Donna Burnette on Speed of Trust

2012 AdVenture Marketing
Conference

The Speed of Trust

Presenter:   Donna Burnette

Tuesday, August 21

Note:  The information and suggestions presented should serve only as a foundation for further
analysis.  The National Association of Electrical Distributors hereby disclaim any and all
responsibility or liability which may be asserted or claimed arising from or claimed to have arisen
from reliance upon the information or utilization of the information contained in this packet of
materials.

Global Speed of Trust Practice®
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The ability to establish, grow, extend, and restore trust with
all stakeholders—customers, business partners, investors
and co-workers—is the key leadership competency of the
new, global economy. ,!#6&F@&*!9?!R?!5)K&:
AdVenture Conference 2012!
Franklin Covey Co. All rights reserved.! 2
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High-Trust and Low-Trust Relationships
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RELATIONSHIP TRUST

Identify a person at work with %&'()#"
!"#$ whom you have a high-trust relationship:
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$70'6!('!'2)C? is it like to work with this person?
What
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What is it like to communicate with them?
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How long does it take to get things done?
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What kind of results are you able to achieve?
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1)*L6? Identify a person at work with whom you have a low-trust relationship:
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What is it like
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6()*'Q!I(22!670'6? kind of results are you able to achieve?
What 64B2('@!670'6?
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Trust Taxes and Dividends 94:!;<=!;>..

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Trust Tax
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=
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$70'6!('!')86? $70'6!('!@471=!7&42!4*1!A&4, COST
TRUST SPEED
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Trust Dividend 7('I:?
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TRUST SPEED
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Earning a Dividend
1. Choose one workplace situation that could benefit greatly from increased speed and decreased cost.
!"#$
(Choose an area you can influence.) %&'()#"
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2. What “Trust Tax” are now because of this situation?
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TIONSHIP
ORGANI IONAL
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The 4 Cores of Credibility
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_________________________________
G)'6!4*1!('!A&4'074B2&? _________________________________
4. Results
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7&'6)7&1? G4*!B&!7&'6)7&1? _________________________________
_________________________________
#47B4*&'!MN2&:!702&'!O)7!COMPETENCE
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3. Capabilities _________________________________
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2. Intent
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_________________________________
_________________________________
A4*:?
CHARACTER
_________________________________
_________________________________
1. Integrity
_________________________________
The ability to establish, grow, extend, and restore _________________________________
trust with
_________________________________
_________________________________
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The 4 Cores: Self-Assessment

!"#$%&'&()*+,#,)%
!"#$!%&'()'*+ you read each set of statements, circle the number that best describes where you feel you are on the
As
continuum: 1 means you identify with the statement on the left; 5 means you feel best described by the
statement on the right; 2, 3, or 4 mark various positions in between.
!"#$ %&'()#"
INTEGRITY
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MORE LIKE THIS < < | > > MORE LIKE THIS
$70'6!('!'2)C? D)6@(*3!('!4'!84'6!4'!6@&!
I sometimes justify telling “white
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lies,” misrepresent people or
$70'6!('!(*6&37(6:!)*2:? the truth to get
situations, or “spin” $70'6!('!&E042!F476'!5@474G, in my interactions with
1 2 3 4 5 honest

the results I want. 6&7!H!5)AF&6&*G&? others.
$70'6(*3!F&)F2&!('!6))!7('I:? D)6!670'6(*3!F&)F2&!('!A)7&!
At times, there’s a mismatch
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between what I think and what I
What
1)*L6? or between my actions and1&'67):&1? 2 3 4 5 think and feel; I consistently “walk
say, my
1
my talk.”
$70'6!G4*L6!B&!A&4'07&1?
values. $70'6!488&G6'!B)6@!'F&&1!4*1!
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M*G&!2)'6=!670'6!G4*L6!B&! values.
I am not fully clear on my
I am clear on my values and
7&'6)7&1?
It’s difficult for me to stand up G4*!B&!7&'6)7&1? 5
for 1 2 3 4
courageous in standing up for them.
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something when others disagree. 5)AF2(4*G&P7&30246()*'!47&!
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It’s hard for that
I am genuinely open to the
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someone else may be right or that $70'6!G4*!B&!B)6@!6403@6!
possibility of learning new ideas that
4*1!2&47*&1? 3 4 5 may cause me to rethink issues or
there is additional information out 1 2
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there that may cause me to $@&!670'6!:)0!B0(21!C(6@!)*&!
even redefine values.
my mind.
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I have a difficult time setting I am able to consistently make and
and achieving personal goals or 1 2 3 4 5 keep commitments to myself and to
commitments. others.

“Integrity” Score:
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The 4 Cores: Self-Assessment94:!;<=!;>..

