Try this: Think back over your interactions with others during the past week, both at work and at home. Think of a time when you did Listen First. How was that experience? What were the results? Now, think about a time when you spoke or responded without deeply listening (or understanding). How was that, comparatively? Do you even have any examples to compare?
"If there is any great secret of success in life, it lies in the ability to put yourself in the other person's place and to see things from his point of view." ~ Henry Ford
We're all very familiar with the advice to 'listen' (or actively listen, listen well, etc. as a leadership skill). Why the repeated emphasis on listening?
Understanding - Leadership ultimately means understanding people,
Respect - and then respecting them,
Mutual Benefit - and then trying to find a negotiated action that benefits both interests
Those are three pretty good reasons, I think.
I'm afraid the performance-driven, fast-paced, hamster wheel that we tend to be running on inhibits this sound but difficult piece of advice.
Challenge yourself - even today - to slow down to deeply listen in one conversation - asking clarify questions, mirroring back or asking for more information - before responding. Notice the difference.
Wednesday, December 7, 2016
Tuesday, December 6, 2016
BEHAVIOR #10: PRACTICE ACCOUNTABILITY (pp. 200 - 207)
It makes sense... clarify expectations, then ensure accountability for results. Accountability & results obviously bear a lot of influence on whether or not people trust us. We may not consciously be aware of it, but we all ask ourselves in relationships, "Is this person reliable? Do they do what they say they are going to do?" Again, there is often that gap between intentions and results. Accountability is an intermediary mechanism for making sure the follow-through happens.
I love that Covey starts with the admonition to 'hold ourselves accountable.' This is a tie-in to his philosophy of starting with SELF-trust, becoming a person that you trust. Covey talks about looking both through the window (accountability for others) and the mirror (accountability for self).
In the discussion of accountability, Covey mentions the oft-too used behavior of shifting blame. That is the opposite of accountability. Some of you may be connecting the idea of accountability and responsibility with our ELI discussion on CITIZENSHIP. Citizens are those who take responsibility for the good of the whole group.
Arnold Glasnow once said, "A good leader takes more than their fair share of the blame and gives more than their share of the credit." What a great behavioral goal!
This book was written in 2006 and even back then, Covey found it relevant to mention the 'victimization' that has seized the American culture. How much stronger of a grip does it have now? Has the election put a magnifying glass on this mentality?
Covey rightly says that accountability is not just about holding ourselves responsible, but also others - especially, I'd say, if you are the boss, manager and would-be leader. It is our role and responsibility to step up and speak out if the wheels are out of alignment...or falling off. Research shows that employees WANT accountability - they want feedback, direction, affirmation. We all deep down want some sense of where we stand and how we can improve. It behooves everyone to have the tough conversations and help people get where they truly want to be - - competent and credible, producing results.
Covey suggests creating an environment of trust talks in your home and at work. This is aligned with our Ebco objective of becoming a feedback-seeking culture I believe. But, that requires trust. Can we build it in a deeper way through the great advice we're getting from this thought-provoking book?
Tips for Practicing Accountability:
* Hold yourself accountable.
* Hold others accountable.
* Take responsibility for results.
* Be clear on how you'll communicate how you're doing - and how others are doing.
* Don't avoid or shirk responsibility (especially the difficult conversations).
* Don't blame others or point fingers when something goes wrong.
I love that Covey starts with the admonition to 'hold ourselves accountable.' This is a tie-in to his philosophy of starting with SELF-trust, becoming a person that you trust. Covey talks about looking both through the window (accountability for others) and the mirror (accountability for self).
In the discussion of accountability, Covey mentions the oft-too used behavior of shifting blame. That is the opposite of accountability. Some of you may be connecting the idea of accountability and responsibility with our ELI discussion on CITIZENSHIP. Citizens are those who take responsibility for the good of the whole group.
Arnold Glasnow once said, "A good leader takes more than their fair share of the blame and gives more than their share of the credit." What a great behavioral goal!
This book was written in 2006 and even back then, Covey found it relevant to mention the 'victimization' that has seized the American culture. How much stronger of a grip does it have now? Has the election put a magnifying glass on this mentality?
Covey rightly says that accountability is not just about holding ourselves responsible, but also others - especially, I'd say, if you are the boss, manager and would-be leader. It is our role and responsibility to step up and speak out if the wheels are out of alignment...or falling off. Research shows that employees WANT accountability - they want feedback, direction, affirmation. We all deep down want some sense of where we stand and how we can improve. It behooves everyone to have the tough conversations and help people get where they truly want to be - - competent and credible, producing results.
Covey suggests creating an environment of trust talks in your home and at work. This is aligned with our Ebco objective of becoming a feedback-seeking culture I believe. But, that requires trust. Can we build it in a deeper way through the great advice we're getting from this thought-provoking book?
Tips for Practicing Accountability:
* Hold yourself accountable.
* Hold others accountable.
* Take responsibility for results.
* Be clear on how you'll communicate how you're doing - and how others are doing.
* Don't avoid or shirk responsibility (especially the difficult conversations).
* Don't blame others or point fingers when something goes wrong.
Wednesday, November 30, 2016
BEHAVIOR #9: CLARIFY EXPECTATIONS (pp. 192 - 199)
Clarify Expectations
"Almost all conflict is a result of violated expectations." Blaine Lee
Do you agree?
The question is posed in this chapter, "How much 'poor performance' is really due to a lack of clarity around what is expected? And what is the effect of all of this on trust?" (p.193)
This trust-enducing behavior is based on the principles of clarity, responsibility and accountability. The opposite of clarifying expectations is to leave expectations undefined, assuming they are already known (or not having clarity on them yourself). There must be a shared vision of the desired outcome - and as we know from our leadership consultant friend Patrick Lencioni... communicate and over-communicate the desired outcome (mutual goals). You cannot over-communicate.
Remember, repetition is the mother of all learning, but there are other checks and balances to make sure that you are using the best communication method for the situation. If anyone is interested in this topic, let me know!
Does your team know what results are expected? Deadlines? Budget constraints? Expected behaviors on the job? Without accountability, all of our great education, communication, preparation, sales efforts, support structures and initial capital layout has gone to waste. The final results - including the excellent quality of those results - are too important not to clarify expectations.
Covey makes the very good point that communication is NOT easy. Just because you think you have communicated, doesn't mean you have. You may have just said something.
As Alan Greenspan so (clearly?) put it: “ I know you think you understand what you thought I said but I'm not sure you realize that what you heard is not what I meant.”
Why do we have to go to the trouble to clarify when we communicate? Because disappointed expectations are the underlying reason for most trust issues.
Marshall Thurber once said, "Clarity is power."
I found this point interesting, but not really surprising: The number one reason for unethical behavior at work is unrealistic expectations! The point is made that people have to be given the chance to push back against expectations in order to find a place that works from both points of view.
Covey's formula for clarifying expectations:
1) quantify everything! What results? By whom? By when? At what cost? How will we measure it?
2) honor the fast-cheap-right rule: You can usually pick TWO or else one will be compromised. Covey's proviso on this is that you can have all three only if you have high-trust! Something to think about!
Let's hear what you thought about this important behavior in teams!
"Almost all conflict is a result of violated expectations." Blaine Lee
Do you agree?
The question is posed in this chapter, "How much 'poor performance' is really due to a lack of clarity around what is expected? And what is the effect of all of this on trust?" (p.193)
This trust-enducing behavior is based on the principles of clarity, responsibility and accountability. The opposite of clarifying expectations is to leave expectations undefined, assuming they are already known (or not having clarity on them yourself). There must be a shared vision of the desired outcome - and as we know from our leadership consultant friend Patrick Lencioni... communicate and over-communicate the desired outcome (mutual goals). You cannot over-communicate.
Remember, repetition is the mother of all learning, but there are other checks and balances to make sure that you are using the best communication method for the situation. If anyone is interested in this topic, let me know!
Does your team know what results are expected? Deadlines? Budget constraints? Expected behaviors on the job? Without accountability, all of our great education, communication, preparation, sales efforts, support structures and initial capital layout has gone to waste. The final results - including the excellent quality of those results - are too important not to clarify expectations.
Covey makes the very good point that communication is NOT easy. Just because you think you have communicated, doesn't mean you have. You may have just said something.
As Alan Greenspan so (clearly?) put it: “ I know you think you understand what you thought I said but I'm not sure you realize that what you heard is not what I meant.”
Why do we have to go to the trouble to clarify when we communicate? Because disappointed expectations are the underlying reason for most trust issues.
Marshall Thurber once said, "Clarity is power."
I found this point interesting, but not really surprising: The number one reason for unethical behavior at work is unrealistic expectations! The point is made that people have to be given the chance to push back against expectations in order to find a place that works from both points of view.
Covey's formula for clarifying expectations:
1) quantify everything! What results? By whom? By when? At what cost? How will we measure it?
2) honor the fast-cheap-right rule: You can usually pick TWO or else one will be compromised. Covey's proviso on this is that you can have all three only if you have high-trust! Something to think about!
Let's hear what you thought about this important behavior in teams!
BEHAVIOR #8 CONFRONT REALITY (pp. 185 - 191)
Confront Reality:
* Take issues head on, even the "undiscussables" (especially the un-discussables"?)
* Address the tough stuff directly.
* Acknowledge the unsaid.
* Lead out courageously in conversation
* Remove the "sword from their hands."
* Don't skirt the real issues
* Don't bury your head in the sand
To me, these admonitions are all one in the same: be courageous in conversation!
Confronting reality might be one of the hardest and most rewarding courageous acts of the leader.
In Jim Collins' seminal work Good to Great, he quotes U.S Admiral James Stockdale who gained true leader status as a POW in Vietnam: "You must never confuse faith that you will prevail in the end - which you can never afford to lose - with the discipline to confront the most brutal facts of your current reality, whatever they might be."
Covey shares the story of Anne Mulcahy, CEO of Xerox, having to face hard decisions when debt was up, stock price and morale were down. She shut down a division, the changed the cost structure, resolved an accounting scandal (NBD, right?), and transitioned the product and service line. Mostly, she was admired for telling the unpopular truth. Of course, the opposite of CONFRONTING reality is to IGNORE reality - the path of least resistance, at least in the short-term.
When we do ignore the difficult issues, people see us in two ways:
1) lacking character or
2) lacking competence
I don't know about you, but I don't want my hard-won efforts to develop myself undermined because I was cowardly when facing hard issues. It's not worth the loss - or the net zero sum (they cancel each other out).
Confronting Reality does impact SPEED and COST. "First, it builds the kind of relationship that facilitate open interaction and fast achievement. Second, instead of having to wrestle with all the hard issues on your own while trying to pain a rosy picture for everyone else, you actually engage the creativity, capability, and synergy of others in solving those issues."
