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Talent Dynamics RSS Feed Blog Category: Developing Trust and Flow

Is Trust simply a buzz word?

Michelle ClarkeI’m so excited about our upcoming Trust Conference and judging by all the early bird bookings and sponsors joining us, many of you are too.

So, why is Trust important?

Well, frankly, the most trusted companies today are being the most successful.

They are out performing their competitors by as much as 10 times…

In a Watson Wyatt 2002 study, high-trust organizations outperformed low-trust organizations in total return to shareholders by 286 percent

As if that’s not exciting enough…

When Trust is consistently high, productivity speeds up, people feel more empowered and make better decisions. Accuracy levels increase. Absence decreases, turnover decreases. People have more fun and feel more connected to the organisation and team.

Consequently, the company performs at a much higher level, consistently.

We know from our experience, clients who have accelerated levels of Trust in their organisations,  go on to create results that have as much as doubled their revenues and profits. We hear of teams being told to go home in the evening, they are so engrossed in what they are doing, they didn’t notice how the time flew by!

“Trust always affects two measurable outcomes – speed and cost.  When trust goes down, speed goes down and cost goes up.  This creates a Trust Tax™.  When trust goes up, speed goes up and cost goes down.  This creates a Trust Dividend™.  It’s that simple, that predictable” Stephen MR Covey

Is Trust simply a buzz word that companies are banding about today?

Anyone who thinks Trust is simply a buzz word or an HR fad, is unfortunately missing the point.

Richard Barrett of the international Values Centre, asserts, that of all values, Trust is the most important to build internal cohesion of a high performance team

How do you know if you have high Trust?

High Trust is a measure that you are delivering Value consistently to your market or team. As you would expect, we have a series of sophisticated tools that we use to measure Trust with our clients. However, you can already have a Trust ‘litmus measure’ based on what your customers/colleagues are saying.

The most Trusted companies are the ones that have clients returning time and again to purchase thier products or services over and over because they are delivering Value consistently.

Apple has people sleeping on streets overnight to get hold of their latest product. Apple customers have such high levels of Trust in the organisation, they will pre-order the latest product without even seeing it first. This is because Apple focus on the best way they can deliver Value through being consistently innovative.

The most trusted individuals in a team are the ones who are consistently delivering value to their colleagues in a way that it can be leveraged effectively.

An example of this would be a Creator who creates visionary strategies for the business unit, that are scalable and sustainable. Creating exciting new products and services that consumers want and need.

Or an Accumulator that ensures all the projects and processes are delivered on time and in the most effecient and timely way possible. Checking all the information and research to make sure the overall plan of action is the most risk averse and water tight.

Wherever you deliver Value consistently, as an individual, a team or an organisation, you will see you can build Trust and you will continue to have a place in the market or the team/organisation.

Can you improve the Trust levels?

Absolutely!

“The process of building trust is an interesting one, but it begins with yourself, with what I call self trust, and with your own credibility, your own trustworthiness. If you think about it, it’s hard to establish trust with others if you can’t trust yourself.” Stephen M.R. Covey

Trust is established and grown when:

  1. You say what you are going to do
  2. It is seen to be of value by someone else (a team member or customer)
  3. You do what you said you would do, really well and consistently.

If you want to build more Trust, then focus at delivering more Value consistently.

The notion that once trust is gone, its gone forever is simply not true. If you follow the same principles, you can re-build trust by consistently delivering Value. It may take longer but its not gone forever!

Find out how to build Trust in your Business

If you want to know more about building Trust in your business, join us at the Trust Conference in London on September 10th. Early bird tickets still available.

Click here to find out more and book tickets 

 

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New Speakers for the Trust Conference Confirmed!

The Trust Conference. 10th September 2013

We are delighted to have just confirmed another 2 speakers for the Trust Conference on 10th September 2013 in London. 

Paul Dunn is at the forefront of management and marketing action on a global basis. Australia’s leading business magazine described him in 2011 as ‘a marketing guru turned philanthropist’.

He is an engineer by training but he soon discovered people were more interesting than “things”. He began his career in Australia at Hewlett Packard where he was one of just ten people in the Australian start up of the company.

In 1974, Paul wrote some innovative software that became the basis for one of Australia’s early technological successes—Hartley Computer. Until 1980 Paul was the marketing genius behind the company growing globally to a $23 Million enterprise.

In late 1980, Paul decided that his real love was marketing AND speaking so he formed The Results Corporation. By 1992 his company had grown to a $20 million company serving 23,000 businesses. Many individuals and companies around the world credit Paul with changing their businesses and their lives.

