““First Things First”:First Things First”: Crafting a Culture of TrustCrafting a Culture of Trust

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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

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Best Practices in School Improvement

High TrustHigh TrustEffective Leadership

Effective Leadership

Contact Information:Contact Information:

Scott.Perry@LBLESD.K12.OR.USScott.Perry@LBLESD.K12.OR.US

541-967-8822541-967-8822

Patty.Parnell@LBLESD.K12.OR.USPatty.Parnell@LBLESD.K12.OR.US

541-812-2657541-812-2657