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Inspiring Trust: Being an Example, Setting a Standard. Housekeeping. Roster routed at end of workshop Break/restrooms Cell phones, pagers, text messaging Evaluation sent to e-mail address Workshop counts toward new Managing at UF—The Supervisory Challenge certification
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Housekeeping Roster routed at end of workshop Break/restrooms Cell phones, pagers, text messaging Evaluation sent to e-mail address Workshop counts toward new Managing at UF—The Supervisory Challenge certification Do not need to do anything to get credit; it will be given automatically based on roster in the training room
Overall Agenda • Inspiring Trust – We will focus on the skills and competencies that help a leader “build trust” “Without trust you cannot lead. Without trust you cannot get extraordinary things done.” – Kouzes and Posner
Objectives • At the end of this session, you will: • Be able to identify and cultivate (through specific actions) fundamental aspects of integrity • Be able to name the key characteristics of humility and its role in leadership • Know the leadership behaviors that establish high-trust (with identified areas of focus) • Know and be able to use a process to foster ethical decision-making
Role Model Competency “Titles are granted, but it’s your behavior that wins you respect…Exemplary leaders know that if they want to gain commitment and achieve the highest standards, they must be models of the behavior they expect of others. Leaders model the way.” The Leadership Challenge, Kouzes and Posner
Role Model • Two key components • Set a personal example (our focus today) • Leads by example • Maintains consistency between words and actions • Set the standard
Why Integrity? • When you consider those who are leaders for you, why is (their) integrity important to you? • As a leader yourself, why is (your) integrity important?
Why Integrity? • One of the most important leadership qualities • What values (personal traits or characteristics) do you look for and admire in your leader? • More than 75,000 surveyed over more than two decades “The percentages vary, but the final ranking does not. Since the very first time we conducted our studies in the early 1980s, honesty (integrity or character) has been at the top of the list.” – Kouzes and Posner
Why Integrity? • One of the most important leadership qualities • FranklinCovey survey of more than 54,000 employees on essential qualities of a leader • “Integrity was, by far, the number one response.” • In fact, integrity approximately doubled the second most common response (ability to communicate)
Why Integrity? • Foundation of “building trust” • “Integrity is the basis of trust, which is not as much an ingredient of leadership as it is a product. It is the one quality that cannot be acquired, but must be earned. It is given by co-workers and followers, and without it, the leader can’t function.” –Warren Bennis
What is Integrity? “While integrity means 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.” – Steven M.R. Covey
What is Integrity? • Integrity requires: • Self-Awareness • Clarity on who you are and what you stand for…your vision and values • Congruence • Consistency between what you say and what you do, between your personal vision and values and your daily behavior
Self-Awareness “To reflect on ethics, in Aristotle’s view, is to try to imagine what sort of person one wishes to be by the end of one’s life.” – Michael Novak, philosopher “You must connect the demands of ethics with two things: the purpose that you are trying to accomplish in your work, and the kind of person that you wish to be.” – William Damon, psychologist
Self-Awareness: Personal Vision • What type of person do you wish to be? • Write a “tribute” • What would you most like people to say about what you accomplished and what type of person/leader you were?
Self-Awareness: Values • Core values • Provide clarity on what’s most important to you – especially in terms of how you interact with others • Such clarity can help you bridge the gap between who you are (at your best) and how you act on a consistent basis • What are your core values? • Consider the list of values • Choose your top five
Congruence • Integrity comes from congruence • Match between our values and our words and actions • Be aware of gaps between • What we say (our stated values) and … • What we do
Congruence • Be clear about what you value…act in a way that is consistent with those values • Why is this value important to me as a leader? • For each value, how will I behave to demonstrate to the team that I believe in this value?
Humility? • Should a leader be humble…? • Why or why not? • Why did humility come up as one of the qualities that a leader needs in order to be successful at the University of Florida?
