Its all about trust u&e

© Ramiz Allawala, 2004

Lakson Tobacco Ltd., Peshawar

February 17 – 20, 2004


Pakistani Ideas Non-Pakistani Ideas

Motivating People to Work Effectively: ___________________________________ _________________________________ ___________________________________ _________________________________ ___________________________________ _________________________________ Dealing With Poor Performance: ___________________________________ _________________________________ ___________________________________ _________________________________ ___________________________________ _________________________________ Improving Sense Of Urgency/Deadlines: ___________________________________ _________________________________ ___________________________________ _________________________________ ___________________________________ _________________________________ Handling Conflicts Between Subordinates and Staff: ___________________________________ _________________________________ ___________________________________ _________________________________ ___________________________________ _________________________________ Persuading Staff to Accept Change: ___________________________________ _________________________________ ___________________________________ _________________________________


INTEGRATED LEADERSHIP CASE

AHMED AND THE PRINTER

The sales promotion campaign was under Mr. Ahmed’s responsibility. As the campaign neared it’s opening, Ahmed discovered that a major printer had not met the promised delivery date. Without these materials, the campaign could possibly fail. Although Ahmed knew that his boss (Mr. Jamil) would also have a direct interest in this new problem, he decided to work out the problem by going to another printer, though time was short. He decided not to mention the emergency to his boss, hoping things would work out. QUESTIONS

1. What’s your opinion of Mr. Ahmed’s behavior, and the causes?

2. What would you suggest to Ahmed?

3. Can you suggest any procedures to help Mr. Jamil to avoid such problems?



AHMED AND THE PRINTER

The sales promotion campaign was under Mr. Ahmed’s responsibility. As the campaign neared it’s opening, Ahmed discovered that a major printer had not met the promised delivery date. Without these materials, the campaign could possibly fail. Although Ahmed knew that his boss (Mr. Jamil) would also have a direct interest in this new problem, he decided to work out the problem by going to another printer, though time was short. He decided not to mention the emergency to his boss, hoping things would work out. QUESTIONS

1. What’s your opinion of Mr. Ahmed’s behavior, and the causes?

2. What would you suggest to Ahmed?

3. Can you suggest any procedures to help Mr. Jamil to avoid such problems?



CHRIS NEWTON

The Home Office appointed Chris Newton for the job in Pakistan because Chris had achieved outstanding results in the U.K. He was aggressive and efficient. Starting enthusiastically on his management job in Pakistan, he focused his attention on the work – getting quality products shipped promptly and meeting the various deadlines. He felt he had little time for socializing among Pakistani colleagues. After about 6 months he began to notice that the cooperation and team work he was getting from Pakistani colleagues was rather strained and the working atmosphere seemed formal and lacking in spirit. QUESTIONS

1. How could Chris’ behavior affect his Pakistani colleagues?

2. What suggestions would you offer?



MR. JAVED

Stephen Schmidt arrived in Islamabad to become department head in a well-known international organization. Mr. Javed was senior administration officer, just one level junior to department head. He was pleased to make his new colleagues adjustment as successful as possible. Javed felt good will toward Stephen as well. One quality especially impressed Stephen: it seemed that no matter what help or service he would ask from Javed, the Pakistani would do everything possible to provide it. Stephen admired efficiency and results, and he even jobs after hours. Stephen did not notice any signs of difficulty on Javed’s part. QUESTIONS

1. Why might Javed behave in this way?

2. If events continue in this way, what might be the consequences?



MR. HAROON’S CAMPAIGN

Mr. Haroon, Marketing Manager of a publishing company, instructed Mr. Mani, the company Circulation Manager, to speed up the subscription campaign in a certain district of the city. A week later, Haroon discovered that the campaign had been conducted in a different area from the one assigned. Naturally upset, he immediately went into Mani’s office, who was talking with two subordinates. In the discussion, which followed, Haroon showed his frustration openly. It was learned that Mr. Mani had not completely understood Mr. Haroon’s instructions. Haroon said, “Here’s the file, Mani. Come see me right away when your through!” then he turned and left the office. QUESTIONS

1. What are the possible causes of this situation?

2. What do you think of Mr. Haroon’s behavior?

3. What would you suggest to each person, in order to improve transaction like this, in future?

• To Mr. Mani?

• To Mr. Haroon?


Focus: High Trust living

What is Trust and what it is NOT? Why Trust building is the most important

activity? What is the Trust model? How is it implemented? How do we know Trust model is working?


Definition of Trust

According to The American Heritage Dictionary, trust, as a verb, is:

To have confidence in: feel sure of To expect with assurance; assume To believe ...


