Building a culture of trust in fast paced environments - PowerPoint Presentation

Slide1

Building a culture of trust in fast paced environments

DARE Consulting Da vinci schools

CCSA Conference March 21, 2017Sacramento, CaliforniaSlide2

Stand up if…

How many people have been working in schools for less than 5 years?

5-10 years?10-15 years?15-20 years?20-30 years?

How many Principals or CEO’s are in the audience?

How many APs, VPs or other administrative titles beyond principal?

How many coaches/mentors/advisors?

How many teachers?

Anyone else?Slide3

Facilitator Background

Dara Barlin – DARE Consulting

Matt Wunder – Da Vinci Schools(And the Story of How They Met!) Slide4

Let’s Brainstorm together

-What are toxins that you’ve

seen or experienced that have depleted trust in the workplace?  -What are some habits that you’ve seen or experienced that support a culture of trust? Slide5

Volunteer opportunity

Can we have a volunteer? Create a graphic representation of what a great school

.Slide6

“Change happens at the speed of trust.”-author unknownSlide7

“Culture eats strategy for breakfast.”

originated by Peter Drucker, made famous by Mark Fields, President at Ford Motor CompanySlide8

By building a culture of trust in the workplace, we can exponentially increase the effectiveness of our initiatives, productivity, innovation and outcomes. Slide9

“Management is telling people what to do. Leadership is inspiring them to do it.”

-Jeff WeinerCEO, LinkedIn“Managers do things right. Leaders do the right things.” -Warren

Bennis

Slide10

Google Study

Psychological safety most critical factor of highly effective teams. Psychological Safety = confidence to try new things, take risks and make mistakes. (Growth Mindset)

Psychological Fear = fear of retribution from mistakes and failure. (Victim/Blame Mindset)Slide11

Trust & Corporate

america

Harvard Business Review - Trust is directly correlated with a company’s financial performance. CEO of Campbell Soup - “Contrary to popular belief, cultivating a high-trust culture is not a ‘soft’ skill… it’s the foundational element of high-performing organizations.” Forbes Magazine – Stop rolling eyes and making Kumbaya jokes long enough to take-in the collateral damage of unsafe work environments: “poor performance, poor decision-making and missed opportunities for innovation.”Slide12

Trust and School research

In schools where teachers report strong trust and cooperation among adults, students said they felt safe and cared for, as well as more academically challenged. And stronger student test scores often bear this out.Slide13

Trust-Rich inspired Environments

Easier collaboration

Higher productivityMore innovationIncreased student achievementBetter financial performanceJoy of teaching and learningSlide14

Trust-Poor

EnvironmentsLow productivity

More InfightingMore Feet-draggingMore Sick DaysMore Headaches/Mental IllnessEverything Feels HarderLow inspiration

Low innovation

Poor decision-makingSlide15

Large urban school system survey

Slide16

Pilot School in NYC

100% of school educators reported that feelings of frustration and infighting were getting in the way of focusing on student learning. Slide17

What is the most powerful challenge to trusting school cultures?

Video: Would You be a Good Samaritan?

Video Link: http://abcnews.go.com/Primetime/video/good-samaritan-4403966Slide18

Lack of time

Pressure from external stakeholders

Extremely high expectationsCommunication challengesOther factors making it hard to maintain inspired, trust-rich environments…Slide19

Nature of many large urban school systems

Blame, Frustration, Stress =

Diminished focus on great schoolsSlide20

Consider

How many initiatives are not being implemented effectively because people are feeling stressed out and overwhelmed?

How many great ideas to improve the school are going unrealized because educators don’t feel safe enough to take initiative?

How

much talent is leaving

your school because they don’t feel connected to their colleagues?

How

much time is being spent on blaming one another (i.e. parents,

public schools, unions, school boards,

etc.) instead of on finding solutions that help all schools and kids succeed? Slide21

What would it be like If all

educators…

Felt a deep sense of purpose and passion around their workCollaborated with other offices/stakeholders with easeHad resilience to overcome obstacles to meet all goals

T

ook

initiative to make changes to improve their work

S

ought

to innovate and create new tools and strategies to improve outcomes for

their whole school

F

elt

joyful, trusting, supportive relationships with colleagues

L

eft

work feeling calm, rejuvenated, fulfilled almost every daySlide22

DARE Consulting

Human-centered leadership PD Programs

Climate Transformation Program (Conflict Resolution using the EVAPIT!TM

System)

Continuous Improvement Program

Communicating

to

Influence ProgramSlide23

Pair Up with a neighbor and Share

What resonated about what was presented? What surprises surfaced?

How does this apply in your setting? 2 minutes to share with a neighbor. Slide24

12

ways To Build trust in a Charter School

1) Be generous in giving credit.

Take responsibilities for

mistakes.

2) Celebrate

mistakes and

failures as learning opportunities.

3) Nip

Blame-Gaming in the bud!

4) Find

the “Right” level of management

(macro vs. micro)

5) Include

people in the decisions that impact them

6) Create

a safe space for employees to air

concerns

7) Have

an

intentional

Hiring Process

8) Integrate

team-building activities regularly

9) Celebrate

successes (large and small) every day

10) Let

go of pretense of power

11) Generate

school-wide norms to create ideal atmosphere

12) Under

promise and over

deliverSlide25

Straw poll:

Use your sticky dots to vote based on the following questions. (You can use all 3 on 1 or spread them out across principles.)

Which principles are the most important for building a trusting culture?Which principles do you most want to talk about today? Slide26

review graphic Representations

Slide27

How does it feel when…

Someone takes credit for your work?

When someone changes your work?Slide28

Trust-Building Strategy #1

Give credit for everything good.

Take credit for other’s mistakes. Slide29

Trust-Building Strategy #2: Celebrate mistakes and failures

Growth mindset among students

vs

.