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!"#$!%&'()'*+
INTENT

I don’t really care that much
!"#$ %&'()#"
about people, except those closest I genuinely care about other people
$70'6!('!')86? It’s hard for me to think
to me.
$70'6!('!@471=!7&42!4*1!A&4,am deeply concerned about the
1 2 3 4 5 and
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about concerns outside of my own well-being of others.
$70'6!('!'2)C? in life.
challenges D)6@(*3!('!4'!84'6!4'!6@&!
!"##$%)8!$70'6?
$70'6!('!(*6&37(6:!)*2:? $70'6!('!&E042!F476'!5@474G,
6&7!H!5)AF&6&*G&?
I don’t think a lot about why I do I am consciously aware of my
$70'6(*3!F&)F2&!('!6))!7('I:? D)6!670'6(*3!F&)F2&!('!A)7&! and I refine them to make
what I do. I’ve rarely, if ever, tried
1 2 3 4 5
motives
7('I:?
to do deep interior work to improve sure I’m doing the right things for

J)0!&(6@&7!@4K&!670'6!)7!:)0! $70'6!G4*!B&!B)6@!B0(26!H! right reasons.
my motives. the

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$70'6!G4*L6!B&!A&4'07&1? $70'6!488&G6'!B)6@!'F&&1!4*1!
In dealing with others, I usually
G)'6!4*1!('!A&4'074B2&? I actively seek solutions that provide
1 2 3 4 5
focus on getting what I want. a “win” for everyone involved.
M*G&!2)'6=!670'6!G4*L6!B&!
7&'6)7&1? G4*!B&!7&'6)7&1?
#47B4*&'!MN2&:!702&'!O)7! most5)AF2(4*G&P7&30246()*'!47&! people can clearly tell by the
Based on my behavior, people Other
&N6&7*42!G)AF2(4*G&P7&3024, I 422!6@&!A)7&!7&4')*!6)!&', I do that I really do have
wouldn’t necessarily think had 1 2 3 4 5 things
6()*'Q!I(22!670'6? interest in mind. 64B2('@!670'6?
their best their best interest in mind.
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4*1!2&47*&1?
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Deep down, I believe that someone
46!4!6(A&? gets something—resources,
else F&7')*!4G60422:!B0(21'!(6!C(6@! believe that there is more
I sincerely
A4*:? 1 2 3 4 5 than enough of everything to go
opportunities, credit—
around.
it means I don’t.

“Intent” Score:
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The 4 Cores: Self-Assessment 94:!;<=!;>..

!"#$%&'&()*+,#,)%
!"#$!%&'()'*+
CAPABILITIES

There is a high match between my
I feel like I’m not really utilizing my %&'()#"
!"#$
$70'6!('!')86? in my current job. $70'6!('!@471=!7&42!4*1!A&4, and opportunities in the work
talents
1 2 3 4 5 talents
I’m doing.
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$70'6!('!'2)C? D)6@(*3!('!4'!84'6!4'!6@&!
!"##$%)8!$70'6?
$70'6!('!(*6&37(6:!)*2:? the knowledge or
I have not gained $70'6!('!&E042!F476'!5@474G, acquired the knowledge and
I have
6&7!H!5)AF&6&*G&? 5 mastered the skills required for my
fully developed the skills I need to 1 2 3 4
really be effective at work. job.
$70'6(*3!F&)F2&!('!6))!7('I:? D)6!670'6(*3!F&)F2&!('!A)7&!
7('I:?
J)0!&(6@&7!@4K&!670'6!)7!:)0! $70'6!G4*!B&!B)6@!B0(26!H!
1)*L6? I seldom take time to improve my
1&'67):&1? I relentlessly upgrade and increase
$70'6!G4*L6!B&!A&4'07&1? work $70'6!488&G6'!B)6@!'F&&1!4*1!
knowledge and skills at or in 1 2 3 4 5 my knowledge and skills in all the
any other area in my life. G)'6!4*1!('!A&4'074B2&? important areas of my life.
M*G&!2)'6=!670'6!G4*L6!B&!
7&'6)7&1? G4*!B&!7&'6)7&1?
#47B4*&'!MN2&:!702&'!O)7! my strengths
I’m not really sure what 5)AF2(4*G&P7&30246()*'!47&!
I’ve identified my strengths, and
&N6&7*42!G)AF2(4*G&P7&3024, 422!6@&!A)7&!7&4')*!6)!&', greatest focus is on using them
are; I’m more focused on trying to 1 2 3 4 5 my
6()*'Q!I(22!670'6? my areas of weakness.
improve in 64B2('@!670'6? effectively.
J)0!G4*L6!6&4G@!670'6? $70'6!G4*!B&!B)6@!6403@6!
4*1!2&47*&1?
J)0!B0(21!670'6!)*&!F&7')*! $@&!670'6!:)0!B0(21!C(6@!)*&!
F&7')*!4G60422:!B0(21'!(6!C(6@! how to effectively establish,
46!4!6(A&?this point, I really don’t know
At
I know
A4*:? 1 2 3 4 5 grow, extend, and restore trust, and I
much about how to build trust.
consciously work to make it happen.

