ACTION REQUIRED: Read my email PLEASE! (Part 2)

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In my most recent post, I addressed an issue plaguing those of us who communicate by email – incomplete responses or the failure to respond at all.  In that post three experts shared their advice on how to improve the emails. If you’re following all the great advice, and the problem persists, what do you do?  I called those same three experts – Alesia Latson, Bob Whipple and Stever Robbins, and asked them:  “If e-mail senders follow your advice and e-mail recipients do not respond fully or respond at all, what else can you do?”

Experts Weigh In on E-mail Responsiveness

Here’s what they suggested:

Alesia Latson (Co-Author of More Time for You):

  • Give people the benefit of the doubt.  Assume positive intent.  All that happened is that you didn’t get a response – don’t make up any other story about what that means about you or them.  It means nothing in and of itself.    Simply follow up with a call or another message.  After 3 attempts drop it or escalate if appropriate.
  • Avoid long lists of things for people to do – it’s too confrontational and adds to their sense of being overwhelmed.  Keep it to two action items maximum per requests.
  • Try an opt in.  Say something like, “If I don’t hear from you in the next day or so – then I’ll assume that you’re ok with it,” or “I’ll follow-up with a phone call if we don’t connect via e-mail.”

Bob Whipple (author of Understanding E-body Language):

  • Establish ground rules within a group, including timing for response, and hold each other accountable.  Be aware that Gen Y and Gen X (think anyone under 35) are less likely to respond to email.  This is getting to be a corporate problem.
  • Try to keep emails readable in the preview pane (assuming it’s horizontal) – the start of the signature block should be visible on the first page.  It creates a psychological incentive to read the note. A note that goes “over the horizon” is often deleted before being read.
  • Keep emails simple – so they can be read and internalized in 15-30 seconds.
  • Note the pattern of communication for the person you are trying to reach.  Reach the person in the way s/he is most likely to respond.  It may not be email.

Bob also suggested looking at his articles – I did, and there are a lot more ideas listed.

Stever Robbins (author of Tips for Mastering E-mail Overload):

  • Assume they have too much email, and pick up the phone (you’ll be one of the few).
  • You may be being marginalized – poke around and find out what’s going on. If there’s no trusted person you can ask, then you may have your answer.
  • Learn the most important agenda of the person you are communicating with, and reframe to his/her agenda, rather than yours.

Applying Trusted Advisor Models

These are all great suggestions.  And there are some common themes:

  • Start from the other person’s perspective.  Each of the experts emphasized considering the recipient’s situation in reading and responding, rather than your own situation in needing a response.  This concept is the first of the powerful Trust Principles.

That is, focus on the other for the other’s sake, and determine how that person can and will actually receive and act on the message, and consider how to frame your message so it becomes important for that person to respond.

  • Pay attention to your own credibility.  If you are being marginalized, as Stever Robbins suggests as something to look at, perhaps there are things you can do to improve.
  • By assuming positive intent of the recipient, we are less focused on ourselves.  If we think “why didn’t she get back to me?” that could be an indication of high self-orientation, the denominator of the Trust Equation.   This type of thinking is a trap that makes it difficult to find a solution to a responsiveness issue, because instead, you are looking for someone to blame.

We’ve heard from the experts – now it’s your turn.  What have you tried that has worked?

Books We Trust: As One: Individual Action, Collective Power, by Mehrdad Baghai & James Quigley

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This is the fourth in a series called Books We Trust.

We’ve previously discussed Bill Brooks’ You’re Working Too Hard to Make the Sale, Jill Konrath’s Selling to Big Companies, and Daniel Pink’s Drive: The Surprising Truth About What Motivates Us.

This time we talk with Jim Quigley about his recent and highly successful book, As One: Individual Action, Collective Power.

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For those who don’t know, Jim Quigley was, until June, the global CEO of Deloitte Touche Tohmatsu Limited, the largest of the Big 4 professional services firms. He has now stepped into the role of Senior Partner, Deloitte LLP.  We caught up with him in China last March, and resolved to do this interview.

Genesis

Trusted Advisor Associates: Jim, this is an unusual book for several reasons. It’s got two lead authors, but five listed authors in total. It’s got a ton of organized research behind it, maybe the most since Good to Great. The book offers significant insight into this idea of collective behavior in organizations, and connects theory to practical examples by defining eight distinct leader-follower archetypes.

How did this book come about?

Jim Quigley: The book came about through the many discussions we’ve had with leaders all over the world. I’ve always been fascinated by leadership, and I’ve always tried to deepen my understanding of leadership as an art and a science, with important requirements that can be measured. I’ve observed many styles of leadership, both inside and outside of our firm.

My c-suite conversations with executives always included insights about the global economy and the status of the client’s relationship with Deloitte, but when I asked specific questions about leadership, the tone of the conversations changed dramatically. CEOs would lean forward and become deeply engaged, and would often confide that questions of leadership, commitment and strategic alignment are what keep them up at night. With the significant shifts that have occurred in the business environment, we decided the time was right for a fresh look at leadership.

Out of Many, One

TAA: For some reason, reading the book reminded me of the old US motto E pluribus unum—out of many, one. At a high level, isn’t that what the book is about—how to work as one?

What problem were you trying to solve, what question were you trying to answer, with this book?

Jim: Today’s business environment can be characterized as one of “constant change.” Business leaders are facing continued globalization of the economy and rapidly expanding emerging markets. The talent pool is being redefined through rapid technological and demographic shifts, and all around us we see new ways in which people are convening, collaborating and communicating with one another.