Popularity, comfort, saving face are all reasons why people don't confront reality. BUT, according to Covey, small problems only become big problems when not confront. Rip off the band-aid and do what you need to do, is the message. And we're reminded, we can confront reality and still never lose faith.
* Take issues head on, even the "undiscussables" (especially the un-discussables"?)
* Address the tough stuff directly.
* Acknowledge the unsaid.
* Lead out courageously in conversation
* Remove the "sword from their hands."
* Don't skirt the real issues
* Don't bury your head in the sand
To me, these admonitions are all one in the same: be courageous in conversation!
Confronting reality might be one of the hardest and most rewarding courageous acts of the leader.
In Jim Collins' seminal work Good to Great, he quotes U.S Admiral James Stockdale who gained true leader status as a POW in Vietnam: "You must never confuse faith that you will prevail in the end - which you can never afford to lose - with the discipline to confront the most brutal facts of your current reality, whatever they might be."
Covey shares the story of Anne Mulcahy, CEO of Xerox, having to face hard decisions when debt was up, stock price and morale were down. She shut down a division, the changed the cost structure, resolved an accounting scandal (NBD, right?), and transitioned the product and service line. Mostly, she was admired for telling the unpopular truth. Of course, the opposite of CONFRONTING reality is to IGNORE reality - the path of least resistance, at least in the short-term.
When we do ignore the difficult issues, people see us in two ways:
1) lacking character or
2) lacking competence
I don't know about you, but I don't want my hard-won efforts to develop myself undermined because I was cowardly when facing hard issues. It's not worth the loss - or the net zero sum (they cancel each other out).
Confronting Reality does impact SPEED and COST. "First, it builds the kind of relationship that facilitate open interaction and fast achievement. Second, instead of having to wrestle with all the hard issues on your own while trying to pain a rosy picture for everyone else, you actually engage the creativity, capability, and synergy of others in solving those issues."
Popularity, comfort, saving face are all reasons why people don't confront reality. BUT, according to Covey, small problems only become big problems when not confront. Rip off the band-aid and do what you need to do, is the message. And we're reminded, we can confront reality and still never lose faith.
Tuesday, November 8, 2016
BEHAVIOR #7: GET BETTER (pp. 177 - 184)
This chapter is really the essence of what a growth mindset is all about...and incidentally, what the Ebco Learning Initiative is all about. We are seeking ways to be intentional about continuous learning at work, whether that is through learning practical skills or new ways of thinking and being that impact Ebco culture. I appreciate each of you that takes time to read, reflect and try out some of these recommendations from research and practitioners. Every small change can lead to big impact.
Alvin Toffler, American writer and futurist, is best known for his musing on how technology is changing the face of communication. He said, "The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn. You've got to think about big things while you're doing small things, so that all the small things go in the right direction. Knowledge is the most democratic source of power."
I love what Toffler implies about needing to continually reinvent ourselves. If you're like me, I feel like even keeping up to date in my industry is like trying to drink out of the firehose. Not only do we need to consume large amounts of information, we need to be considering how our skills meet the demands of the 21st century company. As soon as we rest, we are becoming outdated. I suspect you can each relate to this pressure!
Bryan Dodge emphatically challenged us to read and to read a lot. Covey agrees with this leadership practice. Jack Canfield (author of Chicken Soup for the Soul) is known to read one book a day! Bill Gates, Fred Smith and Mary Kay Ash have remained relevant throughout the course of long successful careers by staying current.
"'Get Better' is based on the principles of continuous improvement learning and change." (p. 178)
How are we doing as a learning organization?
I think there is a case for learning incidentally (as job challenges demand that we react and solve problems) as well as learning intentionally (setting aside time to think about particular areas of study and improvement that we should be learning). Is your personal learning strategy proactive or reactive?
This chapter brings us full circle to what we have already agreed is a critical component of becoming a highly effective organization: seeking feedback!
Covey states, "Seeking and effectively utilizing feedback are vital to quality improvement...Appropriately seeking feedback and acting on it is the hallmark of learning, growing, innovating company." (p. 181)
There are a few companies that have been implementing a cultural framework called DDO = the Deliberately Developmental Organization. They create structures and processes that make sure they are always challenging themselves from within and acting on the feedback they receive. You will remember that the Desire for Competence is one of the 8 core human motivators. These organizations are tapping into that desire to leverage the innate beauty of what people bring to work.
"Deep alignment with people's motive to grow means fashioning an organizational culture in which support to people's ongoing growth and development is woven into the daily fabric of working life, visible in the company's regular operations, day-to-day routines and conversations." (Kegan, Lahey, Miller, Marcus, Fleming). I am including a link to an insightful overview of this approach to organizational learning: http://www.vizenllc.com/wp content/uploads/2015/07/TheDeliberatelyDevelopmentalOrganization.pdf
Here are three principles related to the DDO approach:
Home - the secure environment that allows employees to communicate honestly.
If we are to become a veritable feedback-seeking culture, we have to create an environment where it is acceptable and common practice to give honest feedback. This is why we are examining the topic of trust in relationships.
Edge - the developmental changes that employees push each other to recognize & achieve.
For instance, one practice these organizations have is to continually rotate employees to different positions once they get comfortable. This is so counterintuitive, that we balk at creating intentional change. DDO's believe disruption promotes growth.
Groove - the range of practices that consistently reinforce the safety of "home" and the push toward the edge. Groove is institutionalizing processes that make continual change an every day part of the organization, not just a teaching or good idea or one-time speech by an executive. How are we ensuring that we hold ourselves accountable to getting better?
Learning from mistakes and encouraging risk-taking are natural parts of an organization that has adopted learning as a lifestyle. Mistakes are encouraged, not discouraged. As Covey says, "Most often, in fact, it is the failures that bring about the breakthroughs and insights...Smart leaders create an environment that makes it safe to make mistakes."
What about you? What do you take from this chapter?
Alvin Toffler, American writer and futurist, is best known for his musing on how technology is changing the face of communication. He said, "The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn. You've got to think about big things while you're doing small things, so that all the small things go in the right direction. Knowledge is the most democratic source of power."
I love what Toffler implies about needing to continually reinvent ourselves. If you're like me, I feel like even keeping up to date in my industry is like trying to drink out of the firehose. Not only do we need to consume large amounts of information, we need to be considering how our skills meet the demands of the 21st century company. As soon as we rest, we are becoming outdated. I suspect you can each relate to this pressure!
Bryan Dodge emphatically challenged us to read and to read a lot. Covey agrees with this leadership practice. Jack Canfield (author of Chicken Soup for the Soul) is known to read one book a day! Bill Gates, Fred Smith and Mary Kay Ash have remained relevant throughout the course of long successful careers by staying current.
"'Get Better' is based on the principles of continuous improvement learning and change." (p. 178)
How are we doing as a learning organization?
I think there is a case for learning incidentally (as job challenges demand that we react and solve problems) as well as learning intentionally (setting aside time to think about particular areas of study and improvement that we should be learning). Is your personal learning strategy proactive or reactive?
This chapter brings us full circle to what we have already agreed is a critical component of becoming a highly effective organization: seeking feedback!
Covey states, "Seeking and effectively utilizing feedback are vital to quality improvement...Appropriately seeking feedback and acting on it is the hallmark of learning, growing, innovating company." (p. 181)
There are a few companies that have been implementing a cultural framework called DDO = the Deliberately Developmental Organization. They create structures and processes that make sure they are always challenging themselves from within and acting on the feedback they receive. You will remember that the Desire for Competence is one of the 8 core human motivators. These organizations are tapping into that desire to leverage the innate beauty of what people bring to work.
"Deep alignment with people's motive to grow means fashioning an organizational culture in which support to people's ongoing growth and development is woven into the daily fabric of working life, visible in the company's regular operations, day-to-day routines and conversations." (Kegan, Lahey, Miller, Marcus, Fleming). I am including a link to an insightful overview of this approach to organizational learning: http://www.vizenllc.com/wp content/uploads/2015/07/TheDeliberatelyDevelopmentalOrganization.pdf
Here are three principles related to the DDO approach:
Home - the secure environment that allows employees to communicate honestly.
If we are to become a veritable feedback-seeking culture, we have to create an environment where it is acceptable and common practice to give honest feedback. This is why we are examining the topic of trust in relationships.
Edge - the developmental changes that employees push each other to recognize & achieve.
For instance, one practice these organizations have is to continually rotate employees to different positions once they get comfortable. This is so counterintuitive, that we balk at creating intentional change. DDO's believe disruption promotes growth.
Groove - the range of practices that consistently reinforce the safety of "home" and the push toward the edge. Groove is institutionalizing processes that make continual change an every day part of the organization, not just a teaching or good idea or one-time speech by an executive. How are we ensuring that we hold ourselves accountable to getting better?
Learning from mistakes and encouraging risk-taking are natural parts of an organization that has adopted learning as a lifestyle. Mistakes are encouraged, not discouraged. As Covey says, "Most often, in fact, it is the failures that bring about the breakthroughs and insights...Smart leaders create an environment that makes it safe to make mistakes."
What about you? What do you take from this chapter?
BEHAVIOR #6 DELIVER RESULTS (pp. 172 - 176)
And...we're back!
The next few behaviors are based on a leader's competence. For this week, we're reflecting on the ability to deliver results and getting better.
Delivering results may very well be the area of business activity that business owners fixate on more than any other. After all, if we are not setting and regularly achieving our intended goals, we are a business lost at sea. Covey makes the important distinction between "activity" and "results". And this is critical. In his experience, he learned to look for people who were "short on talk, long on delivery".
Covey gives the example of the business division of the Covey Leadership Center that was not really contributing revenue to the bottomline. He took a hard stance and set a difficult but achievable goal to make the division profitable within 6 months. However, after a bit of time, the team responsible for the results protested that the goal was unachievable. Covey did not waver. He held his ground and inspired his team to meet the stated goal. And they did!
Many times we need an outside force or entity to hold us to that higher standard of delivering results.
In some cases, we get fatigued from the number of problems we have and we dilute our energy across many goals so that none get accomplished. In other cases, we simply need the pressure of a deadline to force our brains to be more creative in solving problems. And in another case, (as Lencioni shared with us in ELI about his social influence theory) we simply need the pressure that others are watching and observing us and expecting us to produce.
And important point that Covey makes is his own personal definition of leadership = getting results in a way that inspires trust. With this qualifier, I think he would say that getting results at the expense of relationships or by compromising integrity is not appropriate. Insults, ignoring people or issues, coercion, lying, minimizing another person and other tactics may well get results - but not in a way that inspires trust.
Covey's summary of recommendations for this trust-building behavior:
* Establish a track record of results
* Get the right thing done (not just some things)
* Make things happen (be the change catalyst, take initiative and responsibility)
* Accomplish what you're hired to (be accountable to your job description, team, manager)
* Be on time and within budget (these are two standing constraints for all professionals)
* Don't over-promise and under-deliver
* Don't make excuses for not delivering results
What was significant to you in this section?
