TRUST QUOTIENT - FranklinCovey
TRUST QUOTIENT TM Report for: Sample2 Report2 Workshop Date: March 16, 2008 Date Printed: March 30, 2017 2014 FranklinCovey and CoveyLink. All rights reserved.
tQ Report for Sample2 Report2 March 30, 2017 Introduction to Your tQ Report Welcome to your tQ Report. The purpose of this report is to help you identify strengths to capitalize on and areas to improve as you strive to build trust with others. Your Trust Quotient, or tQ score, is an indicator of the level of trust others have in you. As you review this report, remember— 1. Take a balanced view. Straight feedback is a priceless gift. Don’t worry about who gave you what scores. Thank the respondents for giving you feedback. 2. Print this report and bring it with you to The Speed of Trust workshop. Your facilitator will help you understand the data and make action plans for improving your tQ. How Your tQ Score Is Calculated Your tQ score is a number on a scale of 0–100, where 100 indicates world-class trust levels. Your tQ score is the average of scores on Questions 1–26 and 28. Each question has the same weight in the score. Questions 27, 29, and 32 call for written responses and are not scored. Questions 30–33 do not affect your personal tQ score because they deal with your organization. How to Understand Question Data 0 50 100 Self Often doesn't "walk his or her talk." 1 Acts in accordance with his or her values and principles. Boss Direct Report Other Score 80 85 81 82 100 The bar shows you quickly where you score on a scale of 0–100. Self is the score you gave yourself. It is not included in the "Average" score. Score is the average of scores you received from your boss, direct reports, and others. 2014 FranklinCovey and CoveyLink. All rights reserved. 1
tQ Report for Sample2 Report2 March 30, 2017 tQ Summary My tQ1 80 TRUST METER The Trust Meter is like a car speedometer, and your tQ score is your current “speed" of trust. If your speed is 0–55, you need to work urgently to increase your score. A speed of 56–80 means you have trust issues with some respondents. A speed of over 80 indicates respondents trust you—but unless your speed is consistently 100, you can always improve your Speed of Trust. The same scale applies to the score of each individual question. 0 My tQ Score 50 100 80 My tQ1 62 Average 98 Top 10% Direct Report Self Boss Other Self Trust 62 - 80 - 81 - 82 - 81 - Relationship Trust 52 - 80 - 82 - 75 - 79 - Total Score 80 - Your tQ score is a number on a scale of 0–100, where 100 indicates world-class trust levels. The “Average” and “Top 10%” scores are for comparison to a statistically representative sample of adult workers from the United States and Canada as determined by the Harris Poll. Your tQ score is an average of your sub-scores in the areas of Self Trust and Relationship Trust (Questions 1–26, 28). Organizational and Market Trust Scores You also received sub-scores in the areas of Organizational Trust and Market Trust (Questions 30, 31, and 33). Self Organizational Trust Market Trust Score 48 - 48 - 100 - 100 - Self Boss Direct Report Other 1 - 1 - 4 - 4 - Who Participated? Number of Participants 2014 FranklinCovey and CoveyLink. All rights reserved. Total Respondents 10 2
tQ Report for Sample2 Report2 March 30, 2017 YOUR "SELF TRUST" SCORE SELF TRUST 0 50 100 81 My tQ1 63 Average INTEGRITY 98 Top 10% Sample2. 0 50 100 Self Often doesn't "walk his or her talk." Acts in accordance with his or her values and principles. 1 Tends to go along with the crowd. Shows courage and willingness to take a stand. 2 Has a hard time acknowledging someone else may be right. 3 Is genuinely open to rethinking ideas. Boss Direct Report Other Score 0 80 - 85 - 95 - 89 - 60 - 85 - 100 - 89 - 80 - 80 - 90 - 84 - 20 - 40 - INTENT Sample2. 0 50 100 Self Tends to act in his or her own best interest. Acts in everyone's best interest. Boss Direct Report Other Score 60 - 4 Pretends to care about people. Genuinely cares about people. 80 - 85 - 75 - 80 - 100 - 70 - 70 - 73 - 100 - 85 - 75 - 82 - 80 - 5 6 Acts as if there is not enough of anything (credit, opportunities, resources) to go around. Acts as if there is more than enough of everything (credit, opportunities, resources) to go around. 2014 FranklinCovey and CoveyLink. All rights reserved. 100 - 3