In 2000, Paul sold all of his business interests to ‘retire’. But he continued speaking around the world and writing. He followed up the success of his first book, Write Right with, ‘The Firm of the Future’ written with Ronald A. Baker. It launched in 2003 is now regarded as a standard text for professional service firms.

In 2006 Paul had what he describes as a very personal experience with people impacted by the 2004 Tsunami. “It was,” he says, “my first real understanding of the power businesses have to change our lives.”

Paul has been involved in B1G1 since 2007 and now invests all of his time, energy and passion into the growth of the initiative around the world. He used to have a quote on his desk that said, “Trying to be as good as my dog thinks I am.” Trouble is, he had it even when he had no dog!

Book your tickets to the Trust Conference here today.

Daniel Priestley Key Person of Influence

Daniel Priestley, a successful entrepreneur and event producer. After seeing more than 100,000 business people networking at his events, Daniel started to notice that some people were trusted magnets for opportunity while others seemed to walk away empty handed over and over again.

From his experience working along side some of the worlds most successful entrepreneurs, authors and speakers Daniel knew there were 5 keys to becoming a Key Person of Influence in any field fast.

Daniel speaks around the world on Social Media, Entrepreneurship and Personal Branding. He has founded several companies in Australia and the UK and is also an investor into some exciting (and some not so exciting) ventures. “I believe there is an Entrepreneur Revolution taking place allowing almost anyone with a passion and an idea the ability to turn it into a successful small business. Based on this insight I have created several business ventures designed to assist people to turn their ideas into profitable, fun, rewarding and fulfilling businesses. 

 I have spoken to over 50,000 people at live events”

Come to the Trust Conference. Book your tickets here today!

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The 2013 Trust Conference and Trust Awards with Stephen MR Covey

Wow, we are super excited here at TDHQ!

 

With our keynote speaker, internationally acclaimed expert on building Trust in Organisations and author of The Speed of Trust, Stephen MR Covey!

 

Amongst others to speak will be, Creator of Talent Dynamics and Wealth Dynamics, Roger James HamiltonSue Swanborough, HR Director for General Mills renowned as one of the top 50 companies to work for in the UK.

 

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Michelle’s news

Michelle ClarkeI’m really pleased to announce the UK’s first ever Trust Conference and Trust Awards being held by Talent Dynamics, in London, on September 10th 2013.

With Stephen MR Covey as the keynote speaker, we have a host of the leading experts on building trust in Organisations and teams already involved to share their expertise! To find out more about the event and how to be the first to get your tickets, register here for details coming soon!

Please let me take this opportunity to wish you and your loved ones a very Merry Christmas and a Happy New Year!

Here’s to a Flow filled month ahead

Michelle Clarke

 

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Michelle’s November News

I’m just back from Bali and writing this at 545am. My body clock still hasn’t quite adjusted yet! I spent the first week, with Roger James Hamilton (creator of Talent Dynamics and Wealth Dynamics) as one of the mentors at his international Wealth Dynamics Masters programme. I met a group of incredibly inspiring Entrepreneurs and as always, learnt heaps for myself too!

The next 7 days, I spent with a group of Talent Dynamics Performance Consultants and Master License Holders, who had flown in from the UK, USA, Australia and Japan.

During the first 2 day’s we held our first ever Talent Dynamics International Partner Conference and we have some awesome announcements to make in the coming weeks as a result of this conference – The first, I’m allowed to spill the beans about today…

A group of those Performance Consultants then stayed on for the following 5 days. Pictured below, this group are the first, amongst our 150 worldwide Partners, to become accredited at the Step 2 level on the Talent Dynamics Pathway. They are now accredited to deliver our 3 day Meaningful, Measurable, Profitable Change programme. Typically clients experiencing this programme are doubling results within 12 months!

So I’m back in the chilly UK now and as I said we have lots of exciting news to share with you in the coming weeks. Some of which I’m still sworn to secrecy on but as soon  as I can tell, I will!

What I can tell you today, is that in September 2013 in the UK, we are hosting the first ever Talent Dynamics Trust Event. Steven Covey Junior, Author of the Speed of Trust is joining us as our keynote speaker for the day. I’m really excited to tell you more about this and how you can join us, in the next few weeks, so watch out for updates on our social media sites coming soon…

Have a fabulously Flow filled month ahead!

Michelle

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Traits of High Performance Teams

One goal of performance management is to create high performance teams that are motivated and achieve far more than the people in the team could ever do on their own.

