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While I feel much of this has already been discovered and documented on The Speed of Trust by Stephen Covey Jr. I appreciate that there is now a scientific model to back it up. Via John Lasschuit ®™, Jean-Philippe D'HALLUIN 
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A strong culture isn't something you wish into place, or even will into place. It's something you build. Here's how. Via John Michel, Jean-Philippe D'HALLUIN
AlGonzalezinfo's insight:
Tpotally agree with Don on item #5. I also like #3.
Create an environment of trust.
Scott Span, MSOD's comment,
May 15, 2013 10:53 AM
All great points... particularly # 3. Without trust, not much else can happen.
Mark Gregory , Programme Innovator @Transformation Coach's curator insight,
May 24, 2013 6:47 AM
5 steps to defining your winning culture explained succinctly for any leader looking to change their own organisational culture.
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Brené’s big idea is that vulnerability is good for you, or as she puts it, ‘vulnerability is our most accurate measure of courage’.
We live in a culture where making yourself vulnerable – exposing your fears and uncertainties, taking emotional risks – is considered a form of weakness, and something most of us want to run away from.
But Brené’s research reveals the hugely positive outcomes that emerge from stepping into the arena of vulnerability. It is precisely when we expose ourselves – perhaps in a relationship or at work – that ‘we have experiences that bring purpose and meaning to our lives’.
AlGonzalezinfo's insight:
A brilliant friend of mine once explained to me, "trusting others is difficult because it makes us vulnerable". This is a fantastic article about why being vulnerable is good, plus so much more.
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The Trust Maturity Model from www.giveleaderhip.com...
What is the level of trust in your team?
Chaos? Learning? Optimizing? Or, Innovating?
Metta Solutions's comment,
October 18, 2012 11:48 AM
AlGonzalezinfo thank you for all the follows - love your curated work as well. Still learning how to use all the features
AlGonzalezinfo's comment,
October 18, 2012 12:49 PM
@Metta Solutions, you are welcome, I really like your curated work as well. One suggestion would be to link your twitter account to scoop.it, this way you will be mentioned automatically on twitter when we rescoop your posts.
Geoff Roberts's curator insight,
January 18, 2014 12:43 PM
Nice descriptive framework, but it needs a 'how to get there' as well... |
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Here we are in 2013 with organizational leadership models that continue to deny the social nature of organizations and wallow in inertia.
Our leadership practices remain authoritative. People are disengaged, distrusting and perhaps even disenfranchised. Via Kenneth Mikkelsen
AlGonzalezinfo's insight:
Wonderul Scoop Kenneth! I am currently working on understanding inclusion by exploring exclusion and this is absolutely perfect!
While we may have a "diverse" employee base" if we have authoritative and distrusting cultures, it is impossible to have inclusion!
Andy Brough's comment,
July 15, 2013 4:24 AM
Leaders will need to work hard to create a deeper sense of engagement, trust and empowerment
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No matter the resume of a leader, we humans take turns leading and following – it’s built into the fabric of our ultrasocial human brains. Think of the hotshot vice presid...
AlGonzalezinfo's insight:
1. Is she a good person? This one’s a little vague, so I added the next one for clarity:
2. Will she be loyal to me, her follower? I’m talking mama bear loyalty, Liam Neeson in “Taken” loyalty; “Psycho Dad” loyalty. Will she put it all on the line if I need her to and if I’ve earned it?
3. Does she know what she’s doing? There are a lot of good and loyal people out there who just don’t have the know-how to get where they’d like to go. I won’t follow them until they’ve gained those skills.
4. Does she have the sense to adapt as needed? Leadership is all about changing course midstream, adjusting to a changing situation and finding – or making – a new way forward. Smart isn’t enough. Wise is also required to succeed as a leader. Of the two, I’ll take wisdom every time.
5. Is this worthy of my time and energy? Maybe you’re thinking I should have put this one first, but here’s why I didn’t: we humans are supremely apt at talking ourselves into some bad decisions if we want something badly enough. By looking at the worthiness of an endeavor only after checking the first four rules off, you’ll be more certain to give those first four rules all the weight they deserve.
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~ try my best to stay out of the box with others ~ forgive those I don't want to forgive ~ stop blaming and trust more ~ mimimize my self-deception and my own virtue
Here is to a great 2013!
AlGonzalezinfo's insight:
Happy New Year!!!!
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An effective tactic for supervisors in the implementation of a feedback mechanism is to invite feedback from all staff members.
The supervisor must make sure everyone knows that the intent is to help the supervisor be more effective and to learn from everyone in the team. It is important to stress that this needs to be a respectful session, and the supervisor must be prepared to actively listen while avoiding becoming defensive.
If this is done appropriately, the supervisor has an opportunity to “model the way” to receive feedback for every team member. The supervisor can then hold a team meeting and report a summary of the feedback he or she received to the whole staff.
During this meeting, the supervisor can also share his or her plans to address that feedback.
AlGonzalezinfo's insight:
It is amazing how much we can learn from our staff members. Its not easy to actively listen, but, if done correctly, this can truly increase the trust level of a team.
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I really appreciate the following trust benefits listed in the article: