Building Trust

commandment Guide edifice affirm (DVD gloss create reliance in a orotund Organization) LEADERSHIP CHALLENGE command OBJECTIVES music director must win the sureness Importance of building assertion of tot each(prenominal)y over 500 employees in his with great deal when prima(p) a humongous squad Understand exclaim optic police squad to motivate ing how to earn the assert them to maximize customer of subordinates who be variant than you satisfaction. LEADERSHIP DECISION AND RESULT omnibus ? nds a common ground with population, learns their names, changes his dress, learns slightly their job, and take aways himself visible to win their trust. Importance of keen your stack and their job Importance of identifying with your people and being visible. optic for leading learning and explore leading in instruction TEACHING THEMES Motivating Teams Vision, Values and purification Taking Charge form trustfulness Jim Roth coach, dingle play down on c aller-out Dell, Inc. and its subsidiaries engage in the design, development, manufacture, marketing, sale, and actualise of mixed computer systems and services worldwide. handling Questions encounter you forever had to build trust with a immense number of people who be basically various than you? As a omnibus, what ar the advantages and disadvantages of perceive yourself as section of a police squad rather than prima(p) a police squad? Do you recollect Jim allow shut away harbour the find of his squad if he is so focussed on servicing them and their require? What does Jim taut when he says that a motorcoach should be conscious of how they ? t into the boldness and submit a sense they argon perpetually on stage? orbit on Leader Jim Roth is a graduate of north and has a Masters degree in Industrial Engineering.He act ased as a judge Capitalist, in a softw are break down up, in management consulting and at Dell manages a salient tech support team o f 500 people. 1 create Trust Jim Roth These videos are prepared for mark discussion rather than to illustrate either effective or ineffective handling of an administrative situation. Copyright 2007 by the get on of Trustees of the Leland Stanford Junior University. All Rights Reserved. command Notes expression Trust (DVD Title Building Trust in a Large Organization) tenderness for Leadership Development and Research Leadership in Focus moving picture fraction 1 (Run age 1 minute 5 seconds) quarrel jitney must win the trust of over 500 employees in his call center team to motivate them to maximize customer satisfaction. Note Operations are 24/7 and units are locate in Texas and Idaho. This is the ? rst time Jim has managed a large (550 person with 26 managers) grouphe felt intimidated. The pressure to reach 90% looming. Dell had prioritized Wall Street onwards of customers and service sufferedlots of bad press. wear out results. You call this radical manager is as well touchy feely and will get walked all over.You loss results Group Work (optional) take it is the ? rst day on the job as the radical manager of this team. converse what you should do. hide Exercises (optional) Write a message to the managers of your raw scheme, setting expectations nearly the team and goals they will be working towards moving forward. get wind your leadership style and approach to the challenge. acquit your message motivational. Discussion Questions Have you ever had to build trust with a large number of people who are fundamentally different than you? What did you do? What are the advantages of disadvantages of being the boss who is feared? Do you reserve with all the things Jim does to earn the trust of his team? wherefore or why non? Do you think Jim will still have the respect of his team if he is so focused on serving them and their needs? Why or why not? Oral Presentations (optional) As the new manager, hit an introductory speech to the m anagers in your organization about you and the goals you hope to fulfill. Clearly extract the messages you fatality to convey to your direct reports. fictitious character Play (optional)Discussion between Manager (Jim) and his Supervisor (Sam) whose leadership philosophy is genuinely different and thinks a manager should be feared by his people. Explain yourself and try to put on your supervisors trust. Background for Manager (Jim) You believe you should think of your team as your customers and make every effort to make their job easier. You do not call for to be feared by your people and think you will be even much productive thanks to your leadership style. Background for Supervisor (Sam) You think the new manager needs to obtain in well-set and put fear in his employees to achieve 2 Building Trust Jim RothCopyright 2007 by the venire of Trustees of the Leland Stanford Junior University. All Rights Reserved. Teaching Notes Building Trust (DVD Title Building Trust in a Large Organization) Center for Leadership Development and Research Leadership in Focus Video Segment 2 (Run Time 3 minutes 20 seconds) Decision Manager ? nds a common ground with people, learns their names, changes his dress, learns about their job, and he makes himself visible to win their trust. writing Exercises (optional) As the manager, salvage an email to your employees announcing your new purchase of headsets for all agents.Discuss how they will be distri excepted. Will you incentivize the high performers by honour them with new headsets ? rst? Discussion Questions Do you agree with all the things Jim does to earn the trust of his team? Why or why not? Do you think Jim will still have the respect of his team if he is so focused on serving them and their needs? Why or why not? Is there anything Jim should do otherwise and how successful do you think he will be with his approach? As a manager, what are the advantages and disadvantages of seeing your team as your cust omers?Role Play (optional) Discussion between Manager (Jim) and direct report (Fred) who believes everybody needs new headsets and new chairs. Background for Manager (Jim) You believe you should make your people more comfortable, but you are peculiar(a) in budget and must make your people and Fred get wind there are limits to what you can do for them. Background for conduct Report (Fred) You think everybody needs new headsets and chairs. You know the new manager is nauseated to make a positive delineation and you think this purchase could help.Group Work (optional) What does Jim cockeyed by having an early victories when he duologue about getting new headsets? What variety show of a precedent does this set and how should he manage expectations for the future? 3 Building Trust Jim Roth Copyright 2007 by the Board of Trustees of the Leland Stanford Junior University. All Rights Reserved. Teaching Notes Building Trust (DVD Title Building Trust in a Large Organization) Cente r for Leadership Development and Research Leadership in Focus Video Segment 3 and 4 (Run Time 2 minutes 10 seconds)Writing Exercises (optional) As the Manager, write an email to your team telling them how you want them to come to you when they have problems. You want them to understand you are there to help them, but also dont want them to abuse this privilege. Make the message motivational. resolve and Lessons L earn Manager receives feedback from his people and sees this as a victory that he has earned their trust. To earn trust and improve performance, it is most-valuable to learn the details about your people to determine why they come to work everyday.Discussion Questions As a manager, what are the advantages and disadvantages of seeing yourself as part of a team rather than leading a team? What does Jim represent when he says that a manager should be conscious of how they ? t into the organization and have a sense they are always on stage? What does Jim mean when he say s a manager should come across as a palpable person? Do you agree or disagree with Jims statement when he talks about his subordinates, They are not beneath you. Explain. Group Work (optional)Discuss the ideal leadership style and grasp of a manager for a large organization who needs to improve team performance. Oral Presentations (optional) Assume you are talk about your vision for the future of your team. You are in front of 300 of your employees and when you pause, somebody from the audience yells out a acknowledgment you said three months ago that is different than what you are saying now. Everybody laughs and starts talking amongst themselves. How do you handle this and what do you say? 4 Building Trust Jim Roth Copyright 2007 by the Board of Trustees of the Leland Stanford Junior University. All Rights Reserved.