The next few behaviors are based on a leader's competence. For this week, we're reflecting on the ability to deliver results and getting better.
Delivering results may very well be the area of business activity that business owners fixate on more than any other. After all, if we are not setting and regularly achieving our intended goals, we are a business lost at sea. Covey makes the important distinction between "activity" and "results". And this is critical. In his experience, he learned to look for people who were "short on talk, long on delivery".
Covey gives the example of the business division of the Covey Leadership Center that was not really contributing revenue to the bottomline. He took a hard stance and set a difficult but achievable goal to make the division profitable within 6 months. However, after a bit of time, the team responsible for the results protested that the goal was unachievable. Covey did not waver. He held his ground and inspired his team to meet the stated goal. And they did!
Many times we need an outside force or entity to hold us to that higher standard of delivering results.
In some cases, we get fatigued from the number of problems we have and we dilute our energy across many goals so that none get accomplished. In other cases, we simply need the pressure of a deadline to force our brains to be more creative in solving problems. And in another case, (as Lencioni shared with us in ELI about his social influence theory) we simply need the pressure that others are watching and observing us and expecting us to produce.
And important point that Covey makes is his own personal definition of leadership = getting results in a way that inspires trust. With this qualifier, I think he would say that getting results at the expense of relationships or by compromising integrity is not appropriate. Insults, ignoring people or issues, coercion, lying, minimizing another person and other tactics may well get results - but not in a way that inspires trust.
Covey's summary of recommendations for this trust-building behavior:
* Establish a track record of results
* Get the right thing done (not just some things)
* Make things happen (be the change catalyst, take initiative and responsibility)
* Accomplish what you're hired to (be accountable to your job description, team, manager)
* Be on time and within budget (these are two standing constraints for all professionals)
* Don't over-promise and under-deliver
* Don't make excuses for not delivering results
What was significant to you in this section?
Tuesday, October 25, 2016
BEHAVIOR #5 SHOW LOYALTY (pp. 165 - 171)
"It's been my experience that the people who gain trust, loyalty, excitement, and energy fast are the ones who pass on the credit to the people who have really done the work. A leader doesn't need any credit...He's getting more credit than he deserves anyway." - says Robert Townsend, former CEO of Avis.
Agree? (I'm not sure that I 100% do, but I get the gist of what he is saying).
This behavior...showing loyalty... shows up in several ways:
* Give credit freely
* Acknowledge the contributions of others.
* Speak about people as if they were present.
* Represent others who aren't there to speak for themselves.
* Don't bad-mouth others behind their backs.
* Don't disclose others' private information.
I see this behavior as a discipline of the tongue and the heart.
"I really don't feel comfortable talking about this person like this when he/she is not here. If we have a concern, let's go talk with him/her." Really, this habit is about considering how you would want to be talked about in your absence. We've all been on both sides. This is a great reminder.
I especially love Covey's heart toward honoring family. "Make it a rule to never talk about family members in negative ways. Be thoughtful about how you talk with your partner about family members, including children. Catch your children doing things right - and share your excitement about their good deeds." This could be said of spouses, siblings, extended family, crazy Uncle Charlie...
Do you ever think about the standard of accountability and scrutiny the Covey family must live under as the voice of moral behavior in the last couple of generations? Just a thought.
Agree? (I'm not sure that I 100% do, but I get the gist of what he is saying).
This behavior...showing loyalty... shows up in several ways:
* Give credit freely
* Acknowledge the contributions of others.
* Speak about people as if they were present.
* Represent others who aren't there to speak for themselves.
* Don't bad-mouth others behind their backs.
* Don't disclose others' private information.
I see this behavior as a discipline of the tongue and the heart.
"I really don't feel comfortable talking about this person like this when he/she is not here. If we have a concern, let's go talk with him/her." Really, this habit is about considering how you would want to be talked about in your absence. We've all been on both sides. This is a great reminder.
I especially love Covey's heart toward honoring family. "Make it a rule to never talk about family members in negative ways. Be thoughtful about how you talk with your partner about family members, including children. Catch your children doing things right - and share your excitement about their good deeds." This could be said of spouses, siblings, extended family, crazy Uncle Charlie...
Do you ever think about the standard of accountability and scrutiny the Covey family must live under as the voice of moral behavior in the last couple of generations? Just a thought.
BEHAVIOR #4 RIGHT WRONGS (pp. 158 - 164)
I have to admit, the ridiculous story of Stephen dumping the water over his nephew's head at the basketball game had me amused. But this behavior itself had me sweating it a little. Eating humble pie is no fun. I think most of us would rather brush a mistake we made under the rug rather than have to apologize or much less, make amends for it! "Right Wrongs is more than simply apologizing; it's also making restitution. It's making up and making whole. It's taking action. It's doing what you can to correct the mistake...and then a little more." I love the point he makes about apologizing quickly!
The opposite is to deny or justify your wrongs, to rationalize wrongful behavior or failing to admit wrongly behavior.
The counterfeit is to cover up. it is trying to hide the mistake, as opposed to repairing it.
I really wish I could come up with an example of when I have righted a wrong and share it with you. Shamefully, nothing comes to mind! I think I'd better take a serious look at adopting this behavior. I can very much see how admitting wrongs would build trust and even more so, making restitution.
He says that righting wrongs can impact the bottomline. "People stay mad when they're owed an apology and don't get one." And gives the example of doctors being sued more when they don't admit they've made a mistake.
Covey said that many of the stories he hears about situations were wrongs were 'righted' come from employees that have observed their leaders doing the right things. "In other words, the trust-inspiring behavior of the leaders in these organizations has become an organizational symbol. This is yet another example of the geometric growth that impacts the speed of trust: when you build trust with one, you build trust with many."
As an aside, at times, it seems like many of these behaviors can have me thinking in a negative direction (how did I fail or how did someone fail me). Man, let's not get caught up in that, yeah? Let's read from the perspective that these are reminders of 'how to be awesome' knowing that we do better on some days than others. I appreciate anyone who is undertaking the brave work of facing these behaviors head-on with honesty and resolve!
The opposite is to deny or justify your wrongs, to rationalize wrongful behavior or failing to admit wrongly behavior.
The counterfeit is to cover up. it is trying to hide the mistake, as opposed to repairing it.
I really wish I could come up with an example of when I have righted a wrong and share it with you. Shamefully, nothing comes to mind! I think I'd better take a serious look at adopting this behavior. I can very much see how admitting wrongs would build trust and even more so, making restitution.
He says that righting wrongs can impact the bottomline. "People stay mad when they're owed an apology and don't get one." And gives the example of doctors being sued more when they don't admit they've made a mistake.
Covey said that many of the stories he hears about situations were wrongs were 'righted' come from employees that have observed their leaders doing the right things. "In other words, the trust-inspiring behavior of the leaders in these organizations has become an organizational symbol. This is yet another example of the geometric growth that impacts the speed of trust: when you build trust with one, you build trust with many."
As an aside, at times, it seems like many of these behaviors can have me thinking in a negative direction (how did I fail or how did someone fail me). Man, let's not get caught up in that, yeah? Let's read from the perspective that these are reminders of 'how to be awesome' knowing that we do better on some days than others. I appreciate anyone who is undertaking the brave work of facing these behaviors head-on with honesty and resolve!
Tuesday, October 18, 2016
BEHAVIOR #3 - CREATE TRANSPARENCY (PP. 152 - 157)
"The only way to build trust professionally and personally is by being trustworthy. I hope I'm living up to that standard." Gerard Arpey, American Airlines CEO, worked hard to be transparent after taking the helm from Donald Carty who had hidden executive perks into a proposed financial package that would simultaneously cut worker wages. One secretive selfish leader followed by one sincere transparent leader. Which do you think built trust?
Behavior #3 is about being open, being real, being genuine, telling the truth in a way people can verify.
Consider the words: transparent (light passes through) and opaque (something is concealed, blurry, vague).
Covey makes the point that the counterfeit of transparency is to pretend like you're being honest, open and authentic when you're actually obscuring some fact, reality or feeling. Can you think of any companies in recent business news that have obscured some internal reality only to their demise?
"Particularly when trust is low, people don't trust what they can't see. By opening things up, you assure people that there's nothing to hide."
Summary of Behavior #3: Create Transparency
* Tell the truth in a way people can verify
* Get real and genuine
* Be open and authentic
* Err on the side of disclosure
* Operate on the premise of "what you see is what you get"
* Don't have hidden agendas
* Don't hide information
Behavior #3 is about being open, being real, being genuine, telling the truth in a way people can verify.
Consider the words: transparent (light passes through) and opaque (something is concealed, blurry, vague).
Covey makes the point that the counterfeit of transparency is to pretend like you're being honest, open and authentic when you're actually obscuring some fact, reality or feeling. Can you think of any companies in recent business news that have obscured some internal reality only to their demise?
"Particularly when trust is low, people don't trust what they can't see. By opening things up, you assure people that there's nothing to hide."
Summary of Behavior #3: Create Transparency
* Tell the truth in a way people can verify
* Get real and genuine
* Be open and authentic
* Err on the side of disclosure
* Operate on the premise of "what you see is what you get"
* Don't have hidden agendas
* Don't hide information
BEHAVIOR #2 - DEMONSTRATE RESPECT (pp. 144 - 151)
I really appreciated the story in this chapter (p. 146) about the business school professor who asked the students on an exam who the janitor was. His justification was this: "Most of you dream about being the president and CEO of a successful company. But success is a team effort. A good leader takes nothing for granted and recognizes the contributinos made by everyone on the team - even those people who appear to do themost insignifcant jobs." In that spirit, I wanted to share the core value of teams & respect with you from Ebco's Philosophy Statement (with credits to MOOG Corporation)
We Are Members of One Team and Will
Treat Each Other With Respect
We are all in this together. Even though we rely on an individual’s
competence, success in our company is a team effort. We
cannot operate as a collection of individual contributors. Everyone is expected to collaborate
when it’s required. People are expected
to develop the relationships that are so crucial to having team success. We expect that everyone is motivated to
achieve success for the Company as a whole as you experience your own individual
success.
Success in our company is a
team effort
For the team to operate effectively, each individual has to take
responsibility for achieving his or her part of the desired
outcome. Sometimes these
responsibilities may even seem to fall beyond the normal boundaries of one’s
job. In our Company, if something needs
to be done, people “step-up” and get it done whether or not it’s formally part
of their job. At EBCO, people don’t say,
“it’s not my job.” Rather they say, “It’s all my job.”
At all levels, people in our Company are given lots of
responsibility and lots of independence.
