Trust, Teams and Leadership Practices

1. Trust, Teams and Leadership Practices Executive Director Academy Miller Foundation Battle Creek Michigan Facilitators: Nonprofit Network Staff Eight Sessions February 14-November 14, 2019

2. Tom WilliamsCapacity BuildingConsultant

3. “Unless you’re continually improving your skills, you’re quickly becoming irrelevant.” -Stephen M.R. Covey

4. Who is in the room? Name Organization Years tenure as an ED If a Genie in a bottle granted me ONE wish that had to be used (on me) in my role as ED, what would the wish be?

5. What are the norms (ground rules) for our group? • Confidentiality • Assume positive intent • Commit to practice between sessions and retain/share observations • Be genuine with each other regarding ideas, challenges and feelings • Were others added at your initial session?

6. Cohort Webpage • Set up on Nonprofit Network’s website-participants have access • Presenters will post all handouts here • Schedule and make up policy • Reading list • More Resources document will be here

7. Teamwork vs. Individual Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishments toward organizational objectives. It is the fuel that allows common people to attain uncommon results."  --Andrew Carnegie

8. Value of teamwork approach It takes advantage of multiple skills sets It increases learning opportunities and builds organizational morale It can solidify accountability It lets people share the lows and highs It promotes synergy

10. What is it like to be on a team with… Absence of trust? Fear of conflict? Lack of commitment? Avoidance of accountability? In attention to results?

11. Five Characteristics of Cohesive teams They trust one another They engage in unfiltered conflict around issues They commit to decisions and plans of action They hold one another accountable for delivery against those plans They focus on the achievement of collective results

12. Members of trusting teams… • Admit weakness and mistakes • Ask for help • Accept questions and input about their areas of responsibility • Give one another the benefit of the doubt before arriving to a negative conclusion • Take risks in offering feedback and assistance • Appreciate and tap into one another’s skills and experiences • Focus time and energy on important issues, not politics • Offer and accept apologies without hesitation • Look forward to meetings and other opportunities to work as a group

13. Commitment is… Clarity around directions and priorities Alignment of entire team around common objectives Developing an ability to learn from mistakes Taking advantage of opportunities before competitors do Moving forward without hesitation Changing direction without hesitation or guilt

14. A Team That Holds one another Accountable… • Ensures that poor performers feel pressure to improve • Identifies potential problems quickly by questioning one another’s approaches without hesitation • Establishes respect among team members • Avoids excessive bureaucracy around performance management

15. Spend time with your planning tool

16. Imagine… • Trust in our world • Other drivers on the road • Training and performance in hospitals • Traveling on airlines Now… • A world of no trust • Financial transactions • Partisan rule makers • Micro-managing bosses

17. Imagine this example closer to home Think of two people with whom you interact: one that you trust and the other that you don’t trust. What is the energy level like with the one you trust?.....With the other?

18. Trust is like the air we breathe-when its present, nobody really notices; when its absent everybody notices. -Warren Buffet

19. Trust Smart Trust Distrust Blind Trust Judgment (Intent plus Analysis) Gullibility Suspicion

20. Trust impacts • Prosperity • Reputation and resources • Attraction and retention of talent • Energy • Effective engagement of people • Innovation & synergy • Joy • Strong and enduring relationships ….and the speed and cost in which this all takes place

21. Bottom line Trust =  Prosperity  Energy  Joy Trust =  Prosperity  Energy  Joy Trust = Speed Costs

23. As per Speed of Trust by Stephen M.R. Covey

24. Character • Intent • Integrity • Caring • Honesty • Transparency • Fairness • Authenticity • Openness

25. Competence • Results • Capability • Skills • Reputation • Knowledge • Credibility • Experience • Performance

26. As you go to work, your top responsibility should be to build trust – Robert Eckert, CEO Mattel

27. Can Trust Be Restored? The best time to plant a tree is 20 years ago…the second best time is today. - Chinese proverb Hard (why safeguarding it is better) Analyze element where trust broke down May include an apology Apply time liberally

28. Trust is all about behavior

29. Trust building behaviors Talk straight Create transparency Clarify expectations Practice accountability Keep commitments

30. Be aware: Caution Counterfeit behaviors won’t produce the results you seek

31. People and Trust Few things can help an individual more than to place responsibility on him, and to let him know that you trust him. Booker T. Washington

32. Choose to believe in trust • Being worthy of trust • Most people can be trusted • Extending trust is a better way to lead

33. Start with self • Do you trust yourself? • Do I give others a person to trust?

34. Declare your intent…and assume positive intent in others • This is a Two parter…declare and assume

35. Do what you say you’re going to do • 1-2 punch with previous action of declaring intent • Its your reputation

36. Lead out in extending trust to others • Leaders go first

37. Building a Smart Trust environment We can chose to believe in trust We can start with ourselves We can declare our intent and assume positive intent with others We can do what we say we will do We can lead out and extend smart trust to others

38. Trust What role does trust play in your specific position? What role does trust play in your organization within the community?

39. Spend time with your planning tool

40. Leadership Defined A process of influence in which one person can motivate others in the accomplishment of a common task.

41. Practices of Exemplary Leaders From The Leadership Challenge: How to Get Extraordinary Things Done in Organizations, by James M. Kouzes and Barry Z. Posner First step to reaching personal leadership best Affirms over three decades of ongoing research that… Leadership is a practice that can be taught and learned by anyone.

42. Leadership Practices Inventory There are no right or wrong answers Leaders can develop new skills at any time The LPI can be a valuable tool Leadership practices can be strengthened

43. LPI Rating Scale 1 = Almost Never 6 = Sometimes 2 = Rarely 7 = Fairly Often 3 = Seldom 8 = Usually 4 = Once in a While 9 = Very Frequently 10 = Almost Always 5 = Occasionally

44. Scoring and Self-Response Sheet Transfer your scores from the LPI to the Response Sheet Enter scores in the box corresponding to the numbers on the LPI Total the numbers in each column

45. Scoring and Self-Response Sheet Write the following letters under each column, starting with the first column and moving right: MTW ISV CTP EOA ETH

46. Five Practices of Leadership MTW = Modeling the way ISV = Inspiring a shared vision CTP = Challenging the process EOA = Enabling others to act ETH = Encouraging the heart

47. Model The Way 1. Find your voice by clarifying your personal values 2. Set the example for aligning actions with shared values

48. Inspire A Shared Vision 3. Envision the future by imaging exciting and ennobling possibilities 4. Enlist others in a common vision by appealing to shared aspirations

49. Challenge The Process 5. Search for opportunities by seeking innovative ways to change, grow and improve 6. Experiment and take risks by constantly generating small wins and learning from mistakes

50. Enable Others To Act 7. Foster collaboration by promoting cooperative goals and building trust 8. Strengthen others by sharing power and discretion