Lim Goh Tong
A QUOTE The Late Mr Lim Goh TongFounder of Genting Group
“If I don’t trust a person, I won’t l hi If l hi Iemploy him. If employ him, I will trust him “
ANOTHER QUOTEGeorge MacDonald
ANOTHER QUOTE
Scottish Poet & Writer
1824 19051824 -1905
“T b d i “To be trusted is agreater compliment
than to be loved”
SOME BACKGROUND1997
SOME BACKGROUND Looking at Trust as a Differentiating
Strategy Good outcome with Alliances & Exclusive
Contracts
2002
Contracts
MIT Convocation Former Dean research into Trust Based
Marketing
2007 Sabbatical Read more into the subject on Trust
OUTPUT 5 CHAPTERS What is Trust ?
OUTPUT – 5 CHAPTERS What is Trust ?
Power of Trust
Leadership & Trust
Building Trust & Value System
Trust Based Relationship The Trust Based Relationship – The
Sembawang Experience
What is Trust ? (1) More Common
What is Trust ? (1)
Importance of Integrity Need for Transparency Linkage to Value System Linkage to Value System
Goes Beyondy Honesty Being Trustworthy
More a Relationship with Quality determined by Experiences of parties Experiences of parties Interactions
What is Trust ? (2) A Relationship
What is Trust ? (2) A Relationship
affected by - attitudesa udes- behaviours- actions
guided by- value system
goals- goals- upbringings
What is Trust ? (3)Because it is a Relationship
What is Trust ? (3) Because it is a Relationship• non static, evolving• to be learnt, to be earned• an outcome, and also a process• choice ( to trust or not to trust)
TYPES OF TRUST (1) Basic Trust alignment with
TYPES OF TRUST (1) Basic Trust - alignment with
expectation Bli d T t ti k d Blind Trust - no question asked Contractual Trust - made through
agreement Competence Trust - through trust of
capability Conditional Trust - due to recognition of g
limitations
TYPES OF TRUST (2) Structural Trust - reputation of brand
TYPES OF TRUST (2) p
Transactional Trust - due to dealings/ experiencep
Communication Trust - open disclosure or active engagementg g
Authentic Trust - base on relationship, continue to evolvebase on relationship, continue to evolve- base on wisdom, self awareness- come with choices & responsibilities- come with choices & responsibilities- recognising limits
TYPES OF TRUST (3) Self Trust
TYPES OF TRUST (3) Self Trust
• central to creating trust (reflects self competency and self confidence)competency and self confidence)
• provide firm grounding to communicate influence andcommunicate, influence and transact
• cannot trust others if cannot trust• cannot trust others if cannot trust self
SELF TRUSTRalph W Emerson
SELF TRUST
American Poet & Philosopher
1803 18821803 -1882
“ lf h“Self trust is the first secret of
success”
AUTHENTIC TRUST (DESIRED) Developed relationship
AUTHENTIC TRUST (DESIRED) p p
Presence of choices (accept presence of disagreements)
Care for long term relationship (supported by mutual benefits)
Trust with open eyes (need for reflections) Trust with open eyes (need for reflections) Acceptance of genuine mistakes (including
owning up to mistakes)owning up to mistakes) Looking to the future (change and grow
together) Experience new frontier (bring adventure,
innovation and fun)
POWER OF TRUST (1)Brings –
POWER OF TRUST (1)g resolution and right focus commitment and loyaltyy y engagement and communication respect and bonding consistency and stability satisfaction and higher morale happiness and fulfillment heightened sense of security self respect and self confidence better partnership and growth
POWER OF TRUST (2)Minimizes
POWER OF TRUST (2)Minimizes –
confusionl i exclusion
politicking hidden agenda guessing
LEADERSHIP PERSPECTIVESLEADERSHIP PERSPECTIVES
Context of Leadership
Character & Behaviour
Discipline & Values Discipline & Values
Management Style
Context of Leadership Future vs Immediate
Context of Leadership
External vs Internal Focus Change vs StabilityChange vs Stability Control vs Empowerment Openness vs Confidentiality Openness vs Confidentiality Confidence vs Arrogance
S t i bilit C t Sustainability vs Cost
N t C fli ti l k t t b ildiNote – Conflicting goals makes trust building even more challenging
L d hi Ch t & B h i (1) Self Trust/Self Confidence
Leadership Character & Behaviour (1)
behaviour and conduct of leader reflects culture of organisation i fl b h i f l influence behaviour of employees
(employees treat customers in same manner as boss treats them))
trust begets trust emphasize trust over control employees more at ease to speak out open communication brings more self open communication brings more self
respect and confidence
Focus on credibility
Leadership Character & Behaviour (2)
Focus on credibility- walk the talk- be responsiblebe responsible- be accountable- honour promisesp- respecting boundaries (of others)- stand up for what is rightp g- consistency and fairness
Leadership Discipline & Values (1)
Patience makes a good listener
Leadership Discipline & Values (1)
Patience makes a good listener Consistency translate to perception of fairness Persistence shows passion andPersistence shows passion and
determination Discipline to acquire new skills and to learn, p q ,
bring self esteem and progress Adaptation of mindset to changes in
environment and demographics
L d hi Di i li & V l (2) Willingness to communicate
Leadership Discipline & Values (2) Willingness to communicate
- provides clarity- enhances relationship buildingp g- motivates (acts with sense of purpose)