The Company provides a framework, with goals, from which to operate but
we trust people and we presume that folks are going to meet their
responsibilities with little or no direction or supervision. We believe that if people need help, they’ll
ask for it. We’re proud of the fact
that, in many instances, we provide people the opportunity to try, to fail, to
learn, and to grow.
We look for solutions, not scapegoats. In all companies, things sometimes go
wrong. Shipments are late, designs are
wrong, bills don’t get paid. In many
companies, when these events occur, the tendency is to find out “who’s at
fault” and then blame that person or people.
In our company, it’s much more important to figure out how we’re going to solve
the problem, than it is to assign blame.
When a problem occurs, we treat it as a learning experience, and work
together to craft a mutually agreeable solution. We behave this way whether we’re dealing with
other EBCO employees, customers, or suppliers.
Communication – Complete, honest and open – is crucial. Communication involves not only telling and talking, but
also listening.
Covey gives many examples of respect throughout this behavior. Respect shows up in a lot of different ways. Saying 'please', 'thank you' and 'excuse me', a warm smile, shaking hands, eye contact, returning phone calls and emails, not interrupting are common courtesies. Surprisingly these common courtesies are not as common as they used to be. Did you know there is an entire cottage industry springing up helping the corporate world regain their sense of etiquette in dealing with one another. Check out this interesting treatment of the subject by Giovanella Gonthier. https://www.amazon.com/Rude-Awakenings-Overcoming-Civility-Workplace/dp/079315197X
"What creates trust, in the end, is the leader's manifest respect for the followers." James O'Toole
"While 'Demonstrate Respect' may come across as a 'soft' behavior to some, I contend that it absolutely has a direct relationship to trust and therefore to the bottomline." (p. 149)
Summary: Behavior #2 - DEMONSTRATE RESPECT
* Genuinely care for others
* Show you care
* Respect the dignity of every person and every role
* Treat everyone with respect, especially those who can't do anything for you.
* Show kindness in the little things.
* Don't fake caring (or at least behave your way to sincerity)
* Don't attempt to be 'efficient' with people
I will post a second post for this week on the 3rd BEHAVIOR
Wednesday, October 12, 2016
Behavior #1 - STRAIGHT TALK (pp. 136 - 143)
Let's summarize STRAIGHT TALK, the first trust-building behavior:
Be honest.
Tell the truth.
Let people know where you stand.
Use simple language.
Call things what they are.
Demonstrate integrity.
Don't manipulate people or distort facts.
Don't spin the truth.
Don't leave a false impression.
Yada. Yada. Yada. No, seriously. Really. Thoughtfully read through these things we have heard for years that they have become mundane... but read them afresh. For me, one personal challenge that jumps out... "use simple language".
Covey describes "straight talk" as honesty in action. It is making sure that we do not leave the wrong impression and also not equivocating (vascillating in our opinions based on the preferences our audience or of those in power). It is easy to see how 'straight talk' is based in the core of character, namely integrity.
I'd also like to point out at this point that integrity and trustworthiness are both emotional intelligence skills (our learning framework from ELI):
I love Covey's balanced approach in thinking through these behaviors. He recognizes that too much of a good thing is a bad thing. For instance, you can't excuse cruel and brutal communication as "straight talk". We have to use skill, tact and kindness in all communication. Page 142 gives some great pointers on how to evaluate and improve your own 'straight talk' behavior. I think he has a great suggestion, to have an accountability buddy as we set goals to improve our trust-building behaviors. Is there someone you can ask, "How am I doing?" This is a feedback-seeking behavior.
So, how did you personally process or apply this chapter?
Be honest.
Tell the truth.
Let people know where you stand.
Use simple language.
Call things what they are.
Demonstrate integrity.
Don't manipulate people or distort facts.
Don't spin the truth.
Don't leave a false impression.
Yada. Yada. Yada. No, seriously. Really. Thoughtfully read through these things we have heard for years that they have become mundane... but read them afresh. For me, one personal challenge that jumps out... "use simple language".
Covey describes "straight talk" as honesty in action. It is making sure that we do not leave the wrong impression and also not equivocating (vascillating in our opinions based on the preferences our audience or of those in power). It is easy to see how 'straight talk' is based in the core of character, namely integrity.
I'd also like to point out at this point that integrity and trustworthiness are both emotional intelligence skills (our learning framework from ELI):
Straight talk is especially applicable in the Professional Development Meeting, the context where we are striving to be effective feedback givers and receivers. As we've discussed. we must be able to give & receive both HONEST feedback and SUPPORTIVE feedback. One without the other is not truly 'straight talk'. Covey cites the example of Warren Buffet who writes an annual report with NO spin updates about the status of business, even going to far as to disclose his errors in judgment.
The opposite of 'straight talk' is to lie or deceive. Ouch...when you put it that way, maybe we should take a closer look! I like that point that Covey uncovers that we will pay a tax for deceiving either now or in the future. Sometimes the human mind thinks only in short-term, not long-term consequences.
Here are a list of counterfeit behaviors that defy 'straight talk':
* beating around the bush
* withholding information
* double-talk (say one thing, do another)
* misleading
* flattery
* positioning & posturing
* leaving a false impression (despite speaking the technical truth)
* "spinning" (what Covey calls the grandaddy of them all) which also levies a 'spin tax' which incurs a 'withholding tax' (people begin to withhold information). Some might call the play between spinning and withholding office politics. I'm sure none of us have experienced this first-hand. Good thing we have this book so we can learn about it. ;) "When people have the courage to stop the cycle of spin, amazing things happen. Communication is clear. Meetings are few, brief, and to the point. Trust increases. Speed goes up. Cost goes down.
I love Covey's balanced approach in thinking through these behaviors. He recognizes that too much of a good thing is a bad thing. For instance, you can't excuse cruel and brutal communication as "straight talk". We have to use skill, tact and kindness in all communication. Page 142 gives some great pointers on how to evaluate and improve your own 'straight talk' behavior. I think he has a great suggestion, to have an accountability buddy as we set goals to improve our trust-building behaviors. Is there someone you can ask, "How am I doing?" This is a feedback-seeking behavior.
So, how did you personally process or apply this chapter?
Tuesday, October 11, 2016
The 2nd WAVE - RELATIONSHIP TRUST (Behaviors) (pp. 125 - 143)
I believe it was Einstein that once said, "You can't think yourself out of a problem with the same thinking you used to think yourself into it." This Second Wave follows a similar idea: How to behave yourself out of problems you behaved yourself into!
Specifically, this Second Wave helps us learn to behave in ways with others that increase trust and avoid acting in ways that destroy trust through 13 specific trust-building behaviors.
Covey says that these behaviors are successful for four reasons:
1) They're not based on fads or practices, but time-tested principles.
2) They grow out of the four cores (credibility in character & competence)
3) They are actionable and can be implemented immediately.
4) They are universal (with anyone in your life in any sphere of influence in any culture)
Covey's audacious claim is that these behaviors have the power to create trust in all relationships you have both, personal & professional! He also says that we can behave ourselves out of a problem we have behaved ourselves into, and often faster than we think.
"People don't listen to you speak, they watch your feet," Covey says. Do you agree?
What you DO has far greater impact than anything you SAY. Why is that?
Consider emotional bank accounts. "By behaving in ways that destroy trust, you make withdrawals. By behaving in ways that build trust, you make deposits. The 'balance' reflects the amount of trust in the relationship at any given time.
* Each trust account is unique.
* All deposits and withdrawals are not created equal.
* What constitutes a deposit to one person may not to another.
* Withdrawals are typically larger than deposits.
* Sometimes the fastest way to build trust is to stop making withdrawals
* Each relationship has two trust accounts : your perception and other person's
Things to note about the behaviors section:
Covey concludes this introduction to trust-building behaviors by reminding us that every encounter with another person is a "moment of trust." You can either build or tear down trust.
Specifically, this Second Wave helps us learn to behave in ways with others that increase trust and avoid acting in ways that destroy trust through 13 specific trust-building behaviors.
Covey says that these behaviors are successful for four reasons:
1) They're not based on fads or practices, but time-tested principles.
2) They grow out of the four cores (credibility in character & competence)
3) They are actionable and can be implemented immediately.
4) They are universal (with anyone in your life in any sphere of influence in any culture)
Covey's audacious claim is that these behaviors have the power to create trust in all relationships you have both, personal & professional! He also says that we can behave ourselves out of a problem we have behaved ourselves into, and often faster than we think.
"People don't listen to you speak, they watch your feet," Covey says. Do you agree?
What you DO has far greater impact than anything you SAY. Why is that?
Consider emotional bank accounts. "By behaving in ways that destroy trust, you make withdrawals. By behaving in ways that build trust, you make deposits. The 'balance' reflects the amount of trust in the relationship at any given time.
* Each trust account is unique.
* All deposits and withdrawals are not created equal.
* What constitutes a deposit to one person may not to another.
* Withdrawals are typically larger than deposits.
* Sometimes the fastest way to build trust is to stop making withdrawals
* Each relationship has two trust accounts : your perception and other person's
Things to note about the behaviors section:
- All 13 behaviors require a combination of both character & competence. (The first 5 flow from character, the second 5 from competence and the last 3 from a combination.)
- Any of these behaviors can be taken to the extreme. (Plus Covey also denotes the opposite behavior for each).
- These behaviors work together to create balance (such as between "straight talk" and "demonstrate respect"
- There are tips on how to strengthen your 4 cores and suggestions on how to apply the behavior
Covey concludes this introduction to trust-building behaviors by reminding us that every encounter with another person is a "moment of trust." You can either build or tear down trust.
Tuesday, October 4, 2016
RESULTS continued (pp. 109 - 124)
Covey reveals to us his personal definition of leadership: "Getting results in a way that inspires trust." That is how 'core' trust is to his philosophy of leadership. How many of you referenced trust in your own philosophy of leadership statements? Maybe it is time for a revision...?
This chapter asks us some sensitive questions about our performance:
* What kind of results am I current producing?
* Do those results increase or diminish my personal credibility?
* If I were considering hiring someone, to what extent would that person's track record and current performance influence my decision?
* How good is my own track record?
* How likely would someone be to hire me based on my track record?
* How good am I at identifying desired results and executing effectively to accomplish those results?
* Does my performance inspire confidence and trust?
Think about those thoughtfully. Answer them in a journal if that will help you reflect on them seriously.
We are all evaluated by three key indicators: past, current and anticipated performance.
Consider these companies listed on the Reputation Quotient Survey for 2016:
http://www.theharrispoll.com/reputation-quotient/
Covey encourages us to ask TWO questions about results: What (results am I getting)? and How (am I getting them)? Are you alienating people as you get results? This short-circuits long-term gains because relationships have been damaged. Similarly, if people are included and respected in the process of getting results, you actually exponentially improve future results (faster, easier, happier).
