“first things first”: crafting a culture of trust with scott perry & patty parnell
TRANSCRIPT
““First Things First”:First Things First”: Crafting a Culture of TrustCrafting a Culture of Trust
withwith
Scott Perry & Patty ParnellScott Perry & Patty Parnell
Today’s Discussion…Today’s Discussion…
School Leadership in an Information AgeSchool Leadership in an Information Age
The Power and Speed of TrustThe Power and Speed of Trust
Communication In Trust CulturesCommunication In Trust Cultures
Hunter/Gatherer AgeHunter/Gatherer Age
Duration: thousands of yearsDuration: thousands of years
Calendar: Focus on Spring, Summer, Fall Calendar: Focus on Spring, Summer, Fall – Store for Winter– Store for Winter
Governance: TribalGovernance: Tribal
Agrarian AgeAgrarian Age
Duration: 800 B.C. – late 1800sDuration: 800 B.C. – late 1800s
Calendar: Spring Planting, Summer/early Calendar: Spring Planting, Summer/early Fall Tending and HarvestingFall Tending and Harvesting
Governance: PatriarchalGovernance: Patriarchal
Industrial AgeIndustrial Age
Duration: 1890 – 1980sDuration: 1890 – 1980s
Calendar: Year RoundCalendar: Year Round
Governance: Boss – Middle Management Governance: Boss – Middle Management – Worker– Worker
Boss
Middle Management Middle Management Middle Management
W
W
W
W
W
W
W
W
W
W
Information AgeInformation Age
Duration: 1980s – 2020sDuration: 1980s – 2020s
Calendar: Year RoundCalendar: Year Round
Governance: FlatGovernance: Flat
Leader (Coach, Support, foster trust, create systems, hard conversations)
Team Member
Crystallized Intelligence
Fluid Intelligence
Team Member
Team Member
Team Member
Team Member
Team Member
Team Member
Team Member
It’s just not possible any longer to It’s just not possible any longer to
“figure it out” from the top, and have “figure it out” from the top, and have
everyone else follow the orders of the everyone else follow the orders of the
“grand strategist”. The organizations “grand strategist”. The organizations
that will truly excel in the future will that will truly excel in the future will
be the organizations that discover be the organizations that discover
how to tap people’s commitment and how to tap people’s commitment and
capacity to learn at all levels in an capacity to learn at all levels in an
organization.” organization.”
Peter Senge “The 5th Discipline”Peter Senge “The 5th Discipline”
“ “It’s just not possible any longer to It’s just not possible any longer to
“figure it out” from the top, and have “figure it out” from the top, and have
everyone else follow the orders of the everyone else follow the orders of the
“grand strategist”. The organizations “grand strategist”. The organizations
that will truly excel in the future will be that will truly excel in the future will be
the organizations that discover how to the organizations that discover how to
tap people’s commitment and capacity tap people’s commitment and capacity
to learn at all levels in an to learn at all levels in an
organization.”organization.”
Stephen CoveyStephen Covey
Most Public Schools Most Public Schools Today….Today….
sit in the middle of the sit in the middle of the Information Age….Information Age….
charged with preparing charged with preparing students for life and students for life and
work in “The Information work in “The Information Age” and beyond….Age” and beyond….
and yet function with an and yet function with an Agrarian Age Agrarian Age calendar….calendar….
and Industrial Age and Industrial Age systems of management systems of management
and communication.and communication.
FluidFluid the capacity of combined, the capacity of combined, synergistic thinking of school community synergistic thinking of school community members to problem solve in real timemembers to problem solve in real time. .
CrystallizedCrystallized the massive storehouse the massive storehouse of education and experience that exists of education and experience that exists within all schoolswithin all schools. .
Exciting New Ways of Doing Exciting New Ways of Doing BusinessBusiness
Learning OrganizationsLearning Organizations
Professional Learning CommunitiesProfessional Learning Communities
Critical FriendsCritical Friends
Other…Other…
One Common, Essential One Common, Essential Ingredient…Ingredient…
High TrustHigh Trust
Maintaining high trust in Maintaining high trust in complex challenging complex challenging
organizations…organizations…
Why is it necessary?
