香格里拉酒店集團(tuán)領(lǐng)導(dǎo)的信任培訓(xùn)課程

1、trust in leadershipagenda mindset of leaders the effectiveness model emotional bank account whale done personal profiles:myself as a trust builderleader as trust builderleaders if you can choose the best boss to work with what are the two unique qualities that this person should have and why?what is

2、 organizational greatness?not only butabsolute performance performance relative to your potentialcustomer satisfactionintensely loyal customersemployee satisfactionintensely loyal and engaged employees“business as usual”distinctive contribution outcomes of great leaders sustained superior performanc

3、e intense customer loyalty winning teams distinctive contributionthe three levels of effectivenessfoundationeffectivenessbalance ofproduction &production capabilitythink about what is the pc in your areas and what will happen if you neglect it?companies companies dontdontsucceedsucceed_people do

4、people dothe whole-person paradigm debrief do you agree or disagree that the majority of your team possess far more talent, intelligence, capability, and creativity than their present jobs require or even allow? do you believe that you as a leader hold the key to unlocking that potential?trust how i

5、s trust created in an organisation? what are some attributes or behaviours that create trust among individuals?character and competencekey definitionscharacter: personal maturity and integrity to principleswhat a person is.competence: talents, skills, and capabilitieswhat a person can do.credibility

6、: your believability in terms of your integrity, intent, capabilities, and results.what are some deposits and withdrawals at work?82the emotional bank accountprivate victory to public victorydepositsseek first to understand.show kindness, courtesy, respect.keep promises.be loyal to the absent.set cl

7、ear expectations.apologize.give feedback(“i” messages).forgive.withdrawalsassume you understand.show unkindness, discourtesy, disrespect.break promises.be disloyal, badmouth.create unclear expectations.be proud and arrogant.give no feedbackor evaluate character (“you” messages).hold grudges.12 behav

8、iors of high-trust leaders1. talk straight.2. demonstrate respect.3. create transparency.4. show loyalty.5. deliver results.6. get better.7. confront reality.8. clarify expectations.9. practice accountability.10. listen first.11. keep commitments.12. extend trust.so how do i inspire trust?1. build c

9、redibility by increasing character and competence.2. practice the behaviors of trust.“l(fā)eadership is communicating to people their worth and potential so clearly that they come to see it in themselves.”stephen r. coveythe power of conversationleadership conversation reminders every time you open your

10、 mouth, you create culture. these are the 80/20 conversations. they can be formal or informal, short or long. you are having them already, whether consciously or not. look constantly for opportunities to turn a normal conversation into a leadership conversation.light the fireto ignite the talent and

11、 passion of others, you must be fully engaged yourself.whale done how to build positive relationships where people achieve greater resultswhats in it for you? reduce stress get more done just plain feel betterwhats in it for the organization? increase retention of top performance increase creativity

12、 and innovation improve service to team members and customers inspire passion and boost performanceonce youve been through this program, you should be able to: explain the impact the positive relationships and the whale done! approach can have on the organization identify ways to build trust with ot

13、hers in the organization identify and implement the five steps of redirection identify and implement the four steps of the whale done! responsethe whale done! approach build trust. accentuate the positive. when mistakes are made, redirect the energy.whale done approach trust is the foundation for bu

14、ilding positive relationships focusing on the positive helps you achieve the behaviour you want redirection allows us to refocus the behaviour if we get off trackwhale done! can be used in peer-to-peer relationships within your work team manger-to employee relationshipwhale done approach build trust

15、 accentuate the positive redirectbuild trust be sincere and honest show them they can depend on you do no harm have patience invest in the time give your 100% and you will get a 100% backaccentuate the positive find out what motivates each individual treat everyone as individuals with unlimited pote

16、ntial for development keep things interesting praise progress catch people doing things right have fun and learning becomes interesting and it builds trustredirect make sure they are aware that something isnt right dont place blame redirect their focus focus on whats on whats right keep everything g

17、oing on a positive flow do you get the positive energyteamwork identify at least 3 of the most important things you can do to positively impact the environment in which you work start your suggestions with “i” statements. eg: i can make a conscious effort to whale done in actionkey skills how to use

18、 redirection? how to catch people doing something right?redirection response1. describe the problem clearly and without blame.2. show its negative impact.3. take the blame, if appropriate.4. make sure the task is understood.5. express trust and confidence.whale done! response1. praise immediately.2.