Covey makes a point on page 116 that could be controversial. He challenges the traditional definition of success to include the paradigm that even falling short produces the result of learning. Do you buy it? Yes, no, sometimes? Certainly this idea dovetails nicely with our aspiration to become a feedback-seeking culture. "There is...wisdom in creating a culture that makes it safe for [that] to happen. A transparent culture of learning and growing will generally create credibility and trust, even when the immediate results are not the best."
Wildcard question: Does your performance (results) impact your sense of personal value/worth?
How To Improve Your Results:
1. Take responsibility for your results -results, not activity, is what is required. Measure your results. You be the judge. This is an incredible coaching tool for those who are young professionals. "I stayed on my diet" compared to "I lost 13 pounds". This is a destination, not the journey, paradigm.
2. Expect to win (self-fulfilling prophecy) - I love that Covey refreshes the story of Pygmalion for us. Remember how he set his hopes on his statue of Galatea becoming a real woman...and she did? People will live up to or down to whatever you expect of them. And you will too. We tend to get what we expect from ourselves...and others. This is a growth mindset!
3. Finish strong - Results are all about finishing strong. "Beginners are many; finishers are few." Pick up the pace at the end and finish strong.
This chapter asks us some sensitive questions about our performance:
* What kind of results am I current producing?
* Do those results increase or diminish my personal credibility?
* If I were considering hiring someone, to what extent would that person's track record and current performance influence my decision?
* How good is my own track record?
* How likely would someone be to hire me based on my track record?
* How good am I at identifying desired results and executing effectively to accomplish those results?
* Does my performance inspire confidence and trust?
Think about those thoughtfully. Answer them in a journal if that will help you reflect on them seriously.
We are all evaluated by three key indicators: past, current and anticipated performance.
Consider these companies listed on the Reputation Quotient Survey for 2016:
http://www.theharrispoll.com/reputation-quotient/
Covey encourages us to ask TWO questions about results: What (results am I getting)? and How (am I getting them)? Are you alienating people as you get results? This short-circuits long-term gains because relationships have been damaged. Similarly, if people are included and respected in the process of getting results, you actually exponentially improve future results (faster, easier, happier).
Covey makes a point on page 116 that could be controversial. He challenges the traditional definition of success to include the paradigm that even falling short produces the result of learning. Do you buy it? Yes, no, sometimes? Certainly this idea dovetails nicely with our aspiration to become a feedback-seeking culture. "There is...wisdom in creating a culture that makes it safe for [that] to happen. A transparent culture of learning and growing will generally create credibility and trust, even when the immediate results are not the best."
Wildcard question: Does your performance (results) impact your sense of personal value/worth?
How To Improve Your Results:
1. Take responsibility for your results -results, not activity, is what is required. Measure your results. You be the judge. This is an incredible coaching tool for those who are young professionals. "I stayed on my diet" compared to "I lost 13 pounds". This is a destination, not the journey, paradigm.
2. Expect to win (self-fulfilling prophecy) - I love that Covey refreshes the story of Pygmalion for us. Remember how he set his hopes on his statue of Galatea becoming a real woman...and she did? People will live up to or down to whatever you expect of them. And you will too. We tend to get what we expect from ourselves...and others. This is a growth mindset!
3. Finish strong - Results are all about finishing strong. "Beginners are many; finishers are few." Pick up the pace at the end and finish strong.
Core 4 - RESULTS (p. 109 - 124)
Have you guys ever heard of GE's stringent performance review process? Jack Welch was not messing around when it came to a 'rank and yank' style of talent management. You either make the grade or you get fired.
This chapter rounds out the 4 cores of credibility by emphasizing the necessity of RESULTS! Integrity, Intent, Capabilities...but RESULTS.
GE uses a framework of performance appraisal that considers four scenarios:
1) People who both deliver results AND live the values - these people are retained and promoted
2) People who neither deliver results NOR live the values - these people are let go
3) People who do not achieve, but who live the values - these people can be trained
4) People who achieve high results but do not live the values - these are the hardest of all to deal with! "They achieve the end that everybody wants, but they do it in a way that blatantly defies organizational values." According to "Neutron Jack" (Welch's nickname for his ability to eliminate employees while leaving buildings in tact), these employees too must go.
He says, "Clarity around values and behaviors is not much good unless it is backed up. To make vlaues really mean something, companies have to reward the people who exhibit them and "punish" those who don't."
This is a bit of a surprising stance considering emphasis (necessity, demand!) of performance in today's competitive market environment. "To keep them on as they are is not only unsustainable, it is damaging to the organization and destroy credibility and trust." Can't we sweep some poor behaviors under the rug if the team member is bringing the critical results we need to prosper? Aren't we in business to prosper? What does it mean to prosper, anyway?
Since this (team members who violate values but produce results) is a prevalent and common organizational phenomenon, I'll lead this week's discussion with the simple question: Do you agree? Is performance (results) enough or is performance apart from (emotional intelligence) acceptable?
Another popular framework for evaluating performance is called the 9-box model of performance management:
What do you think about using this framework for performance (results) evaluation?
This chapter rounds out the 4 cores of credibility by emphasizing the necessity of RESULTS! Integrity, Intent, Capabilities...but RESULTS.
GE uses a framework of performance appraisal that considers four scenarios:
1) People who both deliver results AND live the values - these people are retained and promoted
2) People who neither deliver results NOR live the values - these people are let go
3) People who do not achieve, but who live the values - these people can be trained
4) People who achieve high results but do not live the values - these are the hardest of all to deal with! "They achieve the end that everybody wants, but they do it in a way that blatantly defies organizational values." According to "Neutron Jack" (Welch's nickname for his ability to eliminate employees while leaving buildings in tact), these employees too must go.
He says, "Clarity around values and behaviors is not much good unless it is backed up. To make vlaues really mean something, companies have to reward the people who exhibit them and "punish" those who don't."
This is a bit of a surprising stance considering emphasis (necessity, demand!) of performance in today's competitive market environment. "To keep them on as they are is not only unsustainable, it is damaging to the organization and destroy credibility and trust." Can't we sweep some poor behaviors under the rug if the team member is bringing the critical results we need to prosper? Aren't we in business to prosper? What does it mean to prosper, anyway?
Since this (team members who violate values but produce results) is a prevalent and common organizational phenomenon, I'll lead this week's discussion with the simple question: Do you agree? Is performance (results) enough or is performance apart from (emotional intelligence) acceptable?
Another popular framework for evaluating performance is called the 9-box model of performance management:
What do you think about using this framework for performance (results) evaluation?
Tuesday, September 27, 2016
CORE 3 - CAPABILITIES (pp. 91 - 108)
"Don't you realize that we are surrounded by our enemies on every side, and our very survival as a nation depends on our skill?" We aren't at war, but there is a lot at stake if our capabilities aren't where they should be: profit, time, morale, reputation, future opportunity.
"Capable people are credible people." In this section, Covey introduces the COMPETENCE side of building credibility (compared to the CHARACTER side which we just read about: Integrity & Intent). "The competence dimension rounds out and helps give trust its harder, more pragmatic edges." As I translate COMPETENCE to ELI principles, I think about how competence is required to have either INFLUENCE or IMPACT (Core Competencies).
This chapter was so good it hurt! So much good material here! The Peter Principle, TASKS, matching T.A.S.K.S. with Tasks (job fit, job alignment), and How to Increase Capabilities. Wow.
When Covey talks about capabilities, he is talking about these dimensions of capabilities:
Talents - our natural gifts and strengths. These are often the strengths we can't see because they come so naturally. It is Warren Bennis that speaks so meaningfully about our responsibility to "fully express ourselves in the world". What does this mean? It means to find out what your natural talents are (not what others tell you they are) and employ them to the benefit of humanity.
Attitudes - our paradigms, ways of seeing (and I'll add our core beliefs and values). Covey warns against an entitlement mentality. I think we are intimately acquainted with what this is and can give plenty of personal examples of where this is showing up in our culture. Instead, he suggest nurturing a positive and grateful heart.
Skills - these are abilities we acquire through training or experience. While skills grease the skids for performance, Covey warns about not getting typecast into a role just because you have certain skills. It is more effective to leverage your natural talents than your acquired skills. Love that. (been there!)
Knowledge - our learning, insights, understanding, awareness. Covey exhorts us to be ever-learning and staying current in our chosen field. Bryan Dodge quoted Covey's conversation with a CEO when he repeated this clever exchange. "What if we train them and they leave?" "What if we don't, and they stay!" Point well-made.
Style - our unique approach & personality. This section reminds me of our conversation on the 6 Leadership Styles from Daniel Goleman (plus Laissez Faire). Many different styles of management/leadership are effective, we just need to be adept at deciphering which one the situation calls for! (Reminder: visionary, democratic, affiliative, coaching, pace-setting, commanding styles?)
Finally, Covey gives us 3 Ways to Increase Capabilities:
1) Run with your strengths (and your purpose) - focus on engaging, developing, leveraging what is uniquely yours. (Reminder: Strengths-based leadership concept from ELI)
2) Keep yourself relevant - be a lifelong learner, learn everything you can about anything related to your passions and position
3) Know where you're going - people follow those who know where they're going. (Visionary Leadership)
What resonated with you all?
"Capable people are credible people." In this section, Covey introduces the COMPETENCE side of building credibility (compared to the CHARACTER side which we just read about: Integrity & Intent). "The competence dimension rounds out and helps give trust its harder, more pragmatic edges." As I translate COMPETENCE to ELI principles, I think about how competence is required to have either INFLUENCE or IMPACT (Core Competencies).
This chapter was so good it hurt! So much good material here! The Peter Principle, TASKS, matching T.A.S.K.S. with Tasks (job fit, job alignment), and How to Increase Capabilities. Wow.
When Covey talks about capabilities, he is talking about these dimensions of capabilities:
Talents - our natural gifts and strengths. These are often the strengths we can't see because they come so naturally. It is Warren Bennis that speaks so meaningfully about our responsibility to "fully express ourselves in the world". What does this mean? It means to find out what your natural talents are (not what others tell you they are) and employ them to the benefit of humanity.
Attitudes - our paradigms, ways of seeing (and I'll add our core beliefs and values). Covey warns against an entitlement mentality. I think we are intimately acquainted with what this is and can give plenty of personal examples of where this is showing up in our culture. Instead, he suggest nurturing a positive and grateful heart.
Skills - these are abilities we acquire through training or experience. While skills grease the skids for performance, Covey warns about not getting typecast into a role just because you have certain skills. It is more effective to leverage your natural talents than your acquired skills. Love that. (been there!)
Knowledge - our learning, insights, understanding, awareness. Covey exhorts us to be ever-learning and staying current in our chosen field. Bryan Dodge quoted Covey's conversation with a CEO when he repeated this clever exchange. "What if we train them and they leave?" "What if we don't, and they stay!" Point well-made.
