Mind Set and Skills for Trust Building A mind set of clinical pragmatism rather

Mind set and skills for trust building a mind set of

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Mind-Set and Skills for Trust Building A mind-set of clinical pragmatism rather than excessive emotionality concerning improving relationships o Clinical pragmatism = avoidance of unproductive emotionality o Feelings motivate many causing them to become more objective o Makes an assessment if whether trust can be improved enough to fix relationship A communication skill set that enables one to initiate and conduct difficult conversations using inquiry, advocacy, compromise, empathy, and assertiveness in the proper balance to effect positive results o Be able to have difficult conversations o Be able to communicate efficiently Chapter 6: Those in positions of power should help ensure fair outcomes Trust in leadership sets the tone for the rest of the organization Low-trust coercion: When one sees no other options, but to follow that leader High-trust empowerment: Leader projects clear signals that he cares about others and takes their interests into account even if it hurts them CONFIDENCE & CREDIBILITY (truthful & trustworthy) Trusting Leaders and Management Build risk tolerance in the face of growing risk o Have people share and manage risk together Inspire self-confidence, especially in low-adjustment people o Ways to build a positive someone can accomplish a task Past success at the task Seeing others succeed at the task Having a generally positive mind-set Receiving encouragement and validation from others o A good leader helps those around them achieve an appropriate level of self- confidence o Insecurity: High capability; Low self-confidence o Arrogance: Low capability; High self-confidence Balance out inequities where leader has all the power Add security to insecure circumstances o Securing team’s job in a merger Cultivate similarities and shared values in a diverse workplace Keep interests aligned amid competing and conflicting loyalties Demonstrate benevolence (concern for others) in a bottom-line world Prove and improve your own capability in an age of complexity o Be able to adapt
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o Think strategically about the future and anticipate change o Break changes down into manageable initiatives that can be implemented over time o Stay focused and execute, but demonstrate agility o Mobilize groups of people in a change process o Use organization levers (structure, culture, systems, strategy) to manage the “organization,” not just the business o Put the right people in the right jobs to manage change and execute o Develop and maintain good relationships o Yukl: Task oriented behavior to ensure efficiency and reliability Relations-oriented behavior to build strong human relations and resources Change-oriented behavior to ensure timely adaption to changes in the environment o Practice predictability and integrity in a sea of uncertainty o Communicate!!!!!!!!!!!!
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  • Fall '11
  • JohnHurley

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