4 Cores of Credibility

Transcription

1 4 ores of redibility HARATR ore 1: Integrity The first core deals with issues of integrity. This is what most people think about when they think of trust. To many, integrity basically means honesty. While integrity includes honesty, it s much more; it s integratedness. It s walking your talk. It s being congruent, inside and out. It s having the courage to act in accordance with your values and beliefs. Interestingly, most massive violations of trust are violations of integrity. ore 2: Intent The second core deals with issues of intent. This has to do with our motives, our agendas, and our resulting behavior. Trust grows when our motives are straightforward and based on mutual benefit in other words, when we genuinely care not only for ourselves, but also for the people we interact with, lead, or serve. When we suspect a hidden agenda from someone or we don t believe they are acting in our best interests, we are suspicious about everything they say and do. OMPTN ore 3: apabilities The third core deals with issues of capabilities. These are the abilities we have that inspire confidence our talents, attitudes, skills, knowledge, and style. They are the means we use to produce results. A family doctor might have integrity and his motives might be good, but unless he s trained and skilled to perform the task at hand (brain surgery, for example) he ll be lacking in credibility in that area. apabilities also deal with our ability to establish, grow, extend, and restore trust. ore 4: Results The fourth core deals with issues around results. This refers to our track record, our performance, our getting the right things done. If we don t accomplish what we are expected to do, it diminishes our credibility. On the other hand, when we achieve the results we promised, we establish a positive reputation of performing, of being a producer and our reputation precedes us.

2 Behaviors for Building Trust HARATR #1 TALK STRAIGHT Be honest. Tell the truth. Let people know where you stand. Use simple language. all things what they are. Demonstrate integrity. Don t manipulate people or distort facts. Don t spin the truth. Don t leave false impressions. #2 DMONSTRAT RSPT 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. Don t attempt to be efficient with people. #3 RAT TRANSPARNY Tell the truth in a way people can verify. Get real and genuine. Be open and authentic. rr 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. #4 RIGHT WRONGS Make things right when you re wrong. Apologize quickly. Make restitution where possible. Practice service recoveries. Demonstrate personal humility. Don t cover things up. Don t let pride get in the way of doing the right thing. #5 SHOW LOYALTY 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. BOTH OMPTN #6 DLIVR RSULTS stablish a track record of results. Get the right things done. Make things happen. Accomplish what you re hired to do. Be on time and within budget. Don t overpromise and underdeliver. Don t make excuses for not delivering. #7 GT BTTR ontinuously improve. Increase your capabilities. Be a constant learner. Develop feedback systems both formal and informal. Act on the feedback you receive. Thank people for feedback. Don t consider yourself above feedback. Don t assume today s knowledge and skills will be sufficient for tomorrow s challenges. #8 ONFRONT RALITY Take issues head on, even the undiscussables. 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. #9 LARIFY XPTATIONS Disclose and reveal expectations. Discuss them. Validate them. Renegotiate them if needed and possible. Don t violate expectations. Don t assume that expectations are clear or shared. #10 PRATI AOUNTABILITY 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. Don t blame others or point fingers when things go wrong. #11 LISTN FIRST Listen before you speak. Understand. Diagnose. Listen with your ears and your eyes and heart. Find out what the most important behaviors are to the people you re working with. Don t assume you know what matters most to others. Don t presume you have all the answers or all the questions. #12 KP OMMITMNTS Say what you re going to do, then do what you say #13 XTND TRUST Demonstrate a propensity to trust. xtend trust abundantly to those who have earned your trust. xtend trust conditionally to those who are earning your trust. Learn how to appropriately extend trust to others based on the situation, risk, and credibility (character and competence) of the people involved. Have a propensity to trust. Don t withhold trust because there is risk involved.