Definition of Trust

Trust is also a noun, an action. The American Heritage Dictionary continues its definition:

Firm reliance on the integrity, ability, or character of a person or thing

Confident belief Faith


Additional Words Surrounding Trust

Integrity Root: Integer Whole Words and deeds genuine

Belief Something true and real Image and reality congruent


WHAT TRUST IS

Trust is believing that words mean what they appear to mean.

Trust is experiencing actions that are consistent with the verbal or written message.

Trust is having faith that people and the organization as a whole will do what they say they'll do: "credibility of actions"!


WHAT TRUST IS NOT

Trust is not trying to "con" others into believing that you're something that you're not.

Trust is not being gullible by believing anything that anyone says is automatically true.


Why Trust is most important?

Well being and ability to compete determined solely by Trust

Never builds randomly Absence of trust leads to:

Fear, greed, buzzing, “Us vs. Them” Replaces language of human spirit by language of

machines Meaning, inspiration, connection, purpose vs.systems,

hierarchies, structures, processes and cycles


The Trust model

Closure Only true promises Non-violent communication Speedy resolution Respect for all Authentic responsibility


Closure

Details specifics: who, what, when. Is evenhanded and not conditional. Uses clear, familiar wording. Emphasizes positive action. Deals with any pending proceedings. Provides for future


Only True promises

Take the risk Reinforce the positive Use others’ input Avoid cordial hypocrisy Say what you’ll do __ and do it!


Non-violent Communication

Translate communications into language of feelings and needs

Become an attorney of needs Engage in non-judgmental empathy Provide presence and emotional first aid


Speedy resolution

What might work for you? What can you do to help resolve this issue? What other things might you try? What would make this idea work better for you? Is there some way we can meet both X’s need for

______________ and Y’s need for ___________________?


Respect for all

Eliminate blame game and shame game Direct consciousness to what works

Appreciative Inquiry Technique


Authentic responsibility

Differentiate between reactive living and proactive living

Differentiate between “fear of..” and “I can’t handle…”


Other principles of responsibility

Be Responsive (Twenty-Four-Hour Rule) Handle Issues at the Lowest Possible Level Tell the Truth Management as Role Model Contract or Covenant?


Rebuilding Trust

Recognize IntensityExamine Place of BreachPut It Out There-QuicklyAcknowledge ImpactIdentify Future ActionsRaise GoalsReflect on ProgressRepeat Process


FriendsHigh affinity

Few shared goals

PartnersHigh affinity

Many shared goals

EnemiesLow affinity

Few shared goals

AdversariesLow affinity

Many shared goals

ALIGNMENT

AFFINITY

Mutual goals

Leve

l of

agre

emen

t

Affinity-Alignment Model


Implementing the Trust model

Trust and Closure audit Leadership questions


What Does Success Look Like?

hallway chatter, but this time about closure reduction in buzzing, with an uptick in brainstorming

for closure people admitting mistakes and not looking as if they are

about to die more ideas flowing from the bottom up fewer pretended commitments and quicker correction of

those that do happen shorter meetings, with more closure, less infighting


What Does Success Look Like?

more enthusiasm about work a change of vocabulary and an associated growing

awareness about trust dynamics more voluntary commitments and an internalization of

commitments-and real effort to meet them proud descriptions of changes to outsiders tasks getting completed, more and more by their

original time commitment less whining


Crucial WESTERN Concepts and Skills

Concept Approximate Definition

Examples of this concept in practical

Situation; Circumstances in which

greater mastery

Skills required in practicing

this concept

Other

Guidelines

Accountability Ability and willingness to “give an account” or to explain

Frankness / Openness

Free in expressing what one thinks or feels; free from reserve OR concealment. Clearly evident

Assertiveness Expressing one’s ideas and oneself Positively and actively. Pushing for Recognition of one’s position

Contd…….



Concept

Approximate Definition

Examples of this concept in practical

Situation; Circumstances in

which greater mastery


this concept

Other

Guidelines

Initiative / Innovation

Taking the first step without being urged by someone else. Making changes, introducing New methods, procedures

Proactive Thinking ahead, making plans Anticipating risks and opportunities

Tenacity / Determination

Holding firmly, toughness, persistence consistency. Carry on doing something inspite of facing difficulties and obstacles in pursuit of goals.

Contd…….




Examples of this concept in practical Situation;

Circumstances in which greater mastery


this concept

Other

Guidelines

Dedication / Commitment

A strong pledge/ binding to an agreed goal

Analytical Critical Approach

Constructive Criticism

Performance Competence (Merit Vs. Seniority)

Contd…….







this concept

Other

Guidelines

Goal Orientation/ Focus

Efficiency

Confidentiality/ Privacy


Crucial PAKISTANI Concepts and Skills

Concept





this concept

Other

Guidelines

Lay-haaz (Preserving

others Sentiments)

Ghairat (Self-respect)

Izzat (Mutual Respect)

Farma Bardari (Submission to

authority)

Bar Khurdari (Respect for Authority)

Contd…….