19、 be specific3. share positive feelings.4. encourage them to keep up the good work.four types of whale doneresponses1. no response2. negative response3. redirection4. positive responseour emotional bank account with others when we have positive interactions, we are making deposits. when we have negat

20、ive interactions, we are making withdrawals.myself as a trust builderlearning objectives identify the four elements of trust identify your strengths and challenges in building trust1. get quality results.hardly ever h s o v a alwayscircle 1 response that best describes your behavior at work.myself a

21、s a trust builderself assessmenttrust boosters and busters boosters: behaviors that build and sustain truste.g., do what you say you will do busters: behaviors that erode truste.g., break confidentialitytrust boosters strive to do tasks well achieve goals honest about abilities gives credit to the p

22、erson who doest the work provide recognition listens do what they say they will do get to appointments on timetrust busters slack off on doing a quality job lie break confidentiality dont listen withhold information say one thing and do another never on timeimpact of erosion: examples no one confide

23、s in the individual information is withheld communication is awkward and stilted individuals often are excluded from activities people avoid being with the individual people may lose respect for the individual loss of confidence in what the individual says or doeswhat happens when you loose trust in

24、 an individual?trustworks! modelaablebcdbelievableconnecteddependabledemonstrate competenceact with integritycare about othersmaintain reliabilityelements7people focus8communication9recognition10responsiveness11accountability12organization4honesty5values6fair process1expertise2performance3facilitati

25、on skills an individual who applies past skills to complete a taskable demonstrate competenceable demonstrate competence expertise has the skills, relevant experience and knowledge to get the job done performance results goals are achieved consistently facilitation skills has problem solving and dec

26、ision making skills an individual who admits a mistake rather than blaming othersbelievable acts with integritybelievable acts with integrity honesty admits when wrong, keeps confidences, makes ethical decisions values has articulated and honorable values fair process treats people equitably and eth

27、ically an individual who works well with othersconnected care about othersconnected care about others people focus enjoys working with people, respects individual differences; builds personal rapport communication receptive to feedback, listens well, utilizes input from others recognition praises co

28、ntributions and celebrates successes an individual who is always on time for meetingsdependable care about othersdependable care about others responsiveness consistently follows through on commitments accountability regularly track goal achievement and enforce consequences organization effective sys

29、tems for work implementationillustrating the four elements of trustassignment: in your group, write examples of the four elements of trust exchange statements with another group have the other group identify the elements of trust expressed be sure you describe observable behaviorsscore the assessmen

30、thsova12103a12345143015multiply by:=23score atrustworks!leader as trust builderlearning objectives identify the four elements of trust identify your strengths and challenges in building trust create an action plan to become a more trustworthy leader1. am good at what i do.hardly ever h s o v a alway

31、scircle 1 response that best describes your behavior at work.leader as trust builder self assessmenttrustworthy or untrustworthy? what behaviors make a leader trustworthy? what behaviors make a leader untrustworthy?untrustworthy leaders answers before giving someone a chance to respond unfair lies b

32、reaks confidentiality scolds in public withholds information says one thing and does another never on time make commitments they cannot keep inconsistenttrustworthy leaders knowledgeable set achievable goals get results truthful ethical behaviour gives credit to the person who deserves listens shows

33、 respect to others walks the talkthe challengeonly 39% of u.s. employees at u.s. companies say they trust the senior leaders at their firms.watson wyatt work study the challenge 99% of employees surveyed consider trust in the workplace to be important. only 29% of those employees report a high level

34、 of trust within their current organization.ddi retention surveys the challengechallenge while pay and benefits sometimes surface as motivations for leaving, the primary factor affecting turnover is whether or not a manager developed a trusting relationship with the employee. the lack of trust was a

35、n issue with almost every person who had left an organization. if trust is not here the manager is oblivious to an employees needs and does not recognize the growing dissatisfaction until he or she resigns.masteryworks surveythe opportunitythe rate of 3-year total returns to shareholders is almost 3

36、 times higher at companies with high trust levels than at companies with low trust levels.watson wyatt work study costs of distrustproductivity reduced inefficient or excessive work procedures decisions questioned reduction in creativity and commitment turnover: cost of recruitment, retraining, repl

37、acementtrustworks! modelaablebcdbelievableconnecteddependabledemonstrate competenceact with integritycare about othersmaintain reliabilityelements7people focus8communication9recognition10responsiveness11accountability12organization4honesty5values6fair process1expertise2performance3facilitation skill

38、s a manager who is very knowledgeable on how to run his/her department successfullyable demonstrate competenceable demonstrate competence expertise has the skills, relevant experience and knowledge to get the job done performance results goals are achieved consistently facilitation skills has proble

39、m solving and decision making skills a manager who makes a tough decision to terminate a longtime employee who has been dishonestbelievable acts with integritybelievable acts with integrity honesty admits when wrong, keeps confidences, makes ethical decisions values has articulated and honorable values fair process treats people equitably and ethically a manager who takes time to acknowledge and praise and individual who has succeeded in a new task.connected care about othersconnected care about others people focus enjoys working with people, respects individual differe