A high performance team displays certain traits that are common across whatever area you choose to look at.  They exist within sport, science, industry and business.  The traits demonstrate the power of ‘flow’ and pick out individual details about it.

Flow is the path of least resistance where actions and activities are almost effortless.  When in flow, barriers and obstacles fall away.  This can occur on an individual basis.  You’ve probably experienced it yourself at some point:

  • Time seems to stop.
  • Instead of draining you, whatever you’re doing energises you.
  • There is a sense of excitement.
  • You have incredible focus.

Yet when a team is in flow the effects increase.  This leads to a high performance team:

1. Leadership.

Instead of ‘I tell, you do’ the team members participate in the leadership of the team.  Each team member reflects the purpose and values of the team.  The team members use their skills and experience to solve problems.

2. Decision making.

We make decisions in two ways, reason and intuition.  Both have strengths and weaknesses.  Reason is detailed and slow.  Intuition is sketchy and fast.  Different circumstances require different decision making processes.  High performance teams not only display a balance of both but they also know when each is needed.

3. Communication.

Team communication needs to be open and transparent.  The goals of the team are regularly reflected upon, progress is fed back and problems addressed quickly.  High performance teams recognise that each member communicates differently and use the best communication channel for the information AND the team member.

4. Diversity.

High performance teams embrace the diversity and difference in the team’s collective background and experience.  This leads to many viewpoints and a greater understanding of problems.  High performance teams use this diversity to make better decisions and create solutions faster.

5. Trust.

If everyone in the team is looking over each other’s shoulder, progress is limited.  High performance teams trust in the team as a whole and trusts each team member to perform without fear of failure or accusations of irresponsible behaviour.  The Talent Dynamics Pathway fosters this trust by seeing the value that each team member brings and ensuring they are in the right place at the right time.

6. Conflict.

“It’s not about who is right, it’s about getting it right” is a mantra of Talent Dynamics.  High performance teams deal with any conflict as openly as possible, focusing on the underlying problems and working together to get to a solution as quickly as possible.  Grudges are prevented from building and team morale is strengthened by focusing on resolving the problem.

7. Goals.

High performance teams focus on setting the right targets and ensure that they resonate personally for each team member.  This helps create and reinforce the team identity.  This ‘why?’ question crosses personalities and skills to build commitment and engagement across the team.

8. Roles and Responsibilities.

Each team member understands what they should be doing to demonstrate their commitment to team.  High performance teams have the right skills, in the right place, at the right time.  The team members with the natural strengths take responsibility for what they are good at.  This ensures a natural flow through the team allowing a quick response.

9. Co-ordination.

Effective team members can anticipate what each team member can and will do.  This stems from identifying the strengths and weaknesses within the team and the bonds that exist between team members.  High performance teams can use this characteristic to achieve both efficiency and effectiveness.

10. Atmosphere.

High performance teams are created in and project a positive atmosphere.  This stems from the overall team culture of openness, transparency and trust.  Success is celebrated and failure is explored.  Overall the focus is on helping each team member stay in flow and improve on past results.

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Jans Corner: Team Learning and Collective Intelligence

Ever wondered why is it possible that a team of highly intelligent individuals is often behaving, well, not so intelligently?

Shouldn’t it be that intelligent and competent people naturally make intelligent and competent teams? Yes, in theory, but not necessarily in practice.

Why? Because the collective intelligence, competence and performance of the team depends not just on the quality of the individuals but also on the quality of their interactions.

The quality of the interactions will greatly depend on how well they can see, appreciate and draw out the best of the strengths and differing points of view of the other team members at the right time.

This doesn’t come necessarily easily or quickly and requires a collective learning process for the team to go thorough. Not just at the beginning of their collaboration through widely known process often referred to as – forming, norming, storming and performing – but continuously though team practice and synchronisation.

To co-create something magnificent together teams need to operate like orchestras.

We know that in an orchestra, learning and great performance come not from sameness and conformity but from diversity and harmony that comes from that diversity. The more diversity of musical instruments and the more in sync they play together, the larger the repertoire of music they can play and the more powerful and beautiful the sound.

Well, why do we in business have such a hard time to learn from performing arts, like orchestra music?

I would assert that it is because we treasure performing over practicing together. Even though they go hand in hand. Moreover, we are not used to and geared to practicing and learning together. We might be used to meetings and retreats, to debates and reports yet often without the extra benefits they may promise.

Peter Senge, worldwide expert in the area of learning organisations and the author of the seminal book the Fifth Discipline, points out that teams, not individuals, are the fundamental learning units in modern organisations. “Unless teams can learn, the organisations cannot learn,” and of course cannot perform adequately to reflect the aspirations and intelligence of their individuals.