“Capabilities” Score:

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! 8-'2*9
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#$&* !"##$*+,*#%-.# !
"#$%!#&''()*!$+,-..
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The 4 Cores: Self-Assessment 94:!;<=!;>..

!"#$%&'&()*+,#,)%
!"#$!%&'()'*+
RESULTS

I don’t have a very good track My track record clearly gives others
!"#$ certainly won’t
record. My resume %&'()#" the confidence that I will achieve
1 2 3 4 5
$70'6!('!')86? anyone’s socks off. $70'6!('!@471=!7&42!4*1!A&4,
knock the desired results.
'074B2&?
$70'6!('!'2)C? my efforts on doing what I’ve
I focus D)6@(*3!('!4'!84'6!4'!6@&! focus my efforts on delivering
I
been told to do. !"##$%)8!$70'6? 4 5 results, not activities.
1 2 3

$70'6!('!(*6&37(6:!)*2:? $70'6!('!&E042!F476'!5@474G,
When it comes to communicating6&7!H!5)AF&6&*G&?
I appropriately communicate my
$70'6(*3!F&)F2&!('!6))!7('I:? don’t say
my track record, either I D)6!670'6(*3!F&)F2&!('!A)7&! record to others in a way that
1 2 3 4 5 track
7('I:?
anything (I don’t want to brag), or I
inspires confidence.
say too much and turn people off.
J)0!&(6@&7!@4K&!670'6!)7!:)0! $70'6!G4*!B&!B)6@!B0(26!H!
1)*L6? 1&'67):&1?
$70'6!G4*L6!B&!A&4'07&1? I start.
I often fail to finish what $70'6!488&G6'!B)6@!'F&&1!4*1!
1 2 3 4 5
With rare exception, if I start
G)'6!4*1!('!A&4'074B2&?something, I finish it.
M*G&!2)'6=!670'6!G4*L6!B&!
7&'6)7&1? don’t worry so much aboutG4*!B&!7&'6)7&1? 4 5 I consistently get results in ways
I how I
1 2 3
get results—just that I get them.
#47B4*&'!MN2&:!702&'!O)7! 5)AF2(4*G&P7&30246()*'!47&!inspire trust.
that

&N6&7*42!G)AF2(4*G&P7&3024, 422!6@&!A)7&!7&4')*!6)!&',
“Results” Score:
6()*'Q!I(22!670'6? 64B2('@!670'6?
J)0!G4*L6!6&4G@!670'6? $70'6!G4*!B&!B)6@!6403@6!
Integrity:
4*1!2&47*&1?
J)0!B0(21!670'6!)*&!F&7')*! $@&!670'6!:)0!B0(21!C(6@!)*&!
Intent:
46!4!6(A&? F&7')*!4G60422:!B0(21'!(6!C(6@!
A4*:?
Capabilities:

Results:

The ability to establish, grow, extend, and restore100
TOTAL: / trust with
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! 8-'2*9
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94:!;<=!;>..

!"#$%&'&()*+,#,)%
Now looking at your Self Assessment, what Core of Credibility is your strength?
!"#$!%&'()'*+
___________________________________________________________

What Core of Credibility would you like %&'()#"
!"#$ to improve?
$70'6!('!')86? $70'6!('!@471=!7&42!4*1!A&4,
'074B2&?
____________________________________________________________
$70'6!('!'2)C? D)6@(*3!('!4'!84'6!4'!6@&!
!"##$%)8!$70'6?
$70'6!('!(*6&37(6:!)*2:? above, turn the card over and read the “accelerators”. Then list
For the core you listed $70'6!('!&E042!F476'!5@474G,
6&7!H!5)AF&6&*G&?
actions you might take to increase the core of credibility you listed.
$70'6(*3!F&)F2&!('!6))!7('I:? D)6!670'6(*3!F&)F2&!('!A)7&!
_____________________________________________________________
7('I:?
J)0!&(6@&7!@4K&!670'6!)7!:)0! $70'6!G4*!B&!B)6@!B0(26!H!
_____________________________________________________________
1)*L6? 1&'67):&1?
$70'6!G4*L6!B&!A&4'07&1? $70'6!488&G6'!B)6@!'F&&1!4*1!
_____________________________________________________________
G)'6!4*1!('!A&4'074B2&?
M*G&!2)'6=!670'6!G4*L6!B&!
7&'6)7&1? G4*!B&!7&'6)7&1?
#47B4*&'!MN2&:!702&'!O)7! Behaviors of Highly Trusted” people and discuss how these
Next we will dig into the “13 5)AF2(4*G&P7&30246()*'!47&!
&N6&7*42!G)AF2(4*G&P7&3024, 422!6@&!A)7&!7&4')*!6)!&',
behaviors will help you to strength your credibility.
6()*'Q!I(22!670'6? 64B2('@!670'6?
J)0!G4*L6!6&4G@!670'6? $70'6!G4*!B&!B)6@!6403@6!
4*1!2&47*&1?
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46!4!6(A&? F&7')*!4G60422:!B0(21'!(6!C(6@!
A4*:?