Style - our unique approach & personality. This section reminds me of our conversation on the 6 Leadership Styles from Daniel Goleman (plus Laissez Faire). Many different styles of management/leadership are effective, we just need to be adept at deciphering which one the situation calls for! (Reminder: visionary, democratic, affiliative, coaching, pace-setting, commanding styles?)
Finally, Covey gives us 3 Ways to Increase Capabilities:
1) Run with your strengths (and your purpose) - focus on engaging, developing, leveraging what is uniquely yours. (Reminder: Strengths-based leadership concept from ELI)
2) Keep yourself relevant - be a lifelong learner, learn everything you can about anything related to your passions and position
3) Know where you're going - people follow those who know where they're going. (Visionary Leadership)
What resonated with you all?
Wednesday, September 21, 2016
CORE 2 - INTENT (pp. 72 - 90)
There are 4 Cores of Credibility: Integrity, Intent, Capabilities, Results
This week's discussion is on Core 2: INTENT
Covey shares the amusing story of his father (Stephen Covey Sr.) accidentally leaving his mother standing on the side of the road on a cold night as they were switching drivers. Standing (and shivering) there in amazing as she watched Mr. Covey's taillights speed off into the distance, Sandra was left to ponder the intent of her husband. It all turned to be a funny family tale. Many times, we are Sandra. Left on the side of the road, cold and alone, wondering, "Now I wonder what that person's intention was when he/she behaved that way." What a great topic and a great chapter!
Some of you may remember our class in ELI last year when we concluded that we are responsible not just for INTENT, but for our IMPACT, regardless of intent. Covey (back to Jr. now) talks about the critical nature of establishing intent so that we can establish and maintain credibility. Intent is vital to trust!
Here are some important points:
* Intent matters
* It grows out of character
* While we tend to judge ourselves by our intent, we tend to judge others by their behavior (In social psychology research, Fundamental Attribution Error is similar saying we judge others' shortcomings/failures by their character, whereas our shortcomings/failures are from circumstances.)
* Our perception of intent has huge impact on trust
* People often distrust us because of the conclusions they draw about what we do
* It is important for us to actively influence the conclusions others draw by "declaring our intent"
"While our motives and agendas are deep inside in our own hearts and minds, they become visible to others through our behaviors and as we share them with others." Of all the cores, this one - for me - can be the most potentially frustrating. If anyone has ever had his/her motives twisted or hijacked - and used against you, it simply doesn't seem fair that others would have any authority to decide WHY we behaved in such a way. But human nature is here to stay - whether we agree with it or not. Better to learn to influence it.
I do want to mention again briefly our conversation a year and a half ago about quality space since it also applies to INTENT. You might remember that one of the examples of holding a quality space was to reserve judgment when trying to discern a reason or come to a conclusion about a matter. It is the mark of a mature leader to be able to withhold his own thoughts - to wait for more information or evidence - and in some cases forfeiting the role of judge altogether. Assuming the best, overlooking a slight and responding to someone in a way that preserves and nurtures the relationship is far more beneficial than being suspicious.
Covey covers three important areas related to INTENT:
1) Motive - your reason for doing something. "The motive that inspires the greatest trust is genuine caring - caring about people, caring about purposes, caring about the quality of what you do, caring about society as a whole." (Are you also beginning to see a pattern in human growth models where ultimate maturity ends in caring for a others, a group, society and serving those you care about.)
As idealistic as Covey is, he does provide for the possibility that we actually don't care. To that, he simply says, "that's fine - But you will need to understand that you will pay a tax for it." (p. 79) I love the assertion from Coach Jimmy Johnson that the only thing worse that a [leader] who doesn't care about his people is one who pretends to care." Covey turns optimistic again encouraging us that there are things we can do to increase how much we care!
2) Agenda - agenda grows out of motive. Agenda is what you intend to do or promote because of your motive. Are you a win-win kind of person, or a win-lose kind of person?
3) Behavior - behavior is the manifestation of motive and agenda. "The behavior that best creates credibility and inspires trust is acting in the best interest of others." And this is not always that easy to discern, ask any parent! Also, realism tells us that we can only care for and serve so many. This creates a dilemma.
3 Things We Can Do To Improve Intent:
1) Examine and refine your motives - soul-searching questions serve the purpose here (p. 85)
2) Declare your intent - don't be afraid to tell others what is in your heart and mind
3) Choose abundance - there is always enough to go around. Don't be taken captive by the fear of scarcity.
This week's discussion is on Core 2: INTENT
Covey shares the amusing story of his father (Stephen Covey Sr.) accidentally leaving his mother standing on the side of the road on a cold night as they were switching drivers. Standing (and shivering) there in amazing as she watched Mr. Covey's taillights speed off into the distance, Sandra was left to ponder the intent of her husband. It all turned to be a funny family tale. Many times, we are Sandra. Left on the side of the road, cold and alone, wondering, "Now I wonder what that person's intention was when he/she behaved that way." What a great topic and a great chapter!
Some of you may remember our class in ELI last year when we concluded that we are responsible not just for INTENT, but for our IMPACT, regardless of intent. Covey (back to Jr. now) talks about the critical nature of establishing intent so that we can establish and maintain credibility. Intent is vital to trust!
Here are some important points:
* Intent matters
* It grows out of character
* While we tend to judge ourselves by our intent, we tend to judge others by their behavior (In social psychology research, Fundamental Attribution Error is similar saying we judge others' shortcomings/failures by their character, whereas our shortcomings/failures are from circumstances.)
* Our perception of intent has huge impact on trust
* People often distrust us because of the conclusions they draw about what we do
* It is important for us to actively influence the conclusions others draw by "declaring our intent"
"While our motives and agendas are deep inside in our own hearts and minds, they become visible to others through our behaviors and as we share them with others." Of all the cores, this one - for me - can be the most potentially frustrating. If anyone has ever had his/her motives twisted or hijacked - and used against you, it simply doesn't seem fair that others would have any authority to decide WHY we behaved in such a way. But human nature is here to stay - whether we agree with it or not. Better to learn to influence it.
I do want to mention again briefly our conversation a year and a half ago about quality space since it also applies to INTENT. You might remember that one of the examples of holding a quality space was to reserve judgment when trying to discern a reason or come to a conclusion about a matter. It is the mark of a mature leader to be able to withhold his own thoughts - to wait for more information or evidence - and in some cases forfeiting the role of judge altogether. Assuming the best, overlooking a slight and responding to someone in a way that preserves and nurtures the relationship is far more beneficial than being suspicious.
Covey covers three important areas related to INTENT:
1) Motive - your reason for doing something. "The motive that inspires the greatest trust is genuine caring - caring about people, caring about purposes, caring about the quality of what you do, caring about society as a whole." (Are you also beginning to see a pattern in human growth models where ultimate maturity ends in caring for a others, a group, society and serving those you care about.)
As idealistic as Covey is, he does provide for the possibility that we actually don't care. To that, he simply says, "that's fine - But you will need to understand that you will pay a tax for it." (p. 79) I love the assertion from Coach Jimmy Johnson that the only thing worse that a [leader] who doesn't care about his people is one who pretends to care." Covey turns optimistic again encouraging us that there are things we can do to increase how much we care!
2) Agenda - agenda grows out of motive. Agenda is what you intend to do or promote because of your motive. Are you a win-win kind of person, or a win-lose kind of person?
3) Behavior - behavior is the manifestation of motive and agenda. "The behavior that best creates credibility and inspires trust is acting in the best interest of others." And this is not always that easy to discern, ask any parent! Also, realism tells us that we can only care for and serve so many. This creates a dilemma.
3 Things We Can Do To Improve Intent:
1) Examine and refine your motives - soul-searching questions serve the purpose here (p. 85)
2) Declare your intent - don't be afraid to tell others what is in your heart and mind
3) Choose abundance - there is always enough to go around. Don't be taken captive by the fear of scarcity.
Thursday, September 15, 2016
Tuesday, September 13, 2016
Core 1 - INTEGRITY (pp. 59 - 72)
Hi ya'll. Hope everyone is doing well!
Covey uses the metaphor of a tree to demonstrate the 4 Cores of Credibility with the roots being Integrity (Character). "Even though it's underground and not even visible most of the time, it is absolutely vital to the nourishment, strength, stability, and growth of the entire tree."
Have you ever employed a mentality that says, "The ends justifies the means."? You don't have to admit it right here, of course. And this could open up a big can of 'ethical frameworks' debate, but Covey is making a point. Justifying wrong actions is not integrity.
It might be at this point in the book where we get discouraged at the high demands that integrity requires and fold it up and put it away. Even if you don't feel you are currently at your best, let's keep reading. I personally feel integrity is something we ebb into and out of, even though integrity does imply honorable consistency. We are human, we try, we fail. Let's keep trying.
I like the point made that ethics (adherence to rules and regulations) implies compliance. Integrity is much more than just compliance. Chris Bauer, (psychologist, corporate ethics trainer) commented, "It's a psychological issue - [there is] an absence of core values, confusion about what is the right thing to do." I don't know about ya'll, but it seems to me like we're in a time where many are confused about right and wrong, which makes understanding an objective standard of integrity difficult to pin down, much less stand for.
You will remember that Integrity is one of our 6 Core Competencies for building high-performing leaders at Ebco. Our statement is that KP's (knowledgeable partners) demonstrate the character necessary for effectively leading others (and self) in ways that are moral, ethical, authentic and consistent.
Covey asserts that integrity is made up of: Congruence, Humility & Courage:
Congruence = when there is no gap between intent and behavior.
Humility = demonstrated through a person who is more concerned about what is right instead of who is right
Courage = doing the right thing, even when it is hard
How to Make a Powerful Difference in Increasing your Integrity:
1) Make and keep commitments to yourself - "There is absolutely nothing you can do that will increase integrity faster than learning how to make and keep commitments to yourself. Covey advises, don't make too many commitments (lest you get overwhelmed). Treat a commitment you make to yourself with as much respect as you do the commitments you make to others. Don't make commitments impulsively. Sounds like great advice to me!
2) Stand for something - "You can't work from the inside out if you don't even know what's inside. (Insert story of the priest & soldier... who are you, where are you going, why are you going there?)
3) Be Open - Openness is vital to integrity. "He who cannot change the very fabric of his thought will never be able to change reality, and will never, therefore, make any progress." Mic drop. (If anyone wants extra brownie points, google 'confirmation bias' and blend that into this point about being open!
So...let's hear your thoughts on this section. Good stuff, huh guys?
Covey uses the metaphor of a tree to demonstrate the 4 Cores of Credibility with the roots being Integrity (Character). "Even though it's underground and not even visible most of the time, it is absolutely vital to the nourishment, strength, stability, and growth of the entire tree."
Have you ever employed a mentality that says, "The ends justifies the means."? You don't have to admit it right here, of course. And this could open up a big can of 'ethical frameworks' debate, but Covey is making a point. Justifying wrong actions is not integrity.
