Carl Dolan : Cultures & Change Lead 2ndbounce M:07970280721 E: carl@2ndbounce.co.uk

2. Carl Dolan: Cultures & Change Lead 2ndbounce M:07970280721 E: carl@2ndbounce.co.uk EldisaZhebo-Lloshi: Founder ICLA M:00355692090163 E: eldisa.lloshi@icla.co

3. this afternoon you will explore how…you decide to trust or distrusttrustworthy you are in your eyes & the eyes of othersto measure trust

4. an important question is…what causes feelings of comfort or discomfort…to trust or distrust?

5. LL High Likelihood to Trust Low Level of Analysis High

6. trust breeds trust…

8. just trust yourself, then you will know how to live...johannwolfgang von goethe

9. someone who does not trust themselves can never truly trust anybody else cardinal de retz

10. “self-trust is the first secret of success”ralph waldoemerson

11. how often do you really explore how credible or trustworthy you are?...in your own eyes…and through the eyes of others?

12. am i credible?am i believable?am I someone people (including myself) can trust?how do you know?

13. let’s see…using drstephen r. covey 4 wave model questions

14. Competence Results Capability Character Integrity Intent

15. integrity…are you congruent?intent…what is your agenda?capabilities…are you relevant?results…what is your track record?

16. 15 mins answering questionnaire

17. 15 minsreflections…how would you measure trust…?

18. 13 behaviours

19. talk straight...tell the truth & leave the right impressionsimple language

20. demonstrate respect...genuinely care for othersespecially those that cannot do anything for you

21. create transparency...truth that people can verify“as on the tin”

22. right wrongs...to know what is right & not do it is the worst cowardice confuciusapologise quicklypersonal humility

23. show loyalty...Give credit freelyspeak about people as if they are presentfirst-hand feedback

24. deliver results...Getting the right things doneunder promise & over deliver

25. get better...increase your capabilitiesseek feedbackdo not assume today’s skills will be tomorrow’s

26. confront reality...address tough stufflead courageously

27. clarify expectations...discloserevealdiscussvalidatedo not violate

28. practice accountability...yourselfothersresponsibilityfinger pointing

29. listen first...ears, eyes & heartunderstandx assume & presume x

30. keep commitments...say & do

31. extend trust...trust breeds trustpropensity to trustabundantlyconditionally

32. trust…confident realiance on another in a vulnerable situation

33. learning outcomes...the importance of self-trust & credibility in changeexplore trustworthy behavioursexplore how to measure trust

34. the importance of self-trust & credibility in change

35. so how do people make these trust judgements?

36. what did you learn…?and how does it relate to change…?

37. so…how would you go about measuring trust…?

38. 4 cores of credibility

39. jack welch“live the values (character) and “deliver results” (competence)

40. jimcollins“extreme personal humility” (character) and “intense professional will” (competence)

41. I look for 3 things in hiring people. The first is personal integrity, the second is intelligence, and the third is a high energy level. But, if you don’t have the first, the other two will kill you.Warren buffett

42. warren buffett“leader of people” (character) and “leader of business” (competence)

43. integrityare you congruent?do you practice humility?

44. integrityfeeling integratedcongruent inside & outcourage to live your values

45. integrity acceleratorsmake & keep promises to yourselfstand for somethingbe open

46. intentwhat’s your agenda?what are your true motiveswhat do your behaviours communicate?

47. intentacceleratorsconsider your true motivesopen your agendachoose abundance

48. capabilityare you relevant?

49. abilities to inspire confidence & trusttalents, skills, attitudesknowledge, style

50. capability acceleratorsfollow your strengths & purposekeep yourself relevantknow where you are going