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! 8-'2*9
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"#$%!#&''()*!$+,-..
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94:!;<=!;>..
The 13 Behaviors of High-Trust Leaders

!"#$%&'&()*+,#,)%
!"#$!%&'()'*+

1. Talk Straight

!"#$
2. Demonstrate Respect %&'()#"
$70'6!('!')86? $70'6!('!@471=!7&42!4*1!A&4,
3. Create Transparency
'074B2&?
$70'6!('!'2)C?Right Wrongs
4. D)6@(*3!('!4'!84'6!4'!6@&!
!"##$%)8!$70'6?
5. Show Loyalty
$70'6!('!(*6&37(6:!)*2:? $70'6!('!&E042!F476'!5@474G,
6. Deliver Results 6&7!H!5)AF&6&*G&?
$70'6(*3!F&)F2&!('!6))!7('I:? D)6!670'6(*3!F&)F2&!('!A)7&!
7. Get Better 7('I:?
J)0!&(6@&7!@4K&!670'6!)7!:)0! $70'6!G4*!B&!B)6@!B0(26!H!
8. Confront Reality
1)*L6? 1&'67):&1?
9. Clarify Expectations $70'6!488&G6'!B)6@!'F&&1!4*1!
$70'6!G4*L6!B&!A&4'07&1?
G)'6!4*1!('!A&4'074B2&?
10. Practice Accountability
M*G&!2)'6=!670'6!G4*L6!B&!
7&'6)7&1? 11. Listen First G4*!B&!7&'6)7&1?
#47B4*&'!MN2&:!702&'!O)7!
12. Keep Commitments5)AF2(4*G&P7&30246()*'!47&!
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6()*'Q!I(22!670'6?
13. Extend Trust 64B2('@!670'6?
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4*1!2&47*&1?
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46!4!6(A&? F&7')*!4G60422:!B0(21'!(6!C(6@!
A4*:?

The ability to establish, grow, extend, and restore loudly than what you say.
What you do speaks more trust with

all stakeholders—customers, business partners, investors proverb Quaker

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! 8-'2*9
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#$&* !"##$*+,*#%-.# !
"#$%!#&''()*!$+,-..
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Behaviors Exercise
Scenario 1
94:!;<=!;>..

!"#$%&'&()*+,#,)%
A manufacturer introduces a promotion to distribution. As you begin to evaluate the
!"#$!%&'()'*+
promotion, you realize that it is very expensive to implement and you are concerned that
it won't be effective. It's certainly going to cost more funds than the manufacturer is
providing you! On top of this, they brought the promotion to you after the product
!"#$ %&'()#"
launch date How do you handle this situation with your manufacturer?
$70'6!('!')86? $70'6!('!@471=!7&42!4*1!A&4,
'074B2&?
Discuss the scenario with your team and answer the following questions:
$70'6!('!'2)C? D)6@(*3!('!4'!84'6!4'!6@&!
!"##$%)8!$70'6?
What would you say and do in this situation?
$70'6!('!(*6&37(6:!)*2:? $70'6!('!&E042!F476'!5@474G,
6&7!H!5)AF&6&*G&?
What would your intent be and how might you declare your intent?