It might be at this point in the book where we get discouraged at the high demands that integrity requires and fold it up and put it away. Even if you don't feel you are currently at your best, let's keep reading. I personally feel integrity is something we ebb into and out of, even though integrity does imply honorable consistency. We are human, we try, we fail. Let's keep trying.
I like the point made that ethics (adherence to rules and regulations) implies compliance. Integrity is much more than just compliance. Chris Bauer, (psychologist, corporate ethics trainer) commented, "It's a psychological issue - [there is] an absence of core values, confusion about what is the right thing to do." I don't know about ya'll, but it seems to me like we're in a time where many are confused about right and wrong, which makes understanding an objective standard of integrity difficult to pin down, much less stand for.
You will remember that Integrity is one of our 6 Core Competencies for building high-performing leaders at Ebco. Our statement is that KP's (knowledgeable partners) demonstrate the character necessary for effectively leading others (and self) in ways that are moral, ethical, authentic and consistent.
Covey asserts that integrity is made up of: Congruence, Humility & Courage:
Congruence = when there is no gap between intent and behavior.
Humility = demonstrated through a person who is more concerned about what is right instead of who is right
Courage = doing the right thing, even when it is hard
How to Make a Powerful Difference in Increasing your Integrity:
1) Make and keep commitments to yourself - "There is absolutely nothing you can do that will increase integrity faster than learning how to make and keep commitments to yourself. Covey advises, don't make too many commitments (lest you get overwhelmed). Treat a commitment you make to yourself with as much respect as you do the commitments you make to others. Don't make commitments impulsively. Sounds like great advice to me!
2) Stand for something - "You can't work from the inside out if you don't even know what's inside. (Insert story of the priest & soldier... who are you, where are you going, why are you going there?)
3) Be Open - Openness is vital to integrity. "He who cannot change the very fabric of his thought will never be able to change reality, and will never, therefore, make any progress." Mic drop. (If anyone wants extra brownie points, google 'confirmation bias' and blend that into this point about being open!
So...let's hear your thoughts on this section. Good stuff, huh guys?
Saturday, September 3, 2016
The First Wave: Self-Trust (The Principle of Credibility) (pp. 41- 58)
If the book stopped after this section, I would call it one of the best leadership reads 'ever'. As we discussed in ELI, leadership that lasts comes from the inside-out (who you are into what you do). Covey suggests in order to build trust, that we must start with ourselves (sound familiar)? In order to lead others, we must lead ourselves.
This section is about understanding how to build personal credibility through the 4 cores of Integrity, Intent, Capabilities and Results.
Integrity and Intent come from the CHARACTER aspect of trust.
Capabilities and Results come from the COMPETENCE aspect of trust.
The reflection questions that Covey poses to determine credibility are:
1) Do I trust myself?
2) Am I someone others can trust?
It is really very simple really. "The only way to build trust professionally or personally is by being trustworthy." Now we are getting something else concrete that relates to our Core Competency of INTEGRITY.
On pp. 50 - 53, there is a questionnaire that will help you quantify your personal credibility. You may also take the assessment online at www.speedoftrust.com (w/ scoring and analysis and tips on credibility).
Core 1: INTEGRITY -walking your talk, authenticity, beliefs lining up with behavior
Core 2: INTENT - our motives & agendas w/their resulting behavior, caring for the wellbeing of others
Core 3: CAPABILITIES - talents, skills, knowledge, attitude & style plus our ability to establish, grow, extend & restore trust
Core 4: RESULTS - our track record, performance, getting the right things done at the right times
Could you imagine this being a scale used during the Professional Development Meeting? Is this a fair way to evaluate someone on your team?
What about during the hiring process?
What do you think about the marketing strategy example described on page 58? Could that be useful for Ebco's business development strategy? What would it look like?
This section is about understanding how to build personal credibility through the 4 cores of Integrity, Intent, Capabilities and Results.
Integrity and Intent come from the CHARACTER aspect of trust.
Capabilities and Results come from the COMPETENCE aspect of trust.
The reflection questions that Covey poses to determine credibility are:
1) Do I trust myself?
2) Am I someone others can trust?
It is really very simple really. "The only way to build trust professionally or personally is by being trustworthy." Now we are getting something else concrete that relates to our Core Competency of INTEGRITY.
On pp. 50 - 53, there is a questionnaire that will help you quantify your personal credibility. You may also take the assessment online at www.speedoftrust.com (w/ scoring and analysis and tips on credibility).
Core 1: INTEGRITY -walking your talk, authenticity, beliefs lining up with behavior
Core 2: INTENT - our motives & agendas w/their resulting behavior, caring for the wellbeing of others
Core 3: CAPABILITIES - talents, skills, knowledge, attitude & style plus our ability to establish, grow, extend & restore trust
Core 4: RESULTS - our track record, performance, getting the right things done at the right times
Could you imagine this being a scale used during the Professional Development Meeting? Is this a fair way to evaluate someone on your team?
What about during the hiring process?
What do you think about the marketing strategy example described on page 58? Could that be useful for Ebco's business development strategy? What would it look like?
Tuesday, August 30, 2016
You Can Do Something About This! (pp. 27 - 40)
Hey guys...great trial run last week, I really enjoyed reading your takeaways. I think we'll get into a rhythm with this. I had thought Blogger would email ya'll when someone had posted or responded to your comment, but apparently it doesn't. So, you might want to check the blog from time to time for additional comments. Remember, the link is www.eliteaming.blogspot.com.
You Can Do Something About This!
This section opens with Stephen describing his dad assigning him stewardship over their yard as a young seven year old. Dad's instructions were to keep the lawn "green" and "clean" however he saw fit to accomplish those two deliverables. Dad set the expectation, demonstrated what he meant by both "green" and "clean", he absolved himself of responsibility - except that of an occasional assistant if needed - and set up a system for accountability (walking the property twice a week).
As the story goes, at test time, young Stephen didn't exactly pass with flying colors. The yard was brown and littered with trash. With one short lesson in accountability - and Dad providing the promised assistance - Stephen began to step into his new role as lawn caretaker. Apparently, the takeaway for Dad was teaching responsibility, but the takeaway for Son was learning the pleasure of gaining dad's trust . "I wanted to show him that I was capable and responsible. My father had extended trust to me, and that inspired me and created a sense of responsibility and integrity that has stayed with me throughout my life."
Booker T. Washington sums up this story so nicely: "Few things can help an individual more than to place responsibility on him, and to let him know that you trust him."
Covey says that trust is one of the most powerful forms of motivation and inspiration. I have felt that. I am sure you have too. We talked about 8 Core Human Motivators (Desires) in ELI last year. One of them was Competence. One was Ownership. One was Power. One was Recognition. I wonder how many of these desires are fulfilled simply by being trusted by someone in a position of authority or in partnership with us.
Covey states that trust requires both character and competence. Perhaps people have historically thought trust comes mostly from character (integrity, motive, intent with people) but he makes the equally valid point that people trust us when we utilize our capabilities and skills to get results and build a track record. Great point!
What made you all think in this chapter or was a new idea?
You Can Do Something About This!
This section opens with Stephen describing his dad assigning him stewardship over their yard as a young seven year old. Dad's instructions were to keep the lawn "green" and "clean" however he saw fit to accomplish those two deliverables. Dad set the expectation, demonstrated what he meant by both "green" and "clean", he absolved himself of responsibility - except that of an occasional assistant if needed - and set up a system for accountability (walking the property twice a week).
As the story goes, at test time, young Stephen didn't exactly pass with flying colors. The yard was brown and littered with trash. With one short lesson in accountability - and Dad providing the promised assistance - Stephen began to step into his new role as lawn caretaker. Apparently, the takeaway for Dad was teaching responsibility, but the takeaway for Son was learning the pleasure of gaining dad's trust . "I wanted to show him that I was capable and responsible. My father had extended trust to me, and that inspired me and created a sense of responsibility and integrity that has stayed with me throughout my life."
Booker T. Washington sums up this story so nicely: "Few things can help an individual more than to place responsibility on him, and to let him know that you trust him."
Covey says that trust is one of the most powerful forms of motivation and inspiration. I have felt that. I am sure you have too. We talked about 8 Core Human Motivators (Desires) in ELI last year. One of them was Competence. One was Ownership. One was Power. One was Recognition. I wonder how many of these desires are fulfilled simply by being trusted by someone in a position of authority or in partnership with us.
Covey states that trust requires both character and competence. Perhaps people have historically thought trust comes mostly from character (integrity, motive, intent with people) but he makes the equally valid point that people trust us when we utilize our capabilities and skills to get results and build a track record. Great point!
What made you all think in this chapter or was a new idea?
Wednesday, August 24, 2016
The One Thing That Changes Everything (up to p. 26)
Hey gang! Here we go! Here are some ideas to refresh you on these opening pages. You can comment on what is here or contribute any reflection or reaction to what you have read so far. Be sure to offer a comment and then offer a response to someone else's comment.
Covey's opening thesis:
"There is one thing that is common to every individual, relationship, team, family, organization, nation, economy and civilization throughout the world - on thing which, if removed, will destroy the most powerful government, the most successful business, the most thriving economy, the most influential leadership, the greatest friendship, the strongest character, the deepest love."
"On the other hand, if developed and leveraged, that one thing has the potential to crate unparalleled success and prosperity in every dimension of life. Yet it is the least understood, most neglected, and most underestimated possibility of our time."
"That one thing is trust."
Covey goes on to say:
"Contrary to what most people believe, trust is not some soft, illusive quality that you either have or you don't; rather, trust is a pragmatic, tangible, actionable asset that you can create - much faster than you probably think possible... it is the key leadership competency of the new global economy."
In the opening pages, Covey defines 'trust' simply as 'confidence' (compared to its opposite: suspicion). "The difference between a high-trust and a low-trust relationship is palpable" just by thinking about those whom you trust and those whom you don't.
REFLECT on any of these ideas:
What are your knee jerk thoughts on the role of trust in relationships - at work, at home, among strangers working side by side in society?
According to a recent study by British sociologist David Halpern, only 34% of Americans believe others can be trusted. Do we have a trust crisis on our hands? (p. 10) What are its ramifications?
Do you agree that we project the behavior of the few upon the many? How does suspicion effect the way we show up in teams? (ref. p. 13)
Can you think of some additional examples of Covey's formula : (p. 13)
When Trust goes DOWN = Cost goes UP, Speed goes DOWN
When Trust goes UP = Cost goes DOWN, Speed goes UP
REACT to any of the following statements:
* "Do you trust your boss?" Companies have learned that the answer to this one question is more predictive of team and organizational performance than any other question they might ask. (p. 17)
* "High-trust individuals are more likely to be promoted, make more money, receive the best opportunities, and have more fulfilling and joyful relationships." (p. 21)
* Robert Shaw suggests that success in business requires two things:
A) a winning competitive strategy
B) superb organizational execution
Covey says that trust impacts both of these. (p. 20)
There are 8 Trust Myths - react to any one of these (p. 25)
1) Trust is soft.
