Pass It On: A Resource for FranklinCovey Client Facilitators & Consultants
February 1, 2010
The aim of this edition of Pass It On is to provide guidance in the mindset and skill set necessary to build high trust relationships through the power of courageous conversations. The three books referred to herein are deemed worthy of your study if the quality of your relationships is important to you.
Resources We Can Use
Fierce Conversations: Achieving Success at Work & in Life, One Conversation at a Time, by Susan Scott
Building Trust in Business, Politics, Relationships, and Life, by Robert C Solomon
The 7 Principles of Fierce Conversations 1:
Master the courage to interrogate reality. Nothing fails like success. Reality is a moving target. We change and so do others. Stop masking that fact. Share your changes with others.
2:
Come out from behind yourself into the conversation and make it real. Unreal conversations cost us time and trust. Goals are met and trust is built by making every conversation as real as possible.
& Fernando Flores
Leading at the Speed of Trust, by Stephen M.R. Covey
Quotes worth sharing...
“Unconsciously, we end our conversations as soon as we initiate them, too afraid of what we might say or hear.” -
3:
Susan Scott
“While no...conversation is guaranteed to change the trajectory of a career, [relationship], or life, any single conversation can.” Ken Bloanchard
“Wherever you are,...be there!” Jim Rohn
“We cannot talk ourselves out of problems we behaved ourselves into.” -Stephen R. Covey
4:
Be here, prepared to be nowhere else. Speak and listen as if this is the most important conversation you will ever have with this person. It could be! Tackle your toughest challenge
today. Burnout is not the result of a preponderance of problems. Is it the result of dealing with the same problem over and over again. Deal with it once and for all...Today! 5:
Obey your instincts. What you may label as an illusion may be the scent of a reality coming close.
6:
Take responsibility for your emotional wake. Delivering the message without the emotional load enables clarity, conviction, and compassion.
7:
Let silence do the heavy lifting. Slow down so that insight can sneak into the space between words.
Susan Scott is a best-selling author and leadership architect who has enabled top executives to engage in meaningful dialogue with one another, their employees, and customers for over two decades. Fierce Conversations made USA today’s top 40 business books in 2002.
Building Trust We all know that trust matters. What we often are not sure of is how to build and sustain it in key relationships. Simply asserting its importance through glib clichés does not build trust. It begins with an honest understanding of what trust is, its incredible value and the price we pay when it is
not present, and the fact that we can consciously, purposely build high trust in any relationship...even the one that is currently bankrupt. Trust is not something we “have”. It is something we do, something we make through behaviors we exercise mutually with others we choose to have
relationships with. If trust matters, it behooves us to consciously plan every week and every day to do things that build, rebuild, or sustain trust with those who are important to us. Our capacity to live a life of accomplishment and peace depends on the quality of relationships. Aim for high trust.
Pass It On: A Resource for FranklinCovey Client Facilitators & Consultants
“It is better to trust and occasionally be disappointed than to distrust and be miserable all of the time.” -Abraham Lincoln
“Our distrust is very expensive,” -Ralph Waldo Emerson
“Few things can help an individual more than to place responsibility on him, and to let him know
Leading at the Speed of Trust The case for trust is an easy one to make. If we pause for a moment, we soon become aware of circumstances in our own experience wherein progress in an effort that is important to us was stymied by the inability of parties involved to trust one another explicitly. So how to we build an organization that enjoys the dividends of high trust? Whether it is a family, a school, a governmental agency, or a multinational coproation, it is critical that everyone understand that the responsibility for building a culture of trust
Washington
We enable greatness in people and organizations everywhere.
begins with them. It is clearly an inside-out process. Regardless of my role, I have a responsibility to address the questions, “Am I worthy of the trust of others?” and “Do I have the moral authority to expect others to behave in a trustworthy manner?” The Four Cores of personal trustworthiness are:
Integrity
Intent
Capabilities
Results
Stephen M.R. Covey If I exercise integrity and intent I have the character necessary to be worthy of trust. Capabilities and a great track record are evidence of worthiness due to my competence.
What High Trust Leaders Do... Covey’s research in examining the conduct of leaders of high trust organizations revealed consistency in a body of 13 behaviors that could be found: 1.
Talk Straight. This is “honesty in action.”
2.
Demonstrate Respect. Showing care, concern, and fundamental respect for people.
that you trust him.” -Booker T.
Page 2
3.
Create Transparency. Being open, real, genuine, and truthful.
4.
Right Wrongs. Apologizing and making restitution when we err.
5.
Show Loyalty. Give credit and
In addition to personal trustworthiness and interpersonal trust, Covey advises that we should be concerned about 3 additional waves of trust as we move from the inside out.
Organizational Trust. Sys-
speak of the absent as though they were present. 6.
Deliver Results. Get important things done on time.
7.
Get Better. Improve capabilities to be adequate to the challenge.
8.
Confront Reality. Taking issues head-on.
9.
Clarify Expectations. Create shared vision and agreement on what is to be done.
10.
Practice Accountability. Set systems to insure that we and others honor commitments. tems aligned so as to enable people to give and do their best.
Market Trust. Creating a sustaining a great reputation.
Societal Trust. Insuring that collectively we are making a worthy contribution.
11.
Listen First. Act from firsthand knowledge that attentive listening affords. Don’t make assumptions.
12.
Keep Commitments. Walk your talk every time. Commitments create hope. Keeping commitments builds trust.
13.
Extend Trust. Demonstrate trust in others affording them responsibility with an expectation of great results
Ask your Client Partner about our “Leading at the Speed of Trust” curriculum.
Edited by: Tom Hewlett, Delivery Consultant 480 262-5105 Input from consultants, client facilitators or client partners always welcome. Submit entries to: tom.hewlett@franklincovey.com