$70'6(*3!F&)F2&!('!6))!7('I:? Trust would you use in your conversation?
What three or four Behaviors of D)6!670'6(*3!F&)F2&!('!A)7&!
7('I:?
J)0!&(6@&7!@4K&!670'6!)7!:)0! $70'6!G4*!B&!B)6@!B0(26!H!
Scenario 2
1)*L6? the new product hit the market, it didn't live up to customer expectations and now
When 1&'67):&1?
customers are complaining. Your sales representative contacts you.
$70'6!G4*L6!B&!A&4'07&1? $70'6!488&G6'!B)6@!'F&&1!4*1!
G)'6!4*1!('!A&4'074B2&?
M*G&!2)'6=!670'6!G4*L6!B&!
7&'6)7&1? you say and do in G4*!B&!7&'6)7&1?
What would this situation?
#47B4*&'!MN2&:!702&'!O)7! 5)AF2(4*G&P7&30246()*'!47&!
&N6&7*42!G)AF2(4*G&P7&3024, How might you declare your intent?
What would your intent be? 422!6@&!A)7&!7&4')*!6)!&',
6()*'Q!I(22!670'6? 64B2('@!670'6?
What three or four Behaviors of Trust would you use in your conversation?
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Scenario 3
4*1!2&47*&1?
J)0!B0(21!670'6!)*&!F&7')*! is $@&!670'6!:)0!B0(21!C(6@!)*&!are. You sense this person
A new member of your team quite a bit younger than you
46!4!6(A&? as out-of-touch with new realities. You decide to meet with this person.
sees you F&7')*!4G60422:!B0(21'!(6!C(6@!
A4*:?

The ability to would you saygrow, in this situation? restore trust with
What establish, and do extend, and

all stakeholders—customers, business you declare your intent?
What would your intent be? How might partners, investors
and co-workers—isfour Behaviors of Trust would you use in your conversation?
What three or
the key leadership competency of the
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! 8-'2*9
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#$&* !"##$*+,*#%-.# !
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Extending Trust 94:!;<=!;>..

!"#$%&'&()*+,#,)%
Learning how to extend “Smart Trust” is a function of two factors: propensity to trust and analysis. “Propensity
to trust” is primarily a matter of the heart—your willingness or tendency to trust others. “Analysis” is a matter
!"#$!%&'()'*+ mind—wisely assessing the job to be done, the risk involved, and the credibility of the organization or
of the
person involved.

“SMART TRUST” MATRIX™
!"#$ %&'()#"
$70'6!('!')86?
1 $70'6!('!@471=!7&42!4*1!A&4,
2
HIGH

'074B2&?
$70'6!('!'2)C? Gullibility Judgment
D)6@(*3!('!4'!84'6!4'!6@&!
PROPENSITY TO TRUST

BLIND TRUST
!"##$%)8!$70'6? SMART TRUST
$70'6!('!(*6&37(6:!)*2:? $70'6!('!&E042!F476'!5@474G,
6&7!H!5)AF&6&*G&?
3 4
$70'6(*3!F&)F2&!('!6))!7('I:? D)6!670'6(*3!F&)F2&!('!A)7&!
7('I:?
Indecision Suspicion
J)0!&(6@&7!@4K&!670'6!)7!:)0! $70'6!G4*!B&!B)6@!B0(26!H!
1)*L6? 1&'67):&1?
NO TRUST DISTRUST
$70'6!G4*L6!B&!A&4'07&1? $70'6!488&G6'!B)6@!'F&&1!4*1!
LOW

G)'6!4*1!('!A&4'074B2&?
M*G&!2)'6=!670'6!G4*L6!B&! LOW ANALYSIS HIGH
7&'6)7&1? G4*!B&!7&'6)7&1?
#47B4*&'!MN2&:!702&'!O)7! 5)AF2(4*G&P7&30246()*'!47&!
&N6&7*42!G)AF2(4*G&P7&3024, 422!6@&!A)7&!7&4')*!6)!&',
The 3 Vital Variables
6()*'Q!I(22!670'6? to balance and consider in extending trust:
The 3 Vital Variables
64B2('@!670'6?
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1. Opportunity or job to be done (the situation)
4*1!2&47*&1?
2. Risk involved
J)0!B0(21!670'6!)*&!F&7')*! $@&!670'6!:)0!B0(21!C(6@!)*&!
Three risk factors to consider:
46!4!6(A&? Possible outcomes F&7')*!4G60422:!B0(21'!(6!C(6@!
Likelihood of outcomes A4*:?
Importance and visibility of outcomes
3. Credibility (character/competence) of the person(s) involved given the situation/job
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94:!;<=!;>..
Behaviors Exercise

!"#$%&'&()*+,#,)%
!"#$!%&'()'*+
Review the Trust Action Cards.