2) Trust is slow.
3) Trust is built solely on integrity.
4) You either have trust or you don't.
5) Once lost, trust cannot be restored.
6) You can't teach trust.
7) Trusting people is too risky.
8) Trust is established one person at a time.
Alright, let the comments fly!
Covey's opening thesis:
"There is one thing that is common to every individual, relationship, team, family, organization, nation, economy and civilization throughout the world - on thing which, if removed, will destroy the most powerful government, the most successful business, the most thriving economy, the most influential leadership, the greatest friendship, the strongest character, the deepest love."
"On the other hand, if developed and leveraged, that one thing has the potential to crate unparalleled success and prosperity in every dimension of life. Yet it is the least understood, most neglected, and most underestimated possibility of our time."
"That one thing is trust."
Covey goes on to say:
"Contrary to what most people believe, trust is not some soft, illusive quality that you either have or you don't; rather, trust is a pragmatic, tangible, actionable asset that you can create - much faster than you probably think possible... it is the key leadership competency of the new global economy."
In the opening pages, Covey defines 'trust' simply as 'confidence' (compared to its opposite: suspicion). "The difference between a high-trust and a low-trust relationship is palpable" just by thinking about those whom you trust and those whom you don't.
REFLECT on any of these ideas:
What are your knee jerk thoughts on the role of trust in relationships - at work, at home, among strangers working side by side in society?
According to a recent study by British sociologist David Halpern, only 34% of Americans believe others can be trusted. Do we have a trust crisis on our hands? (p. 10) What are its ramifications?
Do you agree that we project the behavior of the few upon the many? How does suspicion effect the way we show up in teams? (ref. p. 13)
Can you think of some additional examples of Covey's formula : (p. 13)
When Trust goes DOWN = Cost goes UP, Speed goes DOWN
When Trust goes UP = Cost goes DOWN, Speed goes UP
REACT to any of the following statements:
* "Do you trust your boss?" Companies have learned that the answer to this one question is more predictive of team and organizational performance than any other question they might ask. (p. 17)
* "High-trust individuals are more likely to be promoted, make more money, receive the best opportunities, and have more fulfilling and joyful relationships." (p. 21)
* Robert Shaw suggests that success in business requires two things:
A) a winning competitive strategy
B) superb organizational execution
Covey says that trust impacts both of these. (p. 20)
There are 8 Trust Myths - react to any one of these (p. 25)
1) Trust is soft.
2) Trust is slow.
3) Trust is built solely on integrity.
4) You either have trust or you don't.
5) Once lost, trust cannot be restored.
6) You can't teach trust.
7) Trusting people is too risky.
8) Trust is established one person at a time.
Alright, let the comments fly!
Wednesday, July 13, 2016
Introduction
What does it take to build healthy, effective teams?
Some have said, "You have to get the right people in the right seats on the bus."
Some have said that you have to have people that know what they're doing.
Others have said a tenacious focus on accomplishing goals is the bedrock of trust.
Or, you might agree with Jim Collins (author of Good to Great) that a Level 5 leader makes all the difference.
For those that are already thinking about the communication and conflict issues related to team management, you might say the ability to get along with others trumps these other important aspects of teaming.
To all of this I say, "yes".
Patrick Lencioni, a contemporary leadership thinker and consultant suggests that vulnerability-based TRUST is actually the foundation on which cohesive teams are built. Can your team members admit when they are wrong? Do they ask for help? Do they offer sincere praise when it is appropriate? I can see where he is coming from. Here is his model of effective teams in one image:
Mr. Lencioni proposes that all team-cohesiveness starts with trust. And he isn't the only one speaking out on this subject.
David Horsager is the author of The Trust Edge: How Top Leaders Gain Faster Results, Deeper Relationships and a Stronger Bottomline.
Christopher Evans wrote Leadership Trust: Build It, Keep It.
Megan Tschannen-Moran shares her thoughts in Trust Matters: Leadership for Successful Schools.
And Charles Green, an author and consultant, focuses solely on trusted business relationships in his consulting work. He has written an enlightening article on the subject here: http://www.forbes.com/sites/trustedadvisor/2012/04/03/why-trust-is-the-new-core-of-leadership/#6e1f24cf5e12
Many companies include trust in their core values statement. Bill Egger's former employer, MOOG (manufacturers of precision motion control products) includes the quality of trust in their core values statement. Could it be that so many well-respected product- and profit-focused businesses really give that much attention to such a "soft" quality? Read this excerpt from MOOG's core value statement and consider how trust might impact team performance:
"For our collaboration to be effective, mutual trust is crucial. Each of us has to be willing to rely on what our teammates have said and what they've done. We trust that people show up every day and put forth an honest effort. If one of our folks has signed off a piece of work as complete, we believe it is complete. If someone make a statement, we believe the statement is honest and correct. This level of trust has to be earned and, in order to maintain it, everyone has to deal with each other honestly and fairly."
Ok, we get it. Trust matters!
Most of us have an idea about how trust is built, maintained, lost and re-established. We are dealers in trust from birth, but maybe we have never intentionally studied trust in order to make it stronger! Why are some people natural trust-builders and others aren't initially trusted? What is the DNA of trust? How can I be fair without blindly trusting every Joe-Schmoe who walks through the door petitioning for my trust? What are the behaviors that can help me as a leader strengthen my 'trustworthiness'. Are we undermining our own influence without knowing it? If I've lost trust, how can I ever hope to restore a friend or colleague's faith in me?
For the next few weeks, we will have an online book study and discussion related to Stephen M.R. Covey's in-depth look at the subject of trust in his book The Speed of Trust: The One Thing That Changes Everything. Stephen is the son of renowned leadership expert Stephen Covey whom you probably know for his smash-success The 7 Habits of Highly Effective People. In his book, you will see that Stephen (Jr.) does not fall far from the leadership tree.
Dig in over the next few weeks, read the chapters, participate in the online dialogue and let's see what conclusions we can draw about effective teams from this thought-provoking book.
I will post one blog post each week that will be sent to your inbox. Read the chapter for that week, then log on to see what your colleagues are thinking and learning from this incredible book!
See you in Chapter 1 "The One Thing That Changes Everything"!
To find an overview, go here:
https://www.amazon.com/SPEED-TRUST-Thing-Changes-Everything/dp/1416549005/ref=sr_1_1?ie=UTF8&qid=1468437967&sr=8-1&keywords=speed+of+trust
* Since we've talked about becoming a feedback-seeking culture, I will give one Feedback Coin (FC) for each typo you find in my blog - yes, I'm serious. It's just a fun game. You can use your coins at the end of the study in the Innertwine Store (which I'll let you know more about later).
Some have said, "You have to get the right people in the right seats on the bus."
Some have said that you have to have people that know what they're doing.
Others have said a tenacious focus on accomplishing goals is the bedrock of trust.
Or, you might agree with Jim Collins (author of Good to Great) that a Level 5 leader makes all the difference.
For those that are already thinking about the communication and conflict issues related to team management, you might say the ability to get along with others trumps these other important aspects of teaming.
To all of this I say, "yes".
Patrick Lencioni, a contemporary leadership thinker and consultant suggests that vulnerability-based TRUST is actually the foundation on which cohesive teams are built. Can your team members admit when they are wrong? Do they ask for help? Do they offer sincere praise when it is appropriate? I can see where he is coming from. Here is his model of effective teams in one image:
Mr. Lencioni proposes that all team-cohesiveness starts with trust. And he isn't the only one speaking out on this subject.
David Horsager is the author of The Trust Edge: How Top Leaders Gain Faster Results, Deeper Relationships and a Stronger Bottomline.
Christopher Evans wrote Leadership Trust: Build It, Keep It.
Megan Tschannen-Moran shares her thoughts in Trust Matters: Leadership for Successful Schools.
And Charles Green, an author and consultant, focuses solely on trusted business relationships in his consulting work. He has written an enlightening article on the subject here: http://www.forbes.com/sites/trustedadvisor/2012/04/03/why-trust-is-the-new-core-of-leadership/#6e1f24cf5e12
Many companies include trust in their core values statement. Bill Egger's former employer, MOOG (manufacturers of precision motion control products) includes the quality of trust in their core values statement. Could it be that so many well-respected product- and profit-focused businesses really give that much attention to such a "soft" quality? Read this excerpt from MOOG's core value statement and consider how trust might impact team performance:
"For our collaboration to be effective, mutual trust is crucial. Each of us has to be willing to rely on what our teammates have said and what they've done. We trust that people show up every day and put forth an honest effort. If one of our folks has signed off a piece of work as complete, we believe it is complete. If someone make a statement, we believe the statement is honest and correct. This level of trust has to be earned and, in order to maintain it, everyone has to deal with each other honestly and fairly."
Ok, we get it. Trust matters!
Most of us have an idea about how trust is built, maintained, lost and re-established. We are dealers in trust from birth, but maybe we have never intentionally studied trust in order to make it stronger! Why are some people natural trust-builders and others aren't initially trusted? What is the DNA of trust? How can I be fair without blindly trusting every Joe-Schmoe who walks through the door petitioning for my trust? What are the behaviors that can help me as a leader strengthen my 'trustworthiness'. Are we undermining our own influence without knowing it? If I've lost trust, how can I ever hope to restore a friend or colleague's faith in me?
For the next few weeks, we will have an online book study and discussion related to Stephen M.R. Covey's in-depth look at the subject of trust in his book The Speed of Trust: The One Thing That Changes Everything. Stephen is the son of renowned leadership expert Stephen Covey whom you probably know for his smash-success The 7 Habits of Highly Effective People. In his book, you will see that Stephen (Jr.) does not fall far from the leadership tree.
Dig in over the next few weeks, read the chapters, participate in the online dialogue and let's see what conclusions we can draw about effective teams from this thought-provoking book.
I will post one blog post each week that will be sent to your inbox. Read the chapter for that week, then log on to see what your colleagues are thinking and learning from this incredible book!
See you in Chapter 1 "The One Thing That Changes Everything"!
To find an overview, go here:
https://www.amazon.com/SPEED-TRUST-Thing-Changes-Everything/dp/1416549005/ref=sr_1_1?ie=UTF8&qid=1468437967&sr=8-1&keywords=speed+of+trust
* Since we've talked about becoming a feedback-seeking culture, I will give one Feedback Coin (FC) for each typo you find in my blog - yes, I'm serious. It's just a fun game. You can use your coins at the end of the study in the Innertwine Store (which I'll let you know more about later).
Subscribe to:
Posts (Atom)