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13 Behaviors of a High Trust Leader

13 Behaviors of a High Trust Leader

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Published by Burt Gummer
What separates the great leaders from the good ones? What makes a manager a manager of choice by her reports, peers, and boss? What makes an individual credible with customers, suppliers, distributors, investors, and other stakeholders? While there are many dimensions to these questions, there is one common thread throughout: being an individual who can be trusted.
What separates the great leaders from the good ones? What makes a manager a manager of choice by her reports, peers, and boss? What makes an individual credible with customers, suppliers, distributors, investors, and other stakeholders? While there are many dimensions to these questions, there is one common thread throughout: being an individual who can be trusted.

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Published by: Burt Gummer on Nov 13, 2008
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THE 13 BEHAVIORS OF A HIGH TRUST LEADER
 What separates the great leaders from the good ones? What makes a manager a manager of choice by her reports, peers, and boss? What makes an individual credible with customers, suppliers, distributors,investors, and other stakeholders? While there are many dimensions to these questions, there is onecommon thread throughout: being an individual who can be trusted.Perhaps a more important question than, "Who do you trust?" is the far more personal question of,"Who trusts you?" There are some organizations who ask all their employees directly the followingsimple, key question in formal 360º feedback processes:"Do you trust your boss?"These companies have learned that the answer to this question is more predictive of team andorganizational success than perhaps any other question they might ask. A High Trust Leader is an individual who has unquestionably strong personal credibility, has theability to create and grow trust with others interpersonally, and who is then able to extend that trustorganizationally.High Trust Leaders are managers of choice who understand the impact trust always plays on two key outcomes—
speed 
and
cost 
—and how low or high trust either extracts a tax or produces a dividend onevery activity and dimension within a relationship, team, or organization.High Trust Leaders have learned how to interact with others in ways that increase trust levels whileavoiding the pitfalls that deplete trust. While there are numerous actions and behaviors that affect trust
accounts, we have identied the 13 key behaviors that High Trust Leaders have in common (the rst ve behaviors are primarily character-based; the second ve are primarily competence based; the last three
are equal parts character and competence).
 As you go through these behaviors, you may also nd it valuable to consider the opposite of these 13
 behaviors and how such "withdrawals" deplete trust.
 What’s most exciting is that these 13 Behaviors of High Trust Leaders can be learned and applied by any inuencer at any level within any organization. The net result will be a signicantly increased ability to
generate trust with all stakeholders in order to achieve better results.
The 13 Behaviors of High Trust Leaders are as follows:
Stephen M.R. Covey
© 2004, 2008 CoveyLink | www.coveylink.com |
Page 1
 
Talk Straight
 
1. Talk Straight
DemonstrateConcern
 
2. Demonstrate Concern
“I look for three things in hiring people. The first is personal integrity, the second isintelligence, and the third is a high energy level. But if you don’t have the first, the secondtwo don’t matter.”- Warren Buffett, CEO, Berkshire-Hathaway“The end result of kindness is that it draws people to you."- Anita Roddick, Founder & CEO, The Body Shop
 Be honest. Tell the truth. Let people know where you stand. Use simple lan-guage. Call things what they are. Demonstrate integrity. Don’t manipulate people nor distort facts. Don’t spin the truth. Don’t leave false impressions.
enuinely care for others. Show you care. Respect the dignity of every per-son and every role. Treat everyone with respect, especially those who can’t do anything for you. Show kindness in the little things. Don’t fake caring.
 Don’t attempt to be “efcient” with people.
CHARACTER BEHAVIORS
"Real integrity is doing the right thing, knowing that nobody's going to know whether you didit or not."- Oprah Winfrey"If people know you care, it brings out the best in them."- Richard Branson, Founder, the Virgin Group
CreateTransparency 
 
3. Create Transparency 
“Trust happens when leaders are transparent."- Jack Welch, Former CEO, G.E.
Tell the truth in a way people can verify. Get real and genuine. Be open and authentic. Err on the side of disclosure. Operate on the premise of, “What you
see is what you get.” Don’t have hidden agendas. Don’t hide information.
"The people I have trouble dealing with are people who tend not to give full information.They purposefully leave out parts of the story—they distort facts."- Shelly Lazarus, CEO, Ogilvy Mather Worldwide
© 2004, 2008 CoveyLink | www.coveylink.com |
Page 2
 
Right Wrongs
 
4. Right Wrongs
Show Loyalty 
 
5. Show Loyalty 
DeliverResults
 
6. Deliver Results
“Watergate wasn’t so much a burglary as it was the failure to recognize mistakes, totake responsibility for them, and to apologize accordingly."- Jon Huntsman, Chairman, Huntsman Corp.“If you want to retain those who are present, be loyal to those who are absentbecause the key to the many is the one."- Stephen R. Covey“Get good people and expect them to perform."- Bill Marriott, Jr., CEO, Marriott Corp.
© 2004, 2008 CoveyLink | www.coveylink.com |
Page 3
 Make things right when you’re wrong. Apologize quickly. Make restitution
where possible. Practice “service recoveries.” Demonstrate personal humil 
-ity. Don’t cover things up. Don’t let personal pride get in the way of doingthe right thing.Give credit to others. Speak about people as if they were present. Represent others who aren’t there to speak for themselves. Don’t badmouth others be-hind their backs. Don’t disclose others’ private information. Establish a track record of results. Get the right things done. Make thingshappen. Accomplish what you’re hired to do. Be on time and within budget. Don’t overpromise and underdeliver. Don’t make excuses for not delivering.
"What I call Level 5 leaders build enduring greatness through a paradoxical blend of personal humility and professional will."- Jim Collins
COMPETENCE BEHAVIORS
"There is no ambiguity around performance at Pepsi, which some people perceiveas harsh. I see it as an important and necessary part of how you operate. You can'tcreate a high trust culture unless people perform."- Craig Weatherup, former CEO, PepsiCo

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