1. Trust, Ownership and Motivation

2. Contents Trust, Ownership & Motivation How does it feet to be Trusted? What Trust Looks Like What must you do to be Trusted? Fostering Trust With Peers Upwards Your Management Other Leaders Outwards Other Teams

3. Tools To Use Tools to Use ( * ) Collaboration Brainstorm Business Value Model Market Differentiation Model Considerations Billboard Decision Filters Uncertainty Complexity Model Macro Leadership Tool Questions to Guide Let the team figure out how Red Flags Step Up / Step Back Can be shared with Class if desired. Included as personal reference. Table can appear as prompt in workshop activities. See later.

4. What do you need from your leaders that would make your team more productive? E xercise

5. IBMers Want To Be Trusted What do you want from your leaders so that you and your team can be more effective? Trust68 Vision & Strategy34 Clarity22 Good Communication19 Risk Taking17 Support16 Focus15 Collaboration14 Feedback13 Can be shared with Class if desired

6. How Does It Feel to Be Trusted? E xercise

7. My Leader Trusts My Judgement

8. I am Valued

9. I am Accountable

10. I can take action without fear / checking

11. The Manager’s View The team won't let me down The team understands what we need The team will do the right thing The team will tell me if they need help

12. The Team’s View We understand the vision and the need We are jointly committed to meeting our goals We stand or fall together We have Ownership

13. Earning Trust

14. Visibly Act In the Business Interest

15. Share the Leader’s Vision

16. Always meet your Commitments

17. Act with Honesty and Integrity

18. Enthusiasm

19. Visible Commitment

20. Ownership

21. Trust / Ownership Model Failure No-one Cares Failure No-one Cares Energy Team Trusted Leader Freed Energy Team Trusted Leader Freed Conflict Team Demotivated Effort Wasted Conflict Team Demotivated Effort Wasted Command & Control Team Does as Instructed Leader is Bottleneck Command & Control Team Does as Instructed Leader is Bottleneck Leader’s Control Team Ownership Low High Oct/0921Agile & Lean Software Development

22. Control / Ownership Model Micro - Management Lower Productivity Maximum Delivery Abdication and Failure Leader’s Trust Team Ownership Low High Oct/0922Agile & Lean Software Development How do we get here?

23. The Leader sets the Tone

24. Command & Control (Micromanagement) Collaborative Leadership (Keep the Vision) Ownership + Trust Leaders Assumptions Team is less committed than me I know what needs to be done They can’t be trusted Leaders Actions Tell them what to do Ask for detailed status Check everything Make all key decisions Punish failure visibly Become a bottleneck Team Response Don’t need to understand the business. I’ll do what I’m told If it fails it’s not my fault Don’t take risks Keep quiet about my problems Blame others Leaders Assumptions Team is committed to deliver They know what needs to be done They can understand the importance of this They can be trusted Leaders Actions Sell the vision and urgency Give ownership Enable the team Help the team focus Time for Strategic Thinking Team Response We take ownership We are accountable We will optimize what we do We stand or fall together We will deliver I do what I’m told! We do what’s needed to reach the goal!

25. Ownership Instructions Status I do what I’m told! Goals Value O/H Status O/H Status Value Decisions Command & Control (Micromanagement) Collaborative Leadership (Keep the Vision) Information We do what’s needed to reach the goal!

26. Leader’s Behavior is the Key Leader's Expectations Trigger Ownership Positions Leader's Behaviors create Bottlenecks or Empowerment

27. Building Ownership - Leader's Role Get the Right People Clearly Explain the Vision Make them Coffee (help them when needed) Trust First

28. Summary Leader’s Behaviour Sets the Style Command & Control Bottleneck Collaborative Leader Gives Ownership Ownership Delivers Increased Motivation Increased Productivity Increased Business Value