tQ Report for Sample2 Report2 March 30, 2017 SELF TRUST (continued) CAPABILITIES Sample2. 0 50 100 Self Lacks skills important to his or her job. 7 Is highly competent in his or her job. Is unclear about where he or she is headed. 8 Is confident about where he or she is headed. Doesn't seem to know how to build trust with others. 9 Works successfully to build trust with others. Boss Direct Report Other Score 40 80 - 85 - 80 - 82 - 80 - 75 - 65 - 71 - 80 - 85 - 95 - 89 - 60 - 100 - RESULTS Sample2. 0 50 100 Self Cannot always be counted on. Is thoroughly reliable. Boss Direct Report Other Score 80 - 10 Has low expectations. Expects to win. 60 - 85 - 100 - 89 - 80 - 65 - 75 - 71 - 80 - 85 - 60 - 73 - 80 - 81 - 82 - 81 - 60 - 11 Does only what he or she is told to do. Takes initiative to get things done. 100 - 12 "SELF TRUST" SCORES 2014 FranklinCovey and CoveyLink. All rights reserved. 62 - 4
tQ Report for Sample2 Report2 March 30, 2017 RELATIONSHIP TRUST YOUR "RELATIONSHIP TRUST" SCORE 0 50 100 79 My tQ1 0 98 Top 10% 50 100 Self Withholds or "spins" the truth. 62 Average Sample2. Always tells it like it is. Boss Direct Report Other Score 100 - 13 14 15 Shows more respect to those who can be helpful to him or her. Seems to have "hidden agendas" (questionable motives). Often covers up mistakes. Treats everyone with respect. Is thoroughly open about his or her intentions. Openly acknowledges mistakes. 60 - 85 - 50 - 66 - 80 - 95 - 65 - 80 - 80 - 85 - 75 - 80 - 20 - 85 - 65 - 69 - 80 - 100 - 90 - 93 - 80 - 85 - 95 - 89 - 100 - 85 - 85 - 87 - 80 - 85 - 95 - 89 - 100 - 60 - 100 - 82 - 80 - 85 - 75 - 80 - 80 - 60 - 40 - 16 17 18 19 Downplays the contributions of others. Stays busy, but often fails to deliver results. Seems satisfied with his or her current abilities. Tends to skirt the real issues. Gives appropriate credit and recognition to others. Consistently delivers good results. Constantly works to improve his or her abilities. Confronts reality "head on." 20 - 0 - 100 - 80 - 20 21 22 Assumes that expectations are clear when they're not. Tends to blame others when things go wrong. Openly discusses and clarifies expectations. Always takes responsibility for results. 2014 FranklinCovey and CoveyLink. All rights reserved. 60 - 40 - 5
tQ Report for Sample2 Report2 March 30, 2017 RELATIONSHIP TRUST (continued) Sample2. 0 50 100 Self Pretends to listen. Genuinely listens to others. Boss Direct Report Other Score 20 - 23 Often breaks commitments. Carefully makes and keeps commitments. 24 Tends to be distrustful of others. Extends trust to others. - - 85 - 80 - 83 - 100 - 50 - 60 - 60 - 100 - 85 - 45 - 69 - 40 - 40 - 25 26. Sample2 tends to trust other people. 0 50 Too little. Too much. Responses Self Boss Direct Report Other Total Respondents Too little. - - - - 1 - 1 - 2 - Just right. 1 - 1 - 1 - 2 - 5 - Too much. - - - - 2 - 1 - 3 - 100 Just right. You received 0 points for Too Little or Too Much and 100 points for Just Right. 28. How does Sample2 compare to other people you work with in behaving in ways that create trust? Self Boss Direct Report Other Total Respondents Worse than most. 1 - - - 1 - - - 2 - Same as most. - - - - - - 2 - 2 - Better than most. - - - - 3 - 2 - 5 - 52 - 80 - 82 - 75 - 79 - Responses 0 Worse than most. 50 100 Better than most. You received 0 points for Worse Than Most, 50 points for Same as Most, and 100 for Better Than Most. "RELATIONSHIP TRUST" SCORES 2014 FranklinCovey and CoveyLink. All rights reserved. 6