3 TRUST BUILDING BHAVIORS: PRSONAL ASSSSMNT TRUST BUILDING BHAVIORS: PRSONAL ATION PLAN H A R A T R O M P T N B O T H BHAVIOR Talk Straight Demonstrate Respect reate Transparency Right Wrongs Show Loyalty Deliver Results Get Better onfront Reality larify xpectations Practice Accountability Listen First Keep ommitments xtend Trust URRNT PRFORMAN OPPOSIT/OUNTRFIT Lie, spin, tell half-truths, doubletalk, flatter. Don t care or don t show you care; show disrespect or show respect only to those who can do something for you. Withhold information; keep secrets; create illusions; pretend. Don t admit or repair mistakes; cover up mistakes. Sell others out; take the credit yourself; sweet-talk people to their faces and bad-mouth them behind their backs. Fail to deliver; deliver on activities, not results. Deteriorate; don t invest in improvement; force every problem into your one solution. Bury your head in the sand; focus on busywork while skirting the real issues. Assume expectations or don t disclose them; create vague and shifting expectations. Don t take responsibility: It s not my fault! ; don t hold others accountable. Don t listen; speak first, listen last; pretend listen; listen without understanding. Break commitments; violate promises; make vague and elusive commitments or don t make any commitments. Withhold trust; fake trust and then snoopervise; give responsibility without authority.

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5 How redible Are You? As you read each set of statements in each part of the questionnaire, circle the number that best describes where you feel you are on the 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.* PART ON I sometimes justify telling white lies, misrepresent people or situations, or spin the truth to get the results I want. At times, there s a mismatch between what I think and what I say, or between my actions and my values. I am not fully clear on my values. It s difficult for me to stand up for something when others disagree. It s hard for me to acknowledge that someone else may be right, or that there is additional information out there that may cause me to change my mind. I have a difficult time setting and achieving personal goals or commitments. PART TWO I don t really care that much about people, except those closest to me. It s hard for me to think about concerns outside of my own challenges in life. I don t think a lot about why I do what I do. I ve rarely (if ever) tried to do deep interior work to improve my motives. In my dealings with others, I usually focus on getting what I want. Based on my behavior, most people wouldn t necessarily think I had their best interests in mind. Deep down, I believe that if someone else gets something (resources opportunities, credit), that means I don t. TOTAL PART ON SOR: (Possible 25) TOTAL PART TWO SOR: (Possible 25) At every level, I am thoroughly honest in my interaction with others What I say and do is what I really think and feel; I consistently walk my talk. I am clear on my values and courageous in standing up for them. I am genuinely open to the possibility of learning new ideas that may cause me to rethink issues or even redefine values. I am able to consistently make and keep commitments to myself and to others. I genuinely care about other people and am deeply concerned about the well-being of others. I am consciously aware of my motives and I refine them to make sure that I m doing the right things for the right reasons. I actively seek solutions that provide a win for everyone involved. Other people can clearly tell by the things I do that really do have their best interests in mind. I sincerely believe that there is more than enough of everything to go around. 1

6 PART THR I feel like I m not really utilizing my talents in my current job. I have not gained the knowledge or fully developed the skills I need to really be effective at work. I seldom take time to improve my knowledge and skills at work or in any other area in my life. I m not really sure what my strengths are; I m more focused on trying to improve in my areas of weakness. At this point, I really don t know much about how to build trust. PART FOUR I don t have a very good track record. My resume certainly won t knock anyone s socks off. I focus my efforts on doing what I ve been told to do. When it comes to communicating my track record, either I don t say anything (I don t want to come across as bragging), or I say too much and turn people off. TOTAL PART THR SOR: (Possible 25) I often fail to finish what I start. I don t worry as much about how I get the results just that I get them. TOTAL PART FOUR SOR: (Possible 25) There is a high match between my talents and my opportunities in the work I m doing. I have acquired the knowledge and mastered the skills required for my job. I relentlessly upgrade and increase my knowledge and skills in all the important areas of my life. I ve identified my strengths, and my greatest focus is on using them effectively. I know how to effectively establish, grow, extend, and restore trust, and I consciously work to make it happen. My track record clearly gives others the confidence that I will achieve desired results. I focus my efforts on delivering results, not activities. I appropriately communicate my track record to others in a way that inspires confidence. With rare exception, if I start something, I finish it. I consistently get results in ways that inspire trust. TOTAL QUSTIONNAIR SOR (Possible 100) HARTING YOUR OURS Date: Part ore 1 Integrity 2 Intent 3 apabilities 4 Results Score 2