NEWS & EVENTS

 

How Are Your Career and Life Goals for this Year Coming Along?

 

Big goals require big action. Are you moving forward in the direction you envision your life, relationships and career to be? If you're stuck, find out how you can move past the hurdle. Take our free assessment - Twenty Five Reasons Why Leaders Fail

 

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Executive Advice Whitepaper - The Leadership Trust Deficit

 

"Trusting relationships are what make or break a leader!

Employees chose to follow a leader based on decisions made on a sliding scale of emotional and rational thoughts.The leader who can instill trust, inspiration, intuition and drive will bring out the best in people and develop a high performing team!"

 

Most people would agree with this statement so what is wrong with the following picture: Only 7% of employees say they trust their senior leaders to look out for their best interests. In a 2011 Maritz survey, more than 90,000 employees worldwide said:

The No. 1 driver of employee engagement was “when senior management takes a genuine interest in me as an individual.”

Employees want consistency between their leaders’ words and actions. But only 11% of employees strongly agree that their managers “walk the talk” the Maritz poll reveals.

Fairly or unfairly, leaders’ behaviors are magnified and weighted, including their values, work ethics, integrity and perceived honesty, and employees have high moral expectations for those they choose to follow! Why, then, do almost 90 % of leaders rate so poorly on measures of trust?

The statistics are particularly troubling and a distrustful environment creates expensive and sometimes irreparable problems. Clearly, this should not be your reality! The following article provides insights into the“Fragility of Trust” and steps to take to build a “Culture of Trust”.


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The Trust Crisis

A Watson Wyatt Worldwide study of 12,750 U.S. workers in all major industries found that companies with high trust levels outperform their low-trust counterparts by 186 percent.

Nonetheless, organizations are woefully slow to realize the bottom-line implications of trust deficits.

Despite trust’s importance, few leaders give it the focus it deserves. Misunderstood as a “nebulous feeling,” trust is earned through consistent, positive behaviors practiced over time, making it ultimately manageable.

 “Trust always affects two outcomes—speed and cost,” confirms leadership guru Stephen M. Covey in The Speed of Trust. “When trust goes down, speed will also go down and costs will go up. When trust goes up, speed will also go up and costs will go down. It’s that simple, that real, and that predictable.”

The Fragility of Trust 

We hardly need reminding of the wave of scandals that shattered the public’s faith in corporate leaders: the 2008 global financial crisis, the Challenger explosion, the Fukushima nuclear disaster, the sinking of the Costa Concordia cruise ship in 2012.

Trust is a measure of the quality of a relationship—between two people, among groups, or between a person and an organization. In totally predictable situations, trust is usually a given. When you know exactly what to expect, there’s no need to make a judgment call.

But in organizations with a hierarchy, power incongruities and pay differences, trust is fragile. The turbulence created by outsourcing, mergers, downsizing and radically changing business models provides a breeding ground for distrust. In uncertain economic times, it doesn’t take much to trigger fear and insecurity that can erode trust.

3 Types of Trust

There are three different forms of trust, according to “The Enemies of Trust,” a February 2002 Harvard Business Review article by leadership experts Robert Galford and Anne Seibold Drapeau:

1.         Strategic trust—the trust employees have in the people running the show to make the right strategic decisions. Do top managers have the vision and competence to set the right course, intelligently allocate resources, fulfill the mission and help the company succeed?

2.         Personal trust—the trust employees have in their managers. Do managers treat employees fairly? Do they consider employees’ needs when making decisions about the business and put the company’s needs ahead of their own?

3.         Organizational trust—the trust people have in the company itself. Are processes well designed, consistent and fair? Does the company make good on its promises? 

Clearly, these three types of trust are distinct, but they’re linked in important ways. For example, every time a manager violates her direct reports’ personal trust, organizational trust is shaken.

The Trinity of Trust

While many factors contribute to our perceptions of trustworthiness, three vital traits comprise “the trinity of trust,” writes management consultant James Robbins in Nine Minutes on Monday:

Character: What do your employees see when they look at you? How do they perceive your values, work ethic, integrity and honesty? Studies consistently cite honesty as managers’ No. 1 attribute—consistently doing what they say they’ll do. When managers act with integrity and reliability, they lay a foundation on which employees can rely.

Competence: Employees place more trust in you when they believe you’re capable of effective leadership. This does not mean you’re the smartest one in the room—a position of superiority that, in fact, undermines perceived competency. Your managerial competency should not be measured by your technical skills, but by your ability to understand and influence people.

