NAME OF THE COURSE |
THE 13 BEHAVIORS OF HIGH-TRUST LEADERS |
CERTIFICATION |
THE 13 BEHAVIORS OF HIGH-TRUST LEADERS |
COURSE OVERVIEW |
High-trust teams and high-trust cultures are built and sustained from the “inside out.” That means that we start with ourselves—each of us, as a leader—and then ripple out from there. |
Self-trust precedes relationship trust. Relationship trust precedes organisational trust. Organisational trust precedes market trust. And market trust precedes societal trust. So the best way to establish, grow and sustain trust is to work on developing trust from the inside out, starting with each leader. |
Now how do we develop it? Trust is a function of two things: first, our credibility; second, our behaviour. So with each leader, we start by focusing on their credibility first (both the character and competence dimensions of credibility), and then we focus on their behaviour. |
Behaviour is what we do and how we do it. Our behaviour matters enormously in the building of trust and not all behaviours are created equally. Some matter far more than others in the building (or the diminishing) of trust. We can’t talk our way out of problems we behaved ourself into—the only way out is to behave our way out so behaviour matters tremendously in the building of trust |
TRAINING DURATION |
Training Hours per day : 4-6 Hours |
Total Training Hours : 20-24 Hours |
Training Duration : 5 Days |
Total Training Days : 5-10 Working Days |
TRAINING SCHEDULE |
Weekdays (Sunday to Thursday) |
Regular Sessions : 4 – 6 Hrs Per day (9am to 2pm or 3.00pm to 9.00 pm) |
Food & refreshments Included |
Weekends (Friday & Saturday) |
Fast Track Sessions: 8 Hours per day (9am to 5pm) |
Food & refreshments Included |
CERTIFICATION |
Globally recognized certificate from “Kings Global Career Academy” |
TEST |
No |
LEARNING AIDS |
Yes |
COURSE MATERIAL |
Hard & Soft Copies of Study Material |
LANGUAGE OF INSTRUCTION |
English |
INSTRUCTOR HELPLINE |
Yes |
1. Email |
2. Social Media (For Emergency requirements) |
REGISTRATION REQUIREMENTS |
1. Passport Copy |
2. Curriculum Vitae |
3. Passport size photographs |
4. Course Fee |
MODE OF PAYMENT |
Cash / Cheque / Credit Card / Bank Transfer. |
ELIGIBILITY CRITERIA |
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COURSE BENEFITS |
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COURSE CONTENTS |
Following Topics along with Techniques in each section will be covered |
Behaviour #1 Talk Straight |
Be honest and tell the truth. Let people know where you stand. Use simple language. Call things what they are. Demonstrate integrity. Don’t manipulate people or distort facts. Don’t spin the truth. Don’t leave false impressions. |
Behaviour #2 Demonstrate Respect |
Genuinely care for others. Show you care. Respect the dignity of every person and every role. Treat everyone with respect, especially those who can’t do anything for you. Show kindness and little things. Don’t fake caring. |
Behaviour #3 Create Transparency |
Tell the truth in a way people can verify. Declare your intent. Get real and be genuine. Be open and authentic. Err on the side of disclosure. Be transparent about not being able to be transparent (e.g., when the law or ethics preclude it). Operate on the premise of “What you see is what you get.” Don’t have hidden agendas. Don’t hide information. |
Behaviour #4 Right Wrongs |
Make things right when you are wrong. Apologize quickly. Make restitution where possible. Demonstrate humility. Don’t cover things up. Don’t let pride get in the way of doing the right thing. |
Behaviour #5 Show Loyalty |
Give credit to others. Speak about people as if they were present. Represent others who are there to speak for themselves. Don’t badmouth others behind their backs. When you must talk about others, check your intent. Don’t disclose others’ private information. |
Behaviour #6 Deliver Results |
Establish a track record of results. Get the right things done. Make things happen. Accomplish what you’re hired to do. Be on time and within budget. Don’t overpromise and underdeliver. Don’t make excuses for not delivering. |
Behaviour #7 Get Better |
Continuously improve. Increase your capabilities. Be a constant learner. Develop feedback systems, both formal and informal. Act on the feedback you receive. Thank people for feedback. Don’t consider yourself above feedback. Don’t assume today’s knowledge and skills will be sufficient for tomorrow’s challenges. |
Behaviour #8 Confront Reality |
Take issues head-on, even the “undiscussable “. Address the rough stuff directly. Acknowledge the unsaid. Confront issues before they turn into major problems. Confront the reality, not the person. Lead-out courageously in conversation. Don’t skirt the real issues. Don’t bury your head in the sand. |
Behaviour #9 Clarify Expectations |
Disclose and reveal expectations. Discuss them. Validate them. Renegotiate with them if needed and possible. Don’t violate expectations. Don’t assume that expectations are clear or shared. |
Behaviour #10 Practice Accountability |
Hold yourself accountable first; hold others accountable second. Take responsibility for results, good or bad. Be clear on how you will communicate how you are doing and how others are doing. Don’t avoid or shirk responsibility. Don’t blame others or point fingers when things go wrong. |
Behaviour #11 Listen First |
Listen before you speak. Understand. Listen with your ears, your eyes and your heart. Find out what the most important behaviours are to the people you are working with. Don’t assume you know what matters most to others. Don’t presume you have all the answers to all the questions. |
Behaviour #12 Keep Commitments |
Say what you were going to do, and then do it. Make commitments – both explicit and implicit – very carefully and keep them at almost all costs. Communicate when you can’t. Make keeping commitments the symbol of your honour. Don’t break confidences. Don’t attempt to “spin” your way out of a commitment you’ve broken. |
Behaviour #13 Extend Trust |
Demonstrate a propensity to trust. Extend trust abundantly to those who have earned your trust. Extend trust conditionally to those who are earning your trust. Learn how to appropriately Extend trust to others based on the situation, risk, and credibility of the people involved. But start with a propensity to trust. Don’t withhold trust because there is risk involved. |