tQ Report for Sample2 Report2 March 30, 2017 ORGANIZATIONAL TRUST YOUR "ORGANIZATIONAL TRUST" SCORE 0 My tQ1 Average 30. Please rate the quality of 株式会社ABC's systems and processes in the following categories: 0 50 Top 10% 50 100 48 51 69 100 Self A. Financial (processing, budgeting, invoicing, auditing). 80 - B. Decision making. C. Internal communication. 60 - D. Employee training and development. 40 - E. Performance management (rewards and recognition, performance reviews, career advancement). 20 - F. Information systems (computers, networks, tech support). G. Innovation (R & D, idea sharing, continuous improvement). 60 - H. Meeting management. 80 - Total 55 - 0 - 100 - 31. Please rate the trustworthiness of 株式会社ABC. 0 Nonexistent. 50 Responses Self Trust is nonexistent. - - Very low trust. - - Trust issues. 1 - Trust is not an issue. - - Trust is a visible asset. - - World-class trust. - - 100 World-class. You received 0 points for Trust Nonexistent, 20 for Very Low Trust, 40 for Trust Issues, 60 for Trust Not an Issue, 80 for Visible Asset, and 100 for World-Class. "ORGANIZATIONAL TRUST" SCORE 2014 FranklinCovey and CoveyLink. All rights reserved. 48 7
tQ Report for Sample2 Report2 March 30, 2017 YOUR "MARKET TRUST" SCORE MARKET TRUST 0 50 100 100 My tQ1 Average 33. Please rate the reputation of 株式会社ABC. 0 Extremely low. 50 Top 10% 66 79 Responses Self Extremely low - - Low - - Medium - - High - - Extremely high 1 - "MARKET TRUST" SCORE 100 - 100 Extremely high. You received 0 points for Extremely Low, 25 for Low, 50 for Medium, 75 for High, and 100 for Extremely High. 2014 FranklinCovey and CoveyLink. All rights reserved. 8
tQ Report for Sample2 Report2 March 30, 2017 COMMENTS Question 27 Please explain your answer to Question 26: “Sample2 tends to trust other people.” 2014 FranklinCovey and CoveyLink. All rights reserved. 9
tQ Report for Sample2 Report2 March 30, 2017 COMMENTS Question 29 What are the three most important actions Sample2 could do to increase trust with you? 2014 FranklinCovey and CoveyLink. All rights reserved. 10
tQ Report for Sample2 Report2 March 30, 2017 COMMENTS Question 32 What two to three things could 株式会社ABC do to raise your rating? 2014 FranklinCovey and CoveyLink. All rights reserved. 11
tQ Report for Sample2 Report2 March 30, 2017 2014 FranklinCovey and CoveyLink. All rights reserved. 1 Introduction to Your tQ Report Welcome to your tQ Report.
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3. Estimate the quotient. 4. Solve using the standard algorithm. T: Partner A will divide using the standard algorithm, and Partner B will check the answer. (Allow time for students to work.) T: Partner A, say the quotient and the remainder for 94 43. S: The quotient is 2, and the remainder is 8. T: What does the quotient, 2, represent ?
3x2 4x 5 2. This is a quotient, so you could use the quotient rule. But the denominator is constant, so a better choice would be to factor it out using the constant multiple rule: d dx 3x2 4x 5 2 1 2 · d dx h 3x2 4x 5 i 1 2 (6x 4) 3x 2 . If you used the quotient
quotient as "one's ability to feel" and "one's ability to think" respectively, saying that "emotional quotient is to the heart what intelligence quotient is to the brain" (Beasley, 1987, p. 25). Although suggestions have been made that this is the first published use of the term emotional quotient, Bar-On later claimed to have used
Charitable Gi t Annuity LEAD TRUST PAYOUTS A lead trust makes payments to charity in one of two ways: Lead Annuity Trust With a lead annuity trust, the trust pays a fixed amount each year regardless of the current value of the trust. There is a potential for growth in the trust because the annuity is fixed and the trust principal can compound.
Zoo Animal Nutrition IV Zoo Animal Nutrition IV (2009) was edited by M. Clauss, A. Fidgett, G. Janssens, J.-M. Hatt, T. Huisman, J. Hummel, J. Nijboer, A. Plowman. Filander Verlag, Fürth ISBN-13: 978-3-930831-72-2 To obtain a copy of the book, contact Filander Verlag at info@filander.de Dierenfeld, E. S. Conservation collaborations: nutrition .