Caring: The most neglected ingredient in the trust trinity is the ability to show you care. Employees don’t want to be cogs in a wheel. They want to feel that they matter and their bosses actually care about them as people. Only then can they reciprocate with trust.

Repair the Trust Deficit

Even the most competent managers and leaders will suffer a trust deficit if they fail to communicate.

Business professors Lynn Offermann and Lisa Rosh urge leaders to do a better job of opening up to people. Their studies indicate that “senior leaders who reveal something about their lives outside the office do so without undermining their authority,” they write, while cautioning against excessively intimate disclosures. They offer the following tips for a balanced approach to “skillful self-disclosure”:

Open up. During the course of your workday, squeeze in an occasional impromptu conversation with a subordinate about interests other than work, such as children’s activities, restaurants, sports, movies and the like. Share a glimpse into your personal life while taking time to listen.

Empathize. Offer brief, personal acknowledgments of significant events in employees’ lives, such as additions to family, marriage, family death and serious illness. Share how a similar event impacted your life without overshadowing the employee’s circumstance.

Remain professional. Share information that enhances the work relationship, yet doesn’t harm your reputation. Exercise discretion; avoid over sharing.

“There is considerable evidence that leaders who disclose their authentic selves to followers can build not only trust, but generate greater cooperation and teamwork as well,” the professors write.

5 Steps toward a Culture of Trust

Improve your connection to people and build trust with these techniques:

1.         Go on a walkabout: Walk around the office each day to touch base with individual contributors to your company’s success. While email and group meetings are important, one-on-one “face time” is critical.

2.         Capture vital statistics: Learn about each employee’s life: spouse’s name, children’s names and ages, major hobbies. Use questions to elicit meaningful information: “Where are you from?” or “What do you do on your days off?”

3.         Find similarities: Instead of focusing on differences, find mutual interests (hobbies, desires, career goals).

4.         Ask for ideas and feedback: Trust must already be established for people to be honest with you. Ask what they need to perform their jobs better. Acknowledge that you hear their opinions and will think about what they’ve said. Don’t dismiss or argue the merits of their input; offer a simple and genuine “thanks for sharing that.” 

5.         Acknowledge progress and milestones: In many organizations, problems are solved, barriers are surmounted, tasks are completed… and nothing is noted. People crave acknowledgment and recognition, so seize these opportunities to build trust. Celebrate progress. Don’t let it slip by unnoticed.

When Trust Is Broken

It takes years to build up trust and only seconds to destroy it. ~ Anonymous

When trust is broken, take immediate steps to fix the problem instead of ignoring or downplaying it. Employees will be skeptical and/or suspicious, so choose your words carefully. Acknowledge that trust has been damaged, and start the recovery process as quickly as possible.

You needn’t have all the answers or a detailed plan. There can even be a lag between naming the problem and describing what you’ll do. Just let people know that you’re aware of the issue and its impact on them, and that you’re committed to setting things right.

Identify the problem as precisely as possible. Is there an adversarial relationship between people in the sales offices and those at headquarters? Are people doing end runs around a department that has a reputation for arrogance?

Imagine what success will look like in practice. You may, for example, establish clear roles and responsibilities, an exceptions policy, a dispute resolution process, and submission and response protocols. In meetings, you can spend less time assigning blame and more time on what the staff is doing right.

With greater trust, managers and leaders can reap tangible business benefits: increased productivity, improved performance and genuine employee engagement.

Contact us for assistance in building a culture of trust or join our mailing list to receive our monthly Executive Advice Whitepaper.

To your ongoing success!

Regina Fasold

 

 


 
December 12, 2012: Newsletter
 

8 Tips for Greater Success in 2013

As an Executive Coach I usually share hands-on advice how to succeed in a leadership role, move up the corporate ladder or win the race for the next dream position - not so today!

With the Holidays upon us, and 2013 just around the corner, I’d like to step away from what has been consuming our minds, energy and focus throughout the year and instead shed some light on investments in yourself that pay off in the long run. 

Following are 8 fundamental background changes you can make to better position yourself in the big picture of creating success, balance and fulfillment for yourself and the people in your life!

This type of work is critical because it contains strategies and approaches that will do as much for you as a direct effort to reach your goals or to move into your next dream-role.

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Background Changes to make for greater Success in 2013!

