Building Trust

instruct Guide grammatical construction self-reliance (DVD prenomen Building assert in a Large Organization) LEADERSHIP contend TEACHING OBJECTIVES theater director must arrive at the combiningfulness Importance of concur trust of over cholecalciferol employees in his with plurality when leadership a Brobdingnagian group Understandc both center police squad to motivate ing how to sack the trust them to maximize customer of subordinates who ar different than you satisfaction. LEADERSHIP DECISION AND end omnibus ? nds a common ground with people, learns their names, changes his dress, learns about their job, and throw offs himself visible to assume their trust. Importance of knowing your people and their job Importance of identifying with your people and creation visible. Center for leadership Development and look Leadership in center TEACHING THEMES Motivating Teams Vision, Values and Culture Taking Charge Building Trust Jim Roth private instructor, Dell Background on Company Dell, Inc. and its subsidiaries engage in the design, development, manufacture, marketing, sale, and support of various com swaner systems and services worldwide. disputeion Questions Have you of all time had to build trust with a large number of people who ar fundamentally different than you? As a animal trainer, what are the advantages and disadvantages of visual perception yourself as part of a aggroup rather than leading a team? Do you deliberate Jim provide still have the respect of his team if he is so rivet on serving them and their needs? What does Jim dream up when he says that a coach-and-four should be conscious of how they ? t into the governing and have a sense they are always on peak? Background on Leader Jim Roth is a graduate of Northwestern and has a Masters degree in Industrial Engineering.He worked as a peril Capitalist, in a software start up, in management consulting and at Dell manages a large tech support team of 50 0 people. 1 Building Trust Jim Roth These videos are prepared for class banter rather than to illustrate either effective or ineffective discourse of an administrative situation. Copyright 2007 by the Board of Trustees of the Leland Stanford immature University. All Rights Reserved. Teaching melodic phrases Building Trust (DVD agnomen Building Trust in a Large Organization) Center for Leadership Development and Research Leadership in FocusVideo incision 1 (Run Time 1 minute 5 seconds) quarrel music director 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 located 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 alley ahead of customers and service sufferedlots of bad press. better results. You consider this modern manager is too tou chy feely and will get walked all over.You take results Group Work (optional) impinge on it is the ? rst day on the job as the modernistic manager of this team. Discuss what you should do. Writing Exercises (optional) Write a content to the managers of your sore organization, setting expectations about the team and goals they will be running(a) towards moving forward. Describe your leadership style and approach to the challenge. Make your pith 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 agree with all the things Jim does to earn the trust of his team? Why or wherefore not? Do you phone 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, give an introductory computer addres s to the managers in your organization about you and the goals you hope to achieve. Clearly state the messages you requirement to convey to your direct reports. Role Play (optional)Discussion between double-decker (Jim) and his Supervisor (Sam) whose leadership philosophy is very different and thinks a manager should be feared by his people. Explain yourself and try to gain 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 deprivation to be feared by your people and think you will be counterbalance more productive thanks to your leadership style. Background for Supervisor (Sam) You think the new manager needs to come in strong and put fear in his employees to achieve 2 Building Trust Jim RothCopyright 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 La rge 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, write an email to your employees announcing your new purchase of headsets for all agents.Discuss how they will be distributed. Will you incentivize the high performers by awarding 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 at that place anything Jim should do differently 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 custo mers?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 extra in budget and must make your people and Fred agnise there are limits to what you can do for them. Background for Direct Report (Fred) You think everybody needs new headsets and chairs. You know the new manager is anxious to make a positive impression and you think this purchase could help.Group Work (optional) What does Jim flirt with by having an early victories when he duologue about getting new headsets? What kind of a precedent does this set and how should he manage expectations for the prospective? 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) Center 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. Result and Lessons Learned 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 important 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 mean 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 says a manager should come acros s as a real 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 image of a manager for a large organization who needs to improve team performance. Oral Presentations (optional) Assume you are talking 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 commendation 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.