:: What do you do, to learn together?

:: How do you think and practice together as a team? Do you learn from every experience and improve the quality of every interaction? Or do you keep repeating the same experiences, fighting the same problems and expending energy on who is right?

:: How often do you practice? What is your practice rhythm? Daily, weekly, monthly, quarterly, annually?

Team performance can generate the business equivalent of beautiful music played by an exquisitely synchronised orchestra where everyone enjoys playing their part whilst appreciating the diversity they are part of.

How much we unlock our collective intelligence will, however, depend on how willing and open we are to continuously practicing and learning together.

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Una’s spotlight: Being competitive or bullying?

Did you know that the original meaning of to compete is ‘to serve better’?

Not according to South Africa’s communications company Telkom, which was fined £35M for using it’s dominant market position to “bully” competitors (see the recent BBC news story).

As a fixed line operator the company was battling against mobile operators and retaliated by charging too much for internet access.

A fair response some might say but is it really? When people – and their organisations – feel desperate, feel a big sense of lack then that is probably the space that they are going to respond from.

But where does that leave the customer? What impact does that have on innovation in the marketplace when one organisation looks to block competition?

The fact is that when it comes to David and Goliath situations in business, these days David has a good a chance as any. The internet has lowered barriers to entry in many markets and social media facilitates huge followings where there is strong passion and a great idea.

Anybody who has the drive and the will can deconstruct an industry and change the marketplace. Your industry could be next if it isn’t happening already…

Telecoms is one typical example of such massive change and there are many more. For instance what happens when lots of people are getting much of their energy from their buildings (via solar panels, etc) and selling it back to the utilities companies? Will the utilities change their focus to renewable energy and/or helping home owners and businesses to be more green? Or perhaps they’ll enter new industries that they can add value to in the way they did in their current market.

Thinking this is a bit extreme? The typical response to a new idea is for people to laugh and pour scorn, then a few people respond positively while others shake their heads in wonder and finally everybody accepts it as a way of life.

The fact is that any new idea with merit will eventually happen – ignoring it is not the solution, not in the long term anyway.

So what if your focus was less on blocking your competition and more on the ways that you could add more value to your customers? That is how to have a bigger share in the marketplace.

The one thing that will put you and your organisation ahead of the game is to be playing on a different field entirely. Do it right and suddenly you’ll find that you have more loyal spectators coming to see you play.

Perhaps in doing this you may even discover what you thought of as your biggest competitor, could actually be your greatest ally…

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Inspiring the Future

Have you seen the film, pay it forward? Here at TDHQ we love to use our resources to do things that make a real difference for the future generations. That’s why we joined B1G1. We particularly like to invest in helping young people to experience Flow and we do a lot of work with schools and colleges.

June was a great month for celebrating with some of the organisations we have been helping.

I was really excited to be invited by the Prime Minister to a reception at 1o Downing Street, that he was hosting for one of our clients New Entrepreneurs Foundation 

NEF was established last year, to develop a new generation of Entrepreneurs who are going to be playing a large role in the growth and prosperity of the British economy. The reception was to celebrate the successful graduation of the first 40 Entrepreneurs who have completed a super cool year long programme (including Talent Dynamics) with some really awesome host companies.

We were delighted to have provided scholarship places for a half day session for all of the Young Entrepreneurs, including TD profiles along with a full day strategic team day for the Leadership Team.

All of the sponsors, volunteers, young people and host companies were invited to the reception and I was lucky enough to get a few minutes explaining to David Cameron about our commitment to working with young people through Talent Dynamics for Schools and other initiatives.

He shared with all of us about the importance of business leaders and entrepreneurs dedicating even just a small amount of their time to helping out young people. Wether that be in the form of a talk at a school, some mentoring, coaching or other intervention that can inspire young people to Enterprise. He also said that the government had launched a new initative called Inspiring the Future to do just that.

HERO Awards

Another great event was the HERO awards for young people in Blackpool held in June. We have been long term friends and partners with HERO. Alison Sadler from HERO who organised the awards is one of the only people currently accredited to deliver Talent Dynamics for Schools. These awards are to celebrate the Entrepreneurial capabilities of young people in and around Blackpool and are incredibly inspiring!

Again this year we sponsored the Most Enterprising Team category The winning team ‘Unity Enterprise Team’ qualify for a TD Step One programme that will really help them with their enterprising project even further!