1. Strengthen your Personal Foundation 

Just as a skyscraper needs a deep and strong foundation to support its weight and to withstand the environmental stresses affecting it, so do we need a strong personal foundation! Your personal foundation includes: 

  • Extensive Boundaries, High Levels of Integrity, High Standards and Resolution of the Past

  • A Strong Community, Network and Family and Personal Needs that are Being Satisfied

  • A Healthy Reserve of Time, Space, Opportunities, Energy and Money

  • An Absence of Tolerations and Values that are Being Expressed

  • If any of these areas need attention, we can help.

2. Let Go of Beliefs and Opinions 

Most of us have lots of beliefs and opinions about things and won’t mind getting in others’ faces about them. The learning here is let go so you have almost no beliefs or opinions about people, things, or yourself. Something or someone either is or is not at any given time. What does belief or opinion about it have to do with anything? After all, aren’t opinions a way to define yourself and get a buy-in (or argument) from others? Ask questions that stimulate rather than trying to get people to agree with you. It’s too expensive! It’s not that beliefs or opinions are bad, it’s just that they slow you down. 

3. Learn from Your Environment and Evolve from What Occurs 

Most of us have been trained to control or override our environment in order to get something done. But consider the possibility of responding to what is already occurring, much like an Aikido master who uses the energy of the attacker and redirects it to get what he wants, instead of resisting, fighting, or overcoming it. So the next time something bad happens, don’t just overcome it: Surrender to it, see the perfection in it, and learn from it quickly. 

4. Find Healthy Sources of Stimulation for Your Life 

Most of us are over stimulated or stimulated by things that are not very healthy. Television, news, movies, cities, sights, events, and even certain people can over-stimulate you, leading to stress, manic states, and exhaustion. Stimulation is fun, but each of us has an optimal level of it, yet we do not always know what that level is. The clue here is to calm your life down to the point of near boredom and to find ways to enjoy the simple things. Spend as much time cleaning house as you do building an addition. Metaphorically anyways, the idea here is that it’s easier to build more after you have perfected what you have. And for most of us, simplification is one of the ways to perfect what we have, given that most of us have too much (goals, projects, pressure, responsibilities, roles, etc.). So try reducing and perfecting while you are adding and building rather than just working hard to add, build, or create more. 

5. Come to Understand and Respect What Motivates You 

There are hundreds of things and feelings that motivate us, but we don’t often know what these are or how they work. We all know about fear, greed, love, and pleasure as motivators, but each of us also has several other motivators that drive us, whether we want them to or not.

Part of my work with clients is to come to understand how you are wired and what motivates you. While it is true that most people have a sense of this already, few have the awareness of all that is occurring. This increased awareness (which a coach can help you expand) will give you more self-control and help you design an emotional and physical environment that brings out your best. 

6. Carve Out Your Own Reality and Personal Operating System (POS) 

Most of us use a version of our parents’ POS or have adopted a popular POS off the shelf, whether it is cultural, geographic, religious, or philosophical. Nothing is wrong with that, but one of the things that you now get to do is to create your own POS in order to make the most of your life. Most of us have never had a POS 101 course so there is a learning curve involved, but it is worth the investment. The point is that you get to decide how your life is going to work and what tools you are going to use to make the most of it. Formulas will work less and less. A custom-tailored POS is becoming a necessity. 

7. Be Present in the Moment and Let go of the Future as a Focal Point 

Most of us are driven by the future instead of being inspired by the present. In other words, we focus on the future (a goal, a lifestyle, an outcome) and, like a tractor beam; we’re on it - but at what cost to us, our family and to our present?

One of the things that is really challenging is to change your relationship with the future and thus with time itself. The future will take care of itself if you take care of what is in the present. It takes courage to believe that opportunities available all around you are more accessible if you let go of the future and simply over respond to the present. 

8. Trust Your Whims and Experiment Continuously 

There is nothing wrong with making logical and rational decisions. Given the right data with an intelligent analysis, you probably buy into something. But as time progresses, it is important to note that we are being forced to embrace chaos and learn how to make decisions based on an increased number of variables and a decreased number of cause-and-effect relationships. In other words, what used to work in decision-making works less and less today. Better to develop your instinct, inklings, and intuition into an art form rather than slipping into the familiar comfort of making merely logical choices.

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In wrapping up, we have given you a lot of tips and tools to create success in the year ahead but as it is with everything… nothing changes until it changes. So let us help you implement these background changes and create the success you envision for yourself. Take advantage of a free consultation with Regina Fasold and find out how working with her will take your life and career to the next level.

