Nothing is as fast as the speed of

“Nothing is as fast as the speed of trust. ” —Stephen M. R. Covey

Elevator Speech--3 “BIG IDEAS”… Trust is… 1. Financial— --has Economic Impact, not just social 2. “Currency” of New Economy— --#1 Leadership competency --one thing that changes Everything 3. Learnable Skill and Measureable --can learn trust behaviors. . . Here today to Move the Needle on Performance!

Employee Trust Levels Percentage who agree with the statement: I feel safe in expressing my opinions openly without fear of retribution. We live by the principle that “my success is your success. ” People are treated fairly— favoritism is not a problem. We do not undermine each other. We make decisions based on the best ideas and information rather than on office politics. Source: Franklin. Covey x. Q Survey of 12, 000 U. S. workers. The Case for Trust

2011 Gallup Study • 22 million actively disengaged employees costing the American economy up to $350 billion per year in lost productivity • the number 1 driver of engagement is the direct relationship of trust with one’s manager • trust and engagement are mutually reinforcing - you cannot address disengagement issues without looking at trust issues

The work of leadership is to get results in a way that results inspires trust

Distrust Kills “Above all, success in organizations requires two things: a winning competitive strategy and superb organizational execution. Distrust is the enemy of both. ” is the enemy of both Robert Shaw, Trust in the Balance

Trust: The Hidden Variable Trust = Results (Strategy x Execution) (S x E) = R T

5 Waves of Trust There are various layers or waves of trust to which today’s leaders must be attuned: Self Trust, Relationship Trust, Organizational Trust, Market Trust, and Societal trust. SOCIETAL TRUST Contribution MARKET SELF RELATIONSHIP ORGANIZATIONAL TRUST (Your Accounts) TRUST Credibility Behavior Alignment Reputatio Do I trust myself? Do our systems and processes n Does our brand symbolize trust? Am I someone others can trust? inspire trust?

The 4 Cores of Credibility Self Trust

The 4 Cores Cards - Elements of Credibility

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High- and Low-Trust Behaviors Think of a high-trust relationship you have. § Who is it with? § Describe what this person does to build trust. What’s the cost of the contrast? Think of a low-trust relationship you have. § Who is it with? § Describe what this person does to lower your level of trust. Relationship Trust

Not all Deposits and Withdrawals are equal “It takes 20 years to build a reputation and 5 minutes to ruin it. If you think about that, you’ll do things differently. ” Warren Buffet, CEO Berkshire Hathaway Relationship Trust

The 13 Behaviors of High-Trust Leaders 1. Talk Straight 2. Demonstrate Respect 3. Create Transparency 4. Right Wrongs 5. Show Loyalty 6. Deliver Results 7. Get Better 8. Confront Reality 9. Clarify Expectations 10. Practice Accountability 11. Listen First 12. Keep Commitments 13. Extend Trust Relationship Trust

The “ 13 Behaviors” Cards Relationship Trust

Extending Smart Trusts Everyone Trusts Wisely Trusts No one Trusts Self Only Relationship Trust 30

Tips for Using the 13 Behaviors Cards 1. It’s inside out. If you’re wrong on the 4 Cores of Credibility, you’ll never succeed with the 13 Behaviors. 2. Sequence matters. Some of the 13 Behaviors naturally come before others. For example it’s better to Demonstrate Respect before you Talk Straight. 3. The 13 Behaviors are always used in combination. 4. Any of the 13 Behaviors taken to the extreme can backfire. Relationship Trust

Restore Trust When you have lost the trust of others… § Start with Self—Assess your 4 Cores and focus on strengthening weakest core. § Is relationship important? § Apologize, take full responsibility, no “buts” § Declare your intention § Use Cards to Behave in ways that inspire trust. § Keep Commitments Relationship Trust 30

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The Organizational Trust Dividend Total return to shareholders for organizations with high trust is almost higher than that of organizations with low trust. 3 x —Human Capital Index, Watson Wyatt Worldwide Organizational Trust 38

The 4 Cores and My Organization As with individuals, an organization’s credibility rests on 4 Cores: § § Integrity Intent Capabilities Results Organizational Trust

The Speed of Trust Learning Process Executive Level Senior & Mid. Managers Supervisors Individual Contributors Speed of Trust Executive Team Process Leading at the Speed of Trust (2 -day) Inspiring Trust (1/2 day) Leading at the Speed of Trust (1 -day) Working at the Speed of Trust for Associates (1/2 or full) Speed of Trust Learning Map (2 -hours) Speed of Trust Team Process Speed of Trust Business Simulation

• Kent Vaughn • Kent. vaughn@franklincovey. com • 865 -604 -8675 Jason Jolley Jason. jolley@franklincovey. com 501 -786 -0600