• !"#$ %&'()#"
Pick one behavior that is your greatest strength. Write it down here.
$70'6!('!')86? $70'6!('!@471=!7&42!4*1!A&4,
! '074B2&?
______________________________________________________
$70'6!('!'2)C? behavior that is your greatest area of opportunity. Write it down here.
• Pick one D)6@(*3!('!4'!84'6!4'!6@&!
!"##$%)8!$70'6?
$70'6!('!(*6&37(6:!)*2:?
! $70'6!('!&E042!F476'!5@474G,
______________________________________________________
6&7!H!5)AF&6&*G&?
$70'6(*3!F&)F2&!('!6))!7('I:? D)6!670'6(*3!F&)F2&!('!A)7&!
Identify a relationship you would like to improve.
7('I:?
J)0!&(6@&7!@4K&!670'6!)7!:)0! $70'6!G4*!B&!B)6@!B0(26!H!
1)*L6? Who is it with?
• 1&'67):&1?
$70'6!G4*L6!B&!A&4'07&1? $70'6!488&G6'!B)6@!'F&&1!4*1!
! G)'6!4*1!('!A&4'074B2&?
_______________________________________________________
M*G&!2)'6=!670'6!G4*L6!B&! is a need to increase trust?
• What tells you there
7&'6)7&1? G4*!B&!7&'6)7&1?
#47B4*&'!MN2&:!702&'!O)7!
! 5)AF2(4*G&P7&30246()*'!47&!
_______________________________________________________
&N6&7*42!G)AF2(4*G&P7&3024, 422!6@&!A)7&!7&4')*!6)!&',
6()*'Q!I(22!670'6? 64B2('@!670'6?
• What 3-4 behaviors will be most helpful in growing trust in this relationship?
J)0!G4*L6!6&4G@!670'6? $70'6!G4*!B&!B)6@!6403@6!
!
4*1!2&47*&1?
________________________________________________________
J)0!B0(21!670'6!)*&!F&7')*! $@&!670'6!:)0!B0(21!C(6@!)*&!
46!4!6(A&? F&7')*!4G60422:!B0(21'!(6!C(6@!
A4*:?

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! 8-'2*9
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94:!;<=!;>..

!"#$%&'&()*+,#,)%
!"#$!%&'()'*+

!"#$ %&'()#"
$70'6!('!')86? $70'6!('!@471=!7&42!4*1!A&4,
'074B2&?
Organizational Trust
$70'6!('!'2)C? D)6@(*3!('!4'!84'6!4'!6@&!
!"##$%)8!$70'6?
$70'6!('!(*6&37(6:!)*2:? $70'6!('!&E042!F476'!5@474G,
6&7!H!5)AF&6&*G&?
$70'6(*3!F&)F2&!('!6))!7('I:? D)6!670'6(*3!F&)F2&!('!A)7&!
7('I:?
J)0!&(6@&7!@4K&!670'6!)7!:)0! $70'6!G4*!B&!B)6@!B0(26!H!
1)*L6? 1&'67):&1?
$70'6!G4*L6!B&!A&4'07&1? $70'6!488&G6'!B)6@!'F&&1!4*1!
G)'6!4*1!('!A&4'074B2&?
M*G&!2)'6=!670'6!G4*L6!B&!
7&'6)7&1? G4*!B&!7&'6)7&1?
#47B4*&'!MN2&:!702&'!O)7! 5)AF2(4*G&P7&30246()*'!47&!
Dramatically Increasing Your Team’s Credibility
&N6&7*42!G)AF2(4*G&P7&3024, 422!6@&!A)7&!7&4')*!6)!&',
6()*'Q!I(22!670'6? 64B2('@!670'6?
J)0!G4*L6!6&4G@!670'6? $70'6!G4*!B&!B)6@!6403@6!employees
The surest way to make your
4*1!2&47*&1? trustworthy is to trust them.
J)0!B0(21!670'6!)*&!F&7')*! —Charles Handy, Fellow, London Business School
$@&!670'6!:)0!B0(21!C(6@!)*&!
46!4!6(A&? F&7')*!4G60422:!B0(21'!(6!C(6@!
A4*:?

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94:!;<=!;>..
THE 4 CORES OF CREDIBILITY