Concept





this concept

Other

Guidelines

Sula Joeey (Acquiescence /

Agreement)

Baradari (Brotherhood)

Sifarish

Ummah Unity

Inkesari (Humility /

Humbleness)

Contd…….



Concept





this concept

Other

Guidelines

Takalluff

Afs sous (Sorrow /

Sympathy)

Sharam (Shame / Shyness)

Sakhi (Big hearted

Narm Dil (Merciful /

Forgiveness)

Contd…….



Concept





this concept

Other

Guidelines

Family Loyalty

Aman pasandi (Harmony)

Mardangi (Masculinity /

Macho)

Naiki (Kindness / Good Deed)

Sabar (Patience)


PROTOCOLS for when you’re at an IMPASSE

What to DO What to SAY

Embrace the impasse, and tease apart the current thinking on both sides.

"What do we both know to be true? Or, "What do we both sense is true, but have no data for yet?"

Look for information that will help people move forward.

"What do we agree on, and what do we disagree on?"

Consider each person's mental model as a piece of a larger puzzle.

"Are we starting from two very different sets of assumptions here?

Contd…….


PROTOCOLS for when you’re at an IMPASSE

What to DO What to SAY Ask what data or logic might change their views.

"What, then, would have to happen before you would consider the alternative?"

Ask for the group's help in redesigning the situation.

"It feels like we're getting into an impasse and I'm afraid we might walk away without any better understanding. Have you got any ideas that will help us clarify our thinking?"

Don't let conversation stop with an "agreement to disagree"

"I don't understand the assumptions underlying our disagreement".


PROTOCOLS for Improved ADVOCACY

What to DO What to SAY State your assumptions, and describe the data that led to them.

"Here's what I think, and here's how I got there".

Make your reasoning explicit. "I came to this conclusion because…"

Explain the context of your point of view: who will be affected by what you propose, how will they be affected, and why. Give examples, even if they're hypothetical or metaphorical.

"Imagine that you're a 16th-century Spanish explorer. Here's how this idea would affect you…"

Contd…….


What to DO What to SAY Encourage others to explore your model, your assumptions, and your data.

"What do you think about what I just said?" Or, "Do you see any flaws in my reasoning?".

Reveal where you are least clear in your thinking. Rather than making you vulnerable, this defuses the force of advocates who are opposed to you, and invites improvement.

"Here's one aspect that you might help me think through…"

Even when advocating: listen, stay open, and encourage others to provide different views.

"Do you see it differently?"

PROTOCOLS for Improved ADVOCACY


PROTOCOLS for Improved INQUIRY

What to DO What to SAY Gently walk people down the ladder of inference and find out what data they are operation from

"What data do you have for that statement?" Or, more simply: "What leads you to say that?"

Use unaggressive language, particularly with people who are not familiar with these skills.

Instead of "What do you mean?" or "What's your proof?" say, "Can you help me understand your thinking here?"

Draw out their reasoning. Find out as much as you can about why they are saying what they're saying.

"What is the significance of that? or, "How does this relate to your other concerns?"

Explain your reasons for inquiring, and how your inquiry relates to your own concerns, hopes, and needs.

"I'm asking you about your assumptions here because.."

Ask others to make their thinking process visible


PROTOCOLS for facing a Point of View with which you DISAGREE

What to DO What to SAY Make sure you truly understand the other person's view.

"If I follow you correctly, you're saying that…"

Explore, listen, and offer your own views in an open way.

Ask, " Have you considered…" and then raise your concerns and state what is leading you to have them.


When ……….. You might SAY Strong views are expressed without any reasoning or illustrations……

"You may be right, but I'd like to understand more. what leads you to believe….?

The discussion goes off on an apparent tangent….

"I'm unclear how that connects to what we've been saying. Can you say how you see it as relevant?"

You doubt the relevance of your own thoughts…

"This may not be relevant now. If so, let me know and I will wait.."

Several views are advocated at once…. "We now have three ideas on the table (say what they are). I suggest we address them one at a time.."

Contd…….


When ……….. You might SAY You perceive a negative reaction in others

"When you said (give illustration)… I had the impression you were feeling (fill in the emotion). If so, I'd like to understand what I said that led to this'.

People take positions but don't identify their concerns…

"I understand that is your position. I would like to understand the concerns you have …. How do you see your position as the best way to resolve your concerns?

An assertion is made but its point is not clear…

"What I understand you to be saying is (fill in possible interpretation)?" Is that accurate?"

When it seems like a definition phrase, or "loaded term" is leading to an impasse…

"When you said, (fill in term), I typically use that to mean (fill in my connotation). How are you meaning it?

Documents

Its all about trust u&e