Growth

mindset among

teachersSlide30

developing a growth mindset where mistakes are celebrated

1) Make an explicit group norm - learning from mistakes is a good thing.  2) Make your own mistakes very public early and often. It models for others that it is OK to do the

same!

*Example from Matt*Slide31

Do you think we can’t see you?Slide32

Triad breakouts and reflection

Break up into groups of three and respond to the following questions: What

is scary about going public about mistakes?What can you do to support more people giving credit to one another?What would it take to make a growth mindset for adults and credit generosity a reality in your school?Slide33

Trust building strategy #3:

Nip the Blame-Game in the bud!

Ending the dysfunctional vortex of Blame! Mistake is made  People look for someone to blame

 Fear, shame and anger surface 

Fingers start pointing in all directions

 Fear, shame and anger gain steam  People try to hide their mistakes 

People develop negative judgments about one another

 Conflicts or longer term resentments build 

Work feels more stressful and harder

 Distraction away from solving the problem first created by the mistake 

P

roblem takes longer to fix, or doesn’t get fixed at all! Slide34

The Solutions-orientation vortex…

Mistake is made  People talk about how to fix the mistake and address the issue in the future so we can learn from it

 Everyone becomes smarter for moving through the issue  Everyone feels validated and psychologically safe  People feel open to making and sharing mistakes  more inspired, more creative and happier to be at work. Slide35

Blame-gamer

Blame Game starts with one person making an accusation, and others standing by or eventually joining in.

Slide36

YOU

CAN STOP THE BLAME GAME! Become a blame-nipper!!

Empathize with the person who made the mistake. Validate their decision by acknowledging how you (or others) would have likely make the same mistake.Refocus conversation by reframing as a good learning.

Focus attention on finding a solution.

Possibly remind folks that “problem-solving will lead to a quicker resolution than finding someone to blame.”

*Matt give example of the board meeting that ALMOST went into blame-game scenario.Slide37

Practicing Nipping Blame in the

Bud!(The Actual Blame Game!)

Everyone stand up and move into new triads (groups of 3). Identify the following roles:one person as the

mistake-

maker

one

as the

blame-gamer

and

one as the

blame

-nipper

I will give you a

scenario. The

blame

-gamer

will try to blame the problem on the

mistake-maker

.

The

b

lame-nipper’s

job is to use the strategies discussed to nip the blame in the bud and refocus the conversation on problem-solving. You will have 2 minutes to do this. After you are done, we will re-assign the roles so everyone has a turn, and you’ll be given a new scenario. Slide38

Blame-game: scenario #1

“A survey to all new teachers didn’t go out in the timeline defined. Michael, the data specialist, has been overwhelmed with data requests, and accidentally missed this deadline

.”

Blame-nipper:

Empathize with Michael.

Validate his decision by sharing how you or others might have made the same decision.

Refocus conversation on the ‘learning’ and problem-solving.Slide39

Blame-game: scenario #2

“A

report has just gone out to all of the staff and all members of the school board. It is a high stakes report that has implications for future funding streams. After it goes out someone realizes that there is not 1 but 2 typos on the cover of the report. Barbara was the author of the report, so she is the one who is blamed for the error.”

Blame-nipper:

Empathize with Barbara.

Validate her decision by sharing how you or others might have made the same decision.

Refocus conversation on the ‘learning’ and problem-solving.Slide40

Blame-game: scenario #3

“Latisha is running a successful program at the school. The local paper asks to interview her and in the interview she says something that the reporter takes out of context, and gives the school a black eye that is hard to recover from.”

Blame-nipper:

Empathize with Latisha.

Validate her decision by sharing how you or others might have made the same decision.

Refocus conversation on the ‘learning’ and problem-solving.Slide41

Trust building strategy

#4:Find the “Right” Level of Management

Micro vs. Macro

(

with

local touch-

points

)

“

Best way to mind your flock is to give them a lot of pasture and watch them.

”

 –

Buddhist Proverb, Ambassador Frank Baxter Slide42

Trust building strategy

#5:Include people in the decisions that impact

them No one likes change done to them unless it is absolutely and unequivocally positive. Including people in the thought process early and often is not only a smart strategy for buy-in/ease of implementation, it will likely make your idea, concept, initiative far better than you envisioned.

You can most always have your say, but you may not always get your way. Slide43

Trust building strategy

#6:Create a safe space for employees to air their concerns

Default -- challenges and frustrations will go unsaid

.

“

Don’t rock the

boat” syndrome.

Voice goes inward

- Resentment builds

Conflicts surface later

Trust is lost

Intentional

spaces for

feedback give people permission to talk about their issues BEFORE they turn into resentment and conflict. Makes employees feel heard. Trust is gained.

Slide44

Reflect with a neighbor

Turn to a neighbor and discuss the following prompts:Why

do many schools have a top-down decision making tree?What steps could they take to support more voices in those decisions? What ways could a school create intentional, safe spaces where educators and employees can share their concerns? Slide45

Strategy #7: Intentional hiring process

Handout of Da Vinci Hiring Process.Think about values and results. Slide46

Employee Development

Results & Values and Results & Potential

Quadrant 4:

High achievement, high values

Quadrant 2:

High achievement, low values

Quadrant 3:

Low achievement, high values

Quadrant 1:

Low achievement, low values

Results and ValuesSlide47

Final thoughts about other trust building strategies…

8) Integrate fun team-building activities regularly into school day

9) Celebrate successes (large and small) every day10) Let go of pretense of power11) Generate school-wide norms to create ideal atmosphere

12) Under

promise and over deliverSlide48

Thank you for your time!!

For a copy of this PPT or to learn more about trust-building and continuous improvement, go to: www.dareconsulting.org

Contact: dgbarlin@gmail.com