What exactly is it?
How do create it?
SustainedSustained improvement improvement
will not occur without will not occur without
strong strong “System “System
Readiness”…..Readiness”…..
Effective Strategies
Low System High System Readiness Readiness Low Leadership Trust High Leadership Trust Staff Discord Staff Cohesion Low Commitment Sustained Commitment No Team Oversight Empowered Team No Coaching Available Oversight No Systematic Data Review Credible Coaching Poor Communication Systems Data-Focus Low Awareness of Need for Change Strong Communication Systems Habits of Political Appeasement Felt Need Savvy Political Courage
Ineffective Strategies LBL ESD, 2005
Improvement Flare-Ups
Continuums of System Capacity for Improvement
The The Speed of TrustSpeed of Trust
A Transformational BookA Transformational Book
by Stephen M.R. Coveyby Stephen M.R. Covey
What is Trust?
ConfidenceConfidence IntegrityIntegrity AbilityAbility
What is Distrust?
SuspicionSuspicion IntegrityIntegrity AbilityAbility
Think of a person with whom you have a high trust
relationship…
What is it like?
How well do you communicate?
How quickly can you get things done?
How much do you enjoy this
relationship?
The Case for TrustThe Case for Trust
Trust = Speed CostTrust = Speed Cost
Trust = Speed CostTrust = Speed Cost
Examples in business…Examples in business…
9/11 and air travel
HIPPA
Berkshire Hathaway/Wal-Mart Deal 2 hours, 1 handshake2 hours, 1 handshake
Communication is the connective tissue of humanity…
The Communication Catalyst
Barriers to Powerful Listening:Barriers to Powerful Listening:
We’re filterersWe’re filterers…… we hear what we think we we hear what we think we
know based on our preferences, history and biases know based on our preferences, history and biases
There is a master question that There is a master question that is the dominating focus for is the dominating focus for ordinary listening is, “what ordinary listening is, “what makes me right?”makes me right?”
Barriers to Powerful Listening:Barriers to Powerful Listening:
We’re filterers…We’re filterers…
We’re comfort seekers…We’re comfort seekers…
The lust for comfort – that stealth thing that The lust for comfort – that stealth thing that
enters as a houseguest, then becomes our enters as a houseguest, then becomes our
host, then our master.host, then our master.
Kahlil GibranKahlil Gibran
Barriers to Powerful Listening:Barriers to Powerful Listening:
We’re filterers…We’re filterers…
We’re comfort seekers…We’re comfort seekers…
We’re approval junkies…We’re approval junkies…
Adequacy & belongingAdequacy & belonging
Something to think about…Something to think about…
How would I listen if I knew I already got How would I listen if I knew I already got what I wanted? what I wanted?
When did I last listen without revising, When did I last listen without revising, resisting, countering, fixing or altering?resisting, countering, fixing or altering?
When did you last learn something from When did you last learn something from someone? What made it possible?someone? What made it possible?
What am I currently attached to? Is that What am I currently attached to? Is that attachment a help or hindrance in my attachment a help or hindrance in my ability to listen? ability to listen?
100
50
2575
0
The Conversation MeterThe Conversation Meter
PretensePretense 50
25 75
0 100
Focus of pretense: Avoid difficulty.
What am I not saying? And why?
SinceritySincerity 50
25 75
0 100
Focus of sincerity: I am aware of the message you’re conveying… but in content only!
AccuracyAccuracy 50
25 75
0 100
Focus of accuracy: I understand both the content and the emotions of what you’re saying to me.
AuthenticityAuthenticity 50
25 75
0 100
Focus in authenticity: Jennifer James quote “There is nothing more important in great leadership today than being authentic!!”
Best Practices in School Improvement
Hig
h T
rust
Hig
h T
rust
Effe
ctiv
e Le
ader
ship
Effe
ctiv
e Le
ader
ship
Best Practices in School Improvement
High TrustHigh TrustEffective Leadership
Effective Leadership
Contact Information:Contact Information:
[email protected]@LBLESD.K12.OR.US
541-967-8822541-967-8822
[email protected]@LBLESD.K12.OR.US
541-812-2657541-812-2657