!"#$%&'&()*+,#,)%
!"#$!%&'()'*+
CHARACTER

Does My Organization Have Does My Organization Have
!"#$
Integrity? %&'()#" Intent?
Good
$70'6!('!')86? Do our structures and systems
$70'6!('!@471=!7&42!4*1!A&4, a culture of
Do we have
'074B2&?of
reflect a basic paradigm caring for one another? our
$70'6!('!'2)C? respect and trust? D)6@(*3!('!4'!84'6!4'!6@&! our customers?
work?
!"##$%)8!$70'6?
$70'6!('!(*6&37(6:!)*2:? $70'6!('!&E042!F476'!5@474G,
Do we have a culture of
6&7!H!5)AF&6&*G&? Do we want everyone to win?
honesty? humility?
$70'6(*3!F&)F2&!('!6))!7('I:? D)6!670'6(*3!F&)F2&!('!A)7&!
7('I:? Are the systems set up to
J)0!&(6@&7!@4K&!670'6!)7!:)0! to$70'6!G4*!B&!B)6@!B0(26!H! cooperation vs.
Do we listen one another’s reward
1)*L6? ideas? 1&'67):&1? competition?
$70'6!G4*L6!B&!A&4'07&1? $70'6!488&G6'!B)6@!'F&&1!4*1!
G)'6!4*1!('!A&4'074B2&?
Can we make and admit Does the system encourage
M*G&!2)'6=!670'6!G4*L6!B&!
mistakes? people to share ideas and
7&'6)7&1? G4*!B&!7&'6)7&1? information freely?
#47B4*&'!MN2&:!702&'!O)7! 5)AF2(4*G&P7&30246()*'!47&!
&N6&7*42!G)AF2(4*G&P7&3024, 422!6@&!A)7&!7&4')*!6)!&',
Do our structures and systems
6()*'Q!I(22!670'6? encourage ethical behavior?
64B2('@!670'6?
J)0!G4*L6!6&4G@!670'6? $70'6!G4*!B&!B)6@!6403@6!
4*1!2&47*&1?
J)0!B0(21!670'6!)*&!F&7')*! $@&!670'6!:)0!B0(21!C(6@!)*&!
46!4!6(A&? F&7')*!4G60422:!B0(21'!(6!C(6@!
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94:!;<=!;>..

!"#$%&'&()*+,#,)%
THE 4 CORES OF CREDIBILITY
!"#$!%&'()'*+
COMPETENCE

!"#$ the Capabilities %&'()#" My Organization Get
What Are of Does
$70'6!('!')86? Organization? $70'6!('!@471=!7&42!4*1!A&4,
My Results?
'074B2&?
Do we attract and retain Do we deliver what we
$70'6!('!'2)C? the talents, attitudes, skills, promise?
D)6@(*3!('!4'!84'6!4'!6@&!
knowledge, and style
!"##$%)8!$70'6?
(TASKS) to compete in
$70'6!('!(*6&37(6:!)*2:? market? $70'6!('!&E042!F476'!5@474G, rely on us to
today’s Can people
6&7!H!5)AF&6&*G&? fulfill commitments?
$70'6(*3!F&)F2&!('!6))!7('I:? D)6!670'6(*3!F&)F2&!('!A)7&!
7('I:?
Do we have the right people
J)0!&(6@&7!@4K&!670'6!)7!:)0! $70'6!G4*!B&!B)6@!B0(26!H! have a track record
in the right seats on the bus? Do we
1)*L6? 1&'67):&1? that promotes confidence?
$70'6!G4*L6!B&!A&4'07&1?
Are we continuously
$70'6!488&G6'!B)6@!'F&&1!4*1!
G)'6!4*1!('!A&4'074B2&?
improving and innovating?
M*G&!2)'6=!670'6!G4*L6!B&!
7&'6)7&1? G4*!B&!7&'6)7&1?
#47B4*&'!MN2&:!702&'!O)7! 5)AF2(4*G&P7&30246()*'!47&!
&N6&7*42!G)AF2(4*G&P7&3024, 422!6@&!A)7&!7&4')*!6)!&',
6()*'Q!I(22!670'6? 64B2('@!670'6?
J)0!G4*L6!6&4G@!670'6? $70'6!G4*!B&!B)6@!6403@6!
4*1!2&47*&1?
J)0!B0(21!670'6!)*&!F&7')*! $@&!670'6!:)0!B0(21!C(6@!)*&!
46!4!6(A&? F&7')*!4G60422:!B0(21'!(6!C(6@!
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94:!;<=!;>..

!"#$%&'&()*+,#,)%
DISCUSS
!"#$!%&'()'*+

Where are we paying Trust Taxes?

!"#$ %&'()#"
$70'6!('!')86? $70'6!('!@471=!7&42!4*1!A&4,
'074B2&?
Where could we be earning Trust Dividends?
$70'6!('!'2)C? D)6@(*3!('!4'!84'6!4'!6@&!
!"##$%)8!$70'6?
$70'6!('!(*6&37(6:!)*2:? $70'6!('!&E042!F476'!5@474G,
6&7!H!5)AF&6&*G&?
$70'6(*3!F&)F2&!('!6))!7('I:? not inspire trust?
What system or process does D)6!670'6(*3!F&)F2&!('!A)7&!
7('I:?
J)0!&(6@&7!@4K&!670'6!)7!:)0! $70'6!G4*!B&!B)6@!B0(26!H!
1)*L6? 1&'67):&1?
______________________________________________________________________
$70'6!G4*L6!B&!A&4'07&1? $70'6!488&G6'!B)6@!'F&&1!4*1!
G)'6!4*1!('!A&4'074B2&?
M*G&!2)'6=!670'6!G4*L6!B&!
7&'6)7&1? G4*!B&!7&'6)7&1?
#47B4*&'!MN2&:!702&'!O)7! 5)AF2(4*G&P7&30246()*'!47&!
&N6&7*42!G)AF2(4*G&P7&3024, 422!6@&!A)7&!7&4')*!6)!&',
6()*'Q!I(22!670'6? 64B2('@!670'6?
J)0!G4*L6!6&4G@!670'6? $70'6!G4*!B&!B)6@!6403@6!
4*1!2&47*&1?
J)0!B0(21!670'6!)*&!F&7')*! $@&!670'6!:)0!B0(21!C(6@!)*&!
46!4!6(A&? F&7')*!4G60422:!B0(21'!(6!C(6@!
A4*:?