A TRUSTED LEADER LEADS AND MANAGES BY PRINCIPLES NOT BY POWER, DIVISION OR POLITICS
WHAT MATTERS ARE CARE, FAIRNESS, SHARED PERCEPTION WELL BEINGSHARED PERCEPTION, WELL BEING, GROWTH FOR INDIVIDUALS
Leadership and Management Style Human Touch
t l t d ki i t l di t b tt
Leadership and Management Style
- create people centred working environment leading to better teamwork and less stress level
- manifest care and respect for employees
More Listening- listening just as important as talking
b ild i l i hi- build trusting relationship
Give Recognition/Point Out Mistakesacknowledge effort and contribution- acknowledge effort and contribution
‐ “no blame” approach- learning to improve- part of coaching
Promote Learning to create New Possibilities
T t B d St t E i (1)
Initial Stages
Trust Based Strategy – Experience (1)
Initial Stages presence of structural trust, competence
trust contractual trust and some level oftrust, contractual trust and some level of authentic trust
During EngagementDuring Engagement continuous process of trust building –
creating opportunities maintaining restoringcreating opportunities, maintaining, restoring and enhancing
presence of choice by both parties (not apresence of choice by both parties (not a slave and master relationship)
Trust Based Strategy – Experience (2)
During Engagement
gy p ( )
During Engagement acceptance of genuine mistakes
e are in it together we are in it together commitment to a long term relationship
l k t f t th f b th ti look to future growth for both parties mutually dependent and beneficial presence of adventure, innovation/fun good structure for communication (multi level)
Trust Based Strategy – Experience (3)
During Engagement
gy p ( )
During Engagement recognition down the line on set goals
re ard s stems for all parties in ol ed reward systems for all parties involved improvement driven system developed
CEO d l i l d CEOs deeply involved regular reviews on progress breakthrough/innovative initiative (first of its
kind in the world)
Leadership & Trust
5 Key Elements
Leadership & Trust
5 Key Elements Will to Lead Dri e for Clarit Drive for Clarity Ability to Learn B Si il t Diff t Be Similar yet Different Energy Filled
Will to Lead (1)
D i t l d ( t t ith i d)
Will to Lead (1)
Desire to lead (start with mind)- competence
lf fid ( lf t t)- self confidence (self trust) Will to build relationship (develop over time) Wanting to make a difference Wanting to make a difference
- energy to influenceleading change- leading change
Establishing presence (to communicate) Taking charge (making tough decisions) Taking charge (making tough decisions)
Will to Lead (2) Will to lead to be complemented by traits needed to
Will to Lead (2) Will to lead to be complemented by traits needed to
build relationship and hence trust- be humblebe humble- be polite- be approachablepp- be sensitive- be yourself (do not act out of character)y ( )- be credible- be caring
NOTE - Does not mean not taking people to task !
Drive for ClarityDrive for Clarity
Need to be clear (self/others) Honest with self Communicating – be understood
(terms/language) Clarity of objective (end in mind) Clarity of perspectives and asking questions y p p g q
(fact seeking, decision making and action plan) Clarity on possible consequences (listening and
processing)
Ability to Learn (1) Acknowledge individuals are different
Ability to Learn (1) Acknowledge individuals are different Individuals have lots of potentials Avoid single cause thinking Avoid single cause thinking Allow members to surface energy guided by
realityreality Create learning organisation Leader non stop learning Leader – non stop learning
Ability to Learn (2) Understand others (process situation adapt
Ability to Learn (2) Understand others (process situation, adapt
and change) Do not think you know everythingDo not think you know everything Try new things Get total picture Get total picture Know organisation dynamics
Be Similar Yet Different (1) Be part of the team
Be Similar Yet Different (1) Be part of the team Use language(s) that others understand Show empathy and understanding Show empathy and understanding Use subtle coercive power
T lk t b di t ll (t k Talk to your subordinates as colleagues (take charge when necessary)
Same shoe but show difference when situation Same shoe but show difference when situation requires
Key to building relationship Key to building relationship
Be Similar Yet Different (2) Traits needed
Be Similar Yet Different (2) Traits needed
- be humble- be polite- be polite- be approachable- be sensitivebe sensitive- be yourself (do not act out of character)- be crediblebe credible- be caring
NOTE - Similar to that for ‘will to lead’
Energy Filled Much energy needed to lead to communicate
Energy Filled Much energy needed to lead, to communicate,
to influence, to achieve goals Sustaining commitment Sustaining commitment Managing inter-dependence and conflicting
goals (eg stability vs change)goals (eg stability vs change) Managing diversity, providing resources Building bridges Building bridges Building relationship and hence trust (need to
invest time and energy)invest time and energy)
Leadership & Tr stLeadership & Trust
Concluding remark :R i d k l dRecognise and acknowledge that leaders are responsible forthat leaders are responsible for trust building and not the HR Department/Division alone
THANK YOU FOR YOUR KIND ATTENTION
ITE REAL LEADERSHIP LEARNING SERIES
16 August 2010