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Holiday Season Promotion

10% off Coaching Package of 5 Sessions. Limited time Offer! Expires 12-31-2012: Contact our office for more details: 321.221.1106

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Give the Gift of Coaching

Is there a person in your life who is working to be promoted and move up the corporate ladder or who is facing professional turmoil, stress, insecurity or seemingly insurmountable challenges? If so, give the gift of Coaching with a Fasold Global Coaching Gift Card.

In only 4-5 coaching sessions we can often times develop the clarity and emotional relief for clients to get un-stuck, get on a path forward, and start moving in a better direction.

To buy a Gift Card please contact our office
at 321.221.1106.

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Season’s Greetings and a Happy New Year

During this Holiday Season our thoughts turn gratefully to you with warm appreciation. Best wishes for a happy and successful 2013!

Please be sure to stay tuned for upcoming events and changes announced in our next Newsletter!


 December 11, 2012: PRESS RELEASE 

Fasold Global Consulting marshals latest techniques, technology to help A-list firms gauge, guide executives, key workers  

When million-dollar projects are on the table, precise, effective communication is critical. Misperceptions or miscommunication can kill a deal in an instant. So what happens to a company’s bottom line when a new team leader runs up against a sluggish status quo? Or when a star player can’t fit in with a team that has its own way of doing things?

Regina Fasold, principal of Fasold Global Consulting in Apopka, knows the answer.

“The bottom line always suffers and that means the whole team suffers,” Fasold said.

“Every one of us comes with a set of skills and challenges. Knowing what those are---and using them effectively---is the key to maximizing the team’s potential, empowering team leaders and motivating teams that are substantially more productive,” Fasold said.

Fasold’s company, Fasold Global Consulting, works with corporations, institutions and startup companies to help principals better understand their producers’ personalities, leadership skills and performance issues, and to help producers maximize their potential.

Fasold focuses on innovative techniques known as Adaptive Testing to provide an accurate and in depth view of an employee’s strengths and challenges.

“Adaptive Online Assessments are the wave of the future,” Fasold said.

“Adaptive Online Assessments offer real time custom feedback based on answers the employees provide instead of questions that are predetermined,” she said. 

As an authorized global distributor of Everything Disc Assessments, Fasold Global Consulting helps companies around the world identify personality, leadership and performance issues at minimal cost.

“Surveys range from testing high-potential leaders to full teams,” Fasold said. “We have a Comparison Survey that helps employees deal with each other most effectively.”

Fasold’s Adaptive Online Assessments can help companies of any size access a full library of assessment tools they can use anytime.

“Our Adaptive Online Assessments are designed for organizations that want to further their leadership development and get the most out of their people,” Fasold said.

Fasold Global Consulting is a client company of the University of Central Florida Business Incubation Program located at the incubator site in Apopka. 

“We also offer onsite, in-depth workshops at any of the other nine UCF Business Incubation Program sites,” Fasold added.


 June 30, 2012:

Fasold Global Consulting becomes an official supplier for DiSC Personality & Leadership Style Assessments

Please contact us for your free Leadership - Assessment and strategies to enhance your leadership effectiveness!

Are you interested in using DiSC in your practice or organization? We offer different options how you can assess your team and organization. Please contact us for details.



April 30, 2011: PRESS RELEASE

Fasold Global Consulting Announces Partnership with University of Central Florida's Prestigious Business Incubator Program

Fasold Global Consulting & Associates continues to expand its international executive performance and business coaching offerings!

Orlando, FL - Fasold Global Consulting & Associates, a boutique international coaching firm, is excited to announce its selection to UCF's prestigious Business Incubation Program. 

This recent partnership will enable Fasold Global Consulting & Associates to leverage the university's extensive resources and knowledge base to expand its core service offerings and expand their global coaching organization which focuses on providing premier executive performance coaching, leadership training and business/change management coaching services.

"It's an exciting time for us," beams Regina Erhart Fasold, President and CEO of Fasold Global Consulting, "I've been working toward this expansion for a while. UCF's program is just what we need to take our organization to the next level. This opportunity with UCF will allow us to increase our international footprint. We have a track record of continually exceeding our clients' expectations and the UCF affiliation will help us continue that positive trend. I'm looking forward to working with the UCF Business Incubation Program. Its history of success in assisting small businesses develop into sustainable and economically powerful organizations speaks for itself."


April 1, 2011:

Fasold Global Consulting moves to new office and training rooms at the University of Central Florida's Business Incubator Site in Orlando, FL.


 



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