Welcome Sign in on the printed roster Write your name on the table tent with the marker at your table Write down one thing your area is really doing.

Welcome

Sign in on the printed roster

Write your name on the table tent with the marker at your table

Write down one thing your area is really doing well and one thing you think your group could do better

Introductions

Shelley Tattersall – 434-326-7573

Getting to know you:

o Tell us your name and about the department where you work

o Tell us one thing your area does well and one thing your area could do better

Guideline for the Series – Must Do’s

Attend ALL classes Complete the Leader Education Plan and

meet with your managers between classes Complete any outside work Hold each other to the things we talk about

(Peer Support Group) Be open and honest during the class

Environment of TRUST in class

People need to be able to tell their stories No specific information leaves this room,

nor do any emotions Very sensitive information should be

prefaced “Please don’t share any part of this outside of this room”

Building Trust

Activity

Trust Objectives

1. Identify common workplace behaviors that can either build or break trust

2. Demonstrate behaviors that show you trust others as well as give people the confidence to trust in you

3. Apply trust building techniques in challenging, low trust situations

Speed of Trust

Stephen MR Covey video

Why talk about Trust?A Crisis of Trust

% of students who acknowledged cheating

Liberal Arts Students 43%Education Students 52%Medical Students 63%Law Students 63%Business Students 75%

ItemUVAMC Overall

(unfavorable/neutral)Management Overall(unfavorable/neutral)

5. There is a climate of trust within my work unit

31% 18%

10. I can trust what my manager tells me

27% 17%

21. I can trust what this organization tells me

43% 30%

23. I believe leadership will do something about the important issues identified by this survey

42% 25%

Why talk about Trust?2012 Employee Engagement

What is Trust?

When UVA employees say, “there is a lack of trust here”, what are they saying?

Discuss at your tables and then report out to the larger group

Flawed Theories About Trust- Roy Lewicki

I hold an important title and a powerful position in this company, so you should trust me

I have years of experience in this area, so you should trust me

I am considered an expert in this field, so you should trust me

It’s up to the other person to build their trust in me-it’s your job to learn to trust me

I can win the trust of others simply by calling for it

Trust me, I’m from ….(HR, Compliance, IT, etc.)

Concept of Trust

“Trust is like the air we breathe.

When it’s present, nobody really notices.

But when it’s absent everybody notices.”

-Warren Buffet

Why Talk About Trust?Trust and Competency Companions

TrustworthinessTrustworthiness

CommunicationCommunication

Conflict Management

Conflict Management

TeamworkTeamwork

Trust Trust Breaker

Trust Repair

Trust Builder

How Trust Works

Trust Breakers

Broken Promises Self-Orientation/Serves Own Interest Acts Inconsistently Avoids Issues Makes Assumptions Doubts Others/Has Trouble Trusting

Think of someone who broke trust with you

Self Evaluation

Take the testLook at the final scoresNote where you scored low

Total score of 90-100 you have high personal credibility. You demonstrate both character and competence.

Score of 70-90 you have a bit of credibility gap which shows up as lower self trust or ability to trust others

If scored 70 or below likely have a more serious credibility problem

The 5 Waves of Trust-Covey

Societal Trustcreating value, contribution

Market Trustyour brand and reputation

Organizational Trust how leaders generate trust

Relationship Trustestablishing consistent behavior

Self Trust confidence in ourselves

Wave 1 – Self Trust

Stephen MR Covey video

Self Trust: Being Credible to Yourselfand to Others

4 Cores of Credibility Integrity – Are you

Congruent? Intent – What’s your

agenda, motive Capabilities – Are

you relevant Results – What’s

your track record

Integrity = Character

Asks the question: “Am I congruent?”

Some believe “Integrity is Honesty!”

Do you walk your talk

Do you have the courage to act in accordance with your values and beliefs?

Intent=Character

Capabilities - Are You Relevant?

“The first dimension of competence is capabilities.”T-TalentsA-AttitudesS-SkillsK-KnowledgeS-Style

Results - What’s Your Track Record?

Asks the question: “What is my track record?”

Results matter – They matter to your credibility

If we don’t accomplish what we are expected to do, our credibility suffers

Building Self Trust

One person you think demonstrated excellent skills of self trust

Look at the self trust builders and determine which of them this person did very well

Discuss at your table what this specifically looked like

Each table will share highlights of the discussion with the larger group

Table Exercise

How to Build Self Trust Cores

Trust Workbench

Who do you want to build trust with?

What trust builder will you use?

What specific behavior will you change?