What Humility is Not? • What’s the contrast? • Self-centered – people perceive that you put your own success (image) first • Being closed off
What is It? • So, what’s at the center? What’s the focus for humble leaders? • Purpose and principle plus fundamental openness to others
What is It? So, what’s at the center? What’s the focus for humble leaders? Purpose and principle The fulfillment of the organization’s purpose/vision; the success of the organization “In the end, it is my responsibility to ensure that the right decisions happen—even if I don’t have sole power to make those decisions, and even if those decisions could not win a popular vote. The only way I can achieve that is if people know that I’m motivated first and always for the greatness of our work, not myself.” quoted in Good to Great
What is It? So, what’s at the center? What’s the focus for humble leaders? Purpose and principle Focus on broader goods, values, ends “Being humble does not mean being weak, reticent, or self-effacing. It means recognizing principle and putting it ahead of self. It means standing firmly for principle, even in the face of opposition. Humble people can negotiate intensely…They can express themselves firmly and clearly in intense situations in close personal relationships. But they do not get caught up in arrogance, bravado, manipulation, or win-lose power plays.” Covey
What is It? • So, what’s at the center? What’s the focus for humble leaders? • Openness to others “Leaders we admire do not place themselves at the center; they place others there. They do not seek the attention of people; they give it to others. They do not focus on satisfying their own aims and desires; they look for ways to respond to the needs and interests of their constituents. They are not self-centered; they concentrate on the constituent.” Kouzes and Posner
What is It? • So, what’s at the center? What’s the focus for humble leaders? • Openness to others “What a glorious revelation humility is of the human spirit . . . True humility is one of the most life-enhancing of all virtues. It does not mean undervaluing or underestimating yourself. It means valuing other people. It signals an openness to life’s grandeur and the willingness to be surprised, uplifted, by goodness wherever one finds it.” Rabbi Jonathon Sacks
What Does It Look Like… • …at UF? • Realizes that personal success is tied to team success • Shows respect for others • Admits mistakes • Shares credit • Is approachable
What Does It Look Like… • …for me? • What are some situations, people, projects where I should “practice” the characteristics of humility (focus on purpose/principle/greater good; practice openness)? Identify one and list specific actions you can take
High-Trust Behaviors* • Points to remember about high-trust behaviors • Any strength pushed to its extreme becomes a weakness • The behaviors work together to create balance *From Covey, Speed of Trust
High-Trust Behaviors 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
High-Trust Behaviors • Where am I strong (close to the sweet spot)? Where can I improve (too much or too little of a particular behavior)?
High-Trust Behaviors • Which of these behaviors are most important for you in your department? Identify two • What would these behaviors look like for you in your department? Give specific examples of what those behaviors would look like
Ethical Decision-MakingModels, fosters, and reinforces ethical behavior…
Ethical Decision-Making • A decision-making model* • Step 1: Define the problem (PLUS) • Step 2: Identify alternatives • Step 3: Evaluate the alternatives (PLUS) • Step 4: Make the decision • Step 5: Implement the decision • Step 6: Evaluate the decision (PLUS) *From Ethics Resource Center – www.ethics.org
Ethical Decision-Making • Ethical filters for decision-making* • P=Policy • Is it consistent with my organization’s policies? • L=Legal • Is it acceptable under the applicable laws and regulations? • U=Universal • Does it conform to the universal principles/values of my organization? • S=Self • Does it satisfy my personal definition of right, good, and fair? *From Ethics Resource Center – www.ethics.org
Apply the PLUS decision-making model to the case study Case Study
What We Did… • Identified fundamental aspects of integrity and specific actions/behaviors to cultivate • Named the key characteristics of humility and its role in leadership • Learned the leadership behaviors that establish high-trust and identified our own areas of focus • Learned a practice to foster ethical decision-making
For Continuing Development • Visit our UF Leadership Development Toolkit: • Podcasts • Job Aids • Reading Recommendations • These tools are designed to provide ongoing support for your leadership development when and where you really need them! http://www.hr.ufl.edu/training/leadership/default.asp