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CREATE SYMBOLS OF TRUST 94:!;<=!;>..

!"#$%&'&()*+,#,)%
!"#$!%&'()'*+
Our Symbols of Trust Our Symbols of Distrust

!"#$ %&'()#"
$70'6!('!')86? $70'6!('!@471=!7&42!4*1!A&4,
'074B2&?
$70'6!('!'2)C? D)6@(*3!('!4'!84'6!4'!6@&!
!"##$%)8!$70'6?
$70'6!('!(*6&37(6:!)*2:? $70'6!('!&E042!F476'!5@474G,
6&7!H!5)AF&6&*G&?
$70'6(*3!F&)F2&!('!6))!7('I:? D)6!670'6(*3!F&)F2&!('!A)7&!
7('I:?
J)0!&(6@&7!@4K&!670'6!)7!:)0! $70'6!G4*!B&!B)6@!B0(26!H!
1)*L6? 1&'67):&1?
$70'6!G4*L6!B&!A&4'07&1? $70'6!488&G6'!B)6@!'F&&1!4*1!
G)'6!4*1!('!A&4'074B2&?
M*G&!2)'6=!670'6!G4*L6!B&!
7&'6)7&1? G4*!B&!7&'6)7&1?
#47B4*&'!MN2&:!702&'!O)7! 5)AF2(4*G&P7&30246()*'!47&!
&N6&7*42!G)AF2(4*G&P7&3024, 422!6@&!A)7&!7&4')*!6)!&',
6()*'Q!I(22!670'6? 64B2('@!670'6?
J)0!G4*L6!6&4G@!670'6? $70'6!G4*!B&!B)6@!6403@6!
4*1!2&47*&1?
J)0!B0(21!670'6!)*&!F&7')*! $@&!670'6!:)0!B0(21!C(6@!)*&!
46!4!6(A&? F&7')*!4G60422:!B0(21'!(6!C(6@!
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Stop, Start, and Continue 94:!;<=!;>..

!"#$%&'&()*+,#,)%
With Trust as our Operating System:
!"#$!%&'()'*+ What will we Start doing?

!"#$ %&'()#"
$70'6!('!')86? we Stop doing?
What will
$70'6!('!@471=!7&42!4*1!A&4,
'074B2&?
$70'6!('!'2)C? D)6@(*3!('!4'!84'6!4'!6@&!
!"##$%)8!$70'6?
$70'6!('!(*6&37(6:!)*2:? $70'6!('!&E042!F476'!5@474G,
What will we Continue to do?6&7!H!5)AF&6&*G&?
$70'6(*3!F&)F2&!('!6))!7('I:? D)6!670'6(*3!F&)F2&!('!A)7&!
7('I:?
J)0!&(6@&7!@4K&!670'6!)7!:)0! $70'6!G4*!B&!B)6@!B0(26!H!
1)*L6? 1&'67):&1?
$70'6!G4*L6!B&!A&4'07&1? $70'6!488&G6'!B)6@!'F&&1!4*1!
G)'6!4*1!('!A&4'074B2&?
M*G&!2)'6=!670'6!G4*L6!B&!
7&'6)7&1? G4*!B&!7&'6)7&1?
#47B4*&'!MN2&:!702&'!O)7! 5)AF2(4*G&P7&30246()*'!47&!
&N6&7*42!G)AF2(4*G&P7&3024, 422!6@&!A)7&!7&4')*!6)!&',
6()*'Q!I(22!670'6? 64B2('@!670'6?
J)0!G4*L6!6&4G@!670'6? $70'6!G4*!B&!B)6@!6403@6!
4*1!2&47*&1?
J)0!B0(21!670'6!)*&!F&7')*! $@&!670'6!:)0!B0(21!C(6@!)*&!
46!4!6(A&? F&7')*!4G60422:!B0(21'!(6!C(6@!
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Donna Burnette on Speed of Trust

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