“Unity Enterprise Team, consisting of six Year 9 students and two girls from Year 11, has been on a real journey this year, going from the despair of losing the Blackpool FC enterprise competition at the final hurdle to eventually being crowned the Gazette’s ‘Young Entrepreneurs of the Year 2011′ and winning £5000 for their school.  The team, who have technology at the forefront of many of their business ideas, have gelled massively in the short space of time they have worked together, something which is refreshing to see given the difference in genders and year groups.   They have proven their growing knowledge and understanding of business when representing Blackpool FC at a recent enterprise event at Newcastle United, managing to be only one of 5 out of 24 teams who proved they could stick to a budget.  We have watched them grow as a team, and as individuals and they embody the real essence of an enterprising team.

 Paying it forward this month…

By the way – You don’t have to run a Talent Dynamics training programme with a group of 40 young people to make a difference…

Why not spend 30 minutes of your time this month helping out at your old school.

Here are some ways you could really make a difference… 

Share with the students why you do what you do and how you got into it

Mentor a student that needs extra tuition

Provide an opportunity for the local students to visit your premises

Explain about your product or service and how it helps the community you trade in

Advise a group of enterprising students on their current strategy and plan

Share your area of expertise in a master class

If you are still not sure how to be of best use, I’m sure your local school will have lots of ideas as to how they can best use your Talents… Or call Alison!! 

If you want to profile a young person (9-16 years old) to help them understand their Path of Least Resistance, you can take the Talent Dynamics for Schools profile test here

 

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Una’s spotlight: The cost of Low Trust!

Last week saw a senior Goldman Sachs employee Greg Smith leave very publicly by denouncing the company culture saying, “I can honestly say that the environment now is as toxic and destructive as I have ever seen it.”

Greg had lost faith and trust in his employers and while many employees wouldn’t have the clout to get in the New York Times, that doesn’t mean that they couldn’t do some very serious damage to your organisation’s reputation.

Even more serious than your reputation are the underlying factors that could cause an employee to feel the way that Smith did. I’ve seen this in countless organisations where a complete lack of trust colours absolutely everything that is done.

When was the last time you experienced negative office politics slowing things down? People covering their behinds with mass emails? Managers reluctant to make decisions unless it’s a joint decision in a meeting so that any potential blame can be shared out equally or even passed to somebody else? People promoted out of harms way instead of poor performance being addressed?

Building trust may seem to be generated by competence and reliability, however, it goes much deeper than that.

As organisations go through further Talent Dynamics steps it becomes clear very quickly how much trust and integrity there is at a senior level. Will people let go and delegate properly? When discussing the purpose or promise of a team or organisation are people on the same planet, let alone the same page? Do people ‘do as I say, not as I do’?

If employees don’t trust management, how can they be 100 per cent believable when interacting with your clients? At least without it eating them up inside, potentially creating stress and even ill health.

The layers of additional work and bureaucracy created by a lack of trust cost the bottom line. Hugely.

Does your organisation share its financials with its employees? Does it share the thought process behind major decisions? Does it genuinely ask for input, provide feedback and create a genuine dialogue?

If not, why not?

What is it hiding? If you or your organisation aren’t hiding things from your employees then please be aware that is how it may well come across.

How to Generate Trust

  • Give trust wisely. Discover where your team members will add the most value and let them do so.
  • 10x communication. Whatever level of communication goes on in your organisation, increase it by ten times. Be open, honest and transparent in your dealings.  Answer all questions without any fear of reprisal.
  • Ask for feedback and input. While employee surveys can be useful, more useful is ongoing and regular feedback with line managers as part of regular 121s and team meetings.
  • All the world’s a stage. Remember that your team(s) watch what you do every day. How congruent is it with what you say? For one day, preface everything you do and say with the thought, “what would the most cynical employee think of this?” Would that change your behaviour, or perhaps how you communicate what you are up to?
  • Work with people’s energies. Remember to allow people to be in flow and to support them in their primary energy. A Steel energy person may feel pressured to come up with ideas but a Dynamo will be delighted to finally have an outlet for their innovation. Ask a Tempo person about how to build upon existing relationships with other teams/customers, not about how to make systems better. Get the Blaze people to help communicate and forge new relationships, to ‘sell’ internally the results your team is getting to build trust in your competence.

Finally, make sure that you’re in flow yourself and are building relationships based on trust and respect. If you can’t look yourself in the mirror then it will be challenging to look other people in the eye and mean it. You know that when you’re in flow the positive results you get make you feel better about yourself and help you to elevate others in your team and organisation.

This is the best way to help your customers and get the financial results that then naturally flow…

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