ReferencesCovey, S.M.R. & Merrill, R.R. (2006). The Speed of Trust: The One Thing that Changes Everything. Retrieved on

December 4, 2008 from http://www.coveylink.com/documents/SOTBookManuscript-Ch1-2.pdfGalford, R. & Drapeau, A. S. (2003, February). The Enemies of Trust. Harvard Business Review. Harris Interactive, The Harris Poll #4, Jan. 13, 2005Galford, Robert and Drapeau, Seibold; The Trusted Leader, Bringing Out the Best in Your People and Your

Company; FREE PRESS, Copyright 2002 by Galford, Robert and Drapeau, SeiboldJennings, M. M. (1998, Winter). Ethics: Why It Matters and How You Do It . Journal of Government Financial

Management. Joni, S, A. (2004, March) The Geography of Trust. Harvard Business Review. Kim, P.H., Dirks, K.T., Cooper, C.D., & Ferrin, D.L. (2006, January). When more blame is better than less: The

implications of internal vs. external attributions for the repair of trust after a competence-vs. integrity-based trust violation. Organizational Behavior and Human Decision Processes, 99, (1), 49-65.

Kim, P.H., Ferrin, D.L, Cooper, C.D., & Dirks, K.T. (2004, February) Removing the Shadow of Suspicion: The Effects of Apology Versus Denial for Repairing Competence- Versus Integrity-Based Trust Violations. Journal of Applied Psychology, 89, (1), 104-118.

Maister, David; Gree, Charles H.; Galford, Robert M.; The Trusted Advisor; FREE PRESS, Copyright 2000 by Maister, David; Gree, Charles H.; Galford, Robert M

McCabe, D.L. (1992). The Influence of Situational Ethics on Cheating Among College Students. Sociological Inquiry, 62, (3), 365-374.

Problems at the Top – Apathy, Contempt for Managers. (2005, January 25). New Employer/Employee Equation Survey. Conducted by Harris Interactive for Age Wave and the Concourse Group. Retrieved on December 4, 2008 from http://www.agewave.com/media_files/EEE_011905_PressRelease.pdf

Reina, Dennis, PhD, Reina, Michelle, PhD; Trust and Betrayal in the Workplace, Building Effective Relationships in Your Organization; Berrett-Koehler Publishers, Inc., Copyright 2006 by Reina, Dennis, PhD, Reina, Michelle, PhD

Simons, T. (2002, September). The High Cost of Lost Trust. Harvard Business Review.Sustainable Performance Through Workplace Trust (2000). Organization Integrity Survey. Retrieved on

December 4, 2008 from http://www.352express.com/wpm/files/78/BUSINESS%20CASE%20for%20trust.pdfTomlinson, E.C., Dineen, B.R., & Lewicki, RL. (2004). The Road to Reconciliation: Antecedents of Victim

Willingness to Reconcile Following a Broken Promise. Journal of Management, 30, 165-187.Watson Wyatt Work USA 2004/2005: Effective Employees Drive Financial Results. Retrieved on December 4,

2008 from http://www.watsonwyatt.com/research/resrender.asp?id=w-788&page=1

Crucial Conversations

Identify Your Style Under Stress

Program Overview

STATE My Path- How to speak persuasively Master My Stories-How to stay in dialogue when your angry,

scared or hurt

Vital Smarts – www.crucialconversations.com

Identify Your Style under Stress

Speak Assertively, not Aggressively

Create a Safe Environment for Others to Speak

Get Unstuck-How to spot conversations that keep you from resultsStart with Heart-How to stay focused on what you wantLearn to Look-How to notice when safety is at risk

Make it Safe – How to make it safe to talkExplore Other’s Path – How to Listen when others blow up or clam up

The Law of Crucial Conversation

Anytime you find yourself stuck, there are crucial

conversations keeping you there.

Identify the crucial conversations that you’re not

holding or not holding well, figure out where you’re

going wrong, fix it and get better outcomes.

What makes a conversation crucial?

Every Crucial Conversation Contains Three Elements

Getting Stuck

We’re all stuck or not achieving what we want in a variety of areas, ranging from awkward or failing relationships to dysfunctional teams to cost, quality or safety problems at work.

At your tables:Discuss how you got your way as a child.

Report out to group.

The Crucial Conversations Model

Silence vs. Violence

We often hold things inside by going silent until we can’t take it any longer – then we drop a bomb.

We move from silence to violence

Backtracking

Content: What you are talking about

Process: How you’re treating each other as you navigate through the conversation.

The process we’ll focus on is how people affect the flow of information – are we in silence, violence, or healthy dialogue

The more people share their information, the larger the POOL of shared meaning. The bigger the pool the more action takes place.

Identifying Where You’re Stuck

Individually:Write down as many places, situations, or

circumstances where you currently feel stuck.

What bad results do you want to fix? What good results are you currently not able to achieve? What problems are you always trying to fix? What do people gripe about?

Page 10 in the Toolkit

Unbundle with CPR

Content: a single instance of a problem. If either the action itself or

the immediate consequences is the issue, you’ve got a content

problem.

Pattern: a recurring problem – a pattern of behavior over time.

Relationship: How the problem is affecting your working relationship

- e.g. trust is suffering

Example: An employee is late to work – you discuss content. An

employee is late to work for the next five days – you discuss pattern.

You start to feel you can’t trust this employee to follow through on

commitments – you discuss relationship.

My Real Conversation

Poor Effort Awful Meetings Diversity issues Authority issues High turnover Poor Team work Mistrust

Persistently poor quality Over or Under managing Stalled change effort Lack of innovation Safety problems Failure to deliver Chronic overtime

Identify an area in which you would like to work on. With a partner’s help, step out of content & examine the process.

Start with Heart

The Problem The first thing that degrades

during a crucial conversation is not our behavior (that comes second), but our motive.

The core of Trust is Intento What’s your agenda,

motive

The Solution Learn how to stay focused

on what you really want, and get better results.

Motive = Genuine Caring Agenda = Mutual Benefit Behavior = Best Interest

of Others

Start with the Heart

If you don’t first change your heart, any efforts to change your actions are likely to be insincere, shallow and doomed to failure!

Video: Let’s take a look at a situation, in which motives degrade, and the people become blind to their role in the problem. Raise your hand as you notice motives changing.

When Conversations Start to Fail

1. Ask, “What do I really want – For myself? For others? For the relationship?

2. Ask, “What am I acting like I want?”

3. Ask, “How would I behave if I really did?”

Then behave as if you really do.

Work on Me First

Admit your role – Seldom do we look at ourselves

Ask yourself - Why would a reasonable, rational and decent person do what they are doing?

o Self justifying stories

Use two toolsFocus on what you really wantRefuse the Sucker’s Choice

Focus on What you REALLY Want

Unhealthy Goals Be Right Look good/save face Keep the peace Win Punish/blame Avoid Conflict Control the situation Convince someone

Goals of Dialogue Learn Find the truth Produce results Strengthen

relationships Maintain relationships

Sucker’s Choice

Either/or choices… why do we create false dilemmas?

Fight or flight mode. At the time our choices seem logical.

Provides us with an excuse. “Of course I did something to attack his credibility because…”

Refuse the Sucker’s Choice

Changing needless OR statements:o Either we can maintain respect and support the

physician, OR we can speak up, appear to be questioning the physician and face consequences.

To AND options:o I wonder how I can speak up, ensure safety AND

still be viewed as respectful.

Exercise: Refer back to your Real Conversation and come up with a “Sucker’s Choice”.

Next: With your learning partnerClarify what you want to achieveClarify what you want to avoidCombine the two into an “and” question by asking

“I wonder how I can achieve _______________ and avoid _______________?”

How to Get to AND Thinking

Start with Heart Summary

Focus on what you really wanto What are you acting like you want?o Your intentions, motive

Review healthy vs. unhealthy goals

Refuse the Sucker’s Choiceo Use the power of “AND” thinking

Learn to LOOK

The Problem

When a conversation turns crucial we either miss or misinterpret the early warning signs. We get caught up in the content.

The Solution

The sooner we notice we’re not in dialogue, the quicker we can get back to dialogue and lower the cost.

Learn to Look

Sometimes we know we’re about to step into a crucial conversation-we’re prepared

Sometimes we’re caught by surprise and end up in silence or violence

Learn to Look for…

Early warning signs (feelings)

Physical signs of silence and violence

Your own reactions under stress

Identifying Types of Silence and Violence

SILENCE Masking Avoiding Withdrawing

VIOLENCE Controlling Labeling Attacking

Your “Style Under Stress”

Individually: Complete the worksheet to determine your

preferred Style Under Stress

How can you use this knowledge?

Page 19 & 20

How many can you identify?

LabelingMaskingControllingLabelingControllingAvoidingAttackingMaskingLabelingAvoiding

Learn to Look for Your Own Style Under Stress

By knowing we’re able to: Put up a “caution sign” Keep closer tabs on our own reactions Guard against our worst tendencies Either avoid problems altogether or catch them

early

It’s Not Easy

On your worst day, you miss the fact that the conditions of dialogue are failing and go straight to silence or violence.

On a good day, you recognize that people are going to silence and violence, but don’t know what to do about it.

On your best day, you see more than silence and violence – you see what is causing it, and have a crucial conversation.

Next Steps

Complete Leader Education Plan

Meet with Manager to discuss the plan

Login to UVA COLLAB to complete assignments – Let us know if you have questions/concerns

UVA COLLAB