We believe that, against this backdrop, leaders from all sectors and organizations are searching for a pragmatic approach to realizing the full potential of their greatest resource: their people. We feel that collective behavior can be a significant, competitive force that can give an organization its winning edge. Leaders who can create unified teams – working together, as one, can produce extraordinary results.

TAA. The book describes 8 archetypes for how organizations operate.  I’m guessing you started with the idea of archetypes—but how did you arrive at these eight?

Jim: We actually didn’t start with the archetypes, we discovered them. Conventional wisdom suggests that leadership styles fall somewhere between two extremes—a traditional command-and-control structure and a participatory, flatter, “modern” organization. In our research, we found a more nuanced picture, and found that organizations depend on vastly different leadership styles and structures.

We thoroughly analyzed 60 successful examples of As One behavior from a diverse selection of corporations, government agencies and non-profit organizations around the world. From these, we identified eight distinct models, each of which can work effectively when applied in the right situation.

8 Archetypes

TAA: Let’s help the reader out here.  Can you define the 8 archetypes and give a simple example of each, so everyone knows what we’re talking about?

Jim: Sure.

The Landlord & Tenants archetype is a top-down model. In this relationship, the leader controls access to resources and dictates the terms their use. Tenants voluntarily decide to join the landlord because it’s in their interest to do so. Once they’re “in,” however, they have no choice but to abide by the rules. That said, the relationship isn’t entirely one way. Landlords’ power ultimately depends on the number of tenants they can attract and retain. It’s in their interests to be fair—and to encourage and reward the “right” behavior. The Apple App Store is a good example of a Landlord & Tenants archetype. Apple (“landlord”) built a virtual community of developers (“tenants”) by promising them a 70 percent share in the profits of successful applications for the iPhone and iPad. In exchange, app developers agree to abide by Apple’s strict guidelines.

At the opposite end of the spectrum, the Community Organizer & Volunteers pairing is based on the direction-setting power of followers. The leader is the glue that binds the activities of the volunteers together, providing the narrative and rationale for their actions, but the followers cannot be told what to do. The organization functions more by philosophy than by rigid rules and structures. The Linux operating system is a classic example, built by an ecosystem of developers, a community bound together by the belief that the world deserves an open-source software alternative.

In the Conductor & Orchestra model, there’s very little room for improvisation—but there is room to excel within the given boundaries. Some organizations, for example those in the healthcare sector, depend on the ability of its members to perform, with care and precision, repetitive and scripted tasks. The leader motivates the team partly by the promise of perfection—of being trained to do something they do well to the highest possible standards. Medco Health Solutions, for example, uses scripted processes to deliver more than 100 million prescriptions per year with exceptional accuracy, demonstrating how a leader can inspire an organization to greatness with precision and attention to detail.

The Producer & Creative Team archetype requires a charismatic leader capable of bringing together a team of highly skilled, independent individuals to achieve their objectives. The Producer’s vision guides the project; their carefully selected teams make it happen. Dissent is used to push creative boundaries. Long-term success depends on constant innovation and reinvention, combined with discipline to get the show on the road.  Performance arts company Cirque du Soleil, which combines the diverse talents of thousands of people through creativity, energy, and hard work, is a good example of this archetype.

General & Soldiers combines command-and-control culture with a clear and compelling sense of purpose and mission. The general is the authority and provides orders and the soldiers, highly trained and focused on clearly defined and scripted tasks, carry them out. There is a high level of commitment to the overall mission, the organization and to each other. The Marriott hotel chain takes great strides to train and welcome entry-level employees into the Marriott family. By building a strong culture, providing clear paths to promotion and focusing on the personal and professional success of its employees, Marriott has achieved great success and has one of the lowest staff turnover rates in the hospitality sector.

In the Architect & Builders model, the architect has a blueprint or vision that he or she needs a team of highly-skilled builders – followers – to bring to life. The builders are master craftsmen and innovators capable of finding novel solutions to technical and practical problems. As interdependent links in a project management chain, they work to ambitious deadlines and milestones, mapped to deliberate work cycles. The development of the Tata Nano, the world’s cheapest car, can be said to have been achieved by an Architect & Builders model, where a strong leadership vision was translated into action by a team of skilled builders.

The Captain and Sports Team operates as a dynamic unit, adapting, often in real time, to new strategies and challenges. Members of the sports team have a strong sense of shared identity and see each other as equals; this is an archetype with minimal hierarchy. The hands-on leader is there, on the field, motivating and encouraging and directing the play. The dabbawalas, the lunch-box men who each day deliver hot meals to around 200,000 office workers in Mumbai, operate like a closely knit sports team, taking direction from mukadams, experienced hands, if a crisis occurs or the schedule slips. Their operation is so efficient, so effective, so closely coordinated that only one in six million of their deliveries fails to arrive on time.

Close to the Community Organizer & Volunteers archetype, Senator & Citizens is a very democratic model. Problems are tackled through the sharing of opinions and the debate of differing perspectives; solutions emerge from loose and fluid groupings. The senator provides guiding intelligence and oversees decision-making, but the followers work independently. In return for their personal freedom, citizens willingly commit to the “constitution” and to the responsibilities they owe to the collective. Structures are flat: it’s a community of equals. W. L. Gore & Associates, inventors of GORE-TEX®, is one of the world’s most innovative companies but has few job titles, no job descriptions, and no defined organizational charts.

TAA: Say a little more please about the idea of archetypes? Are they meant to explain behavior?  Are they also guides to managers for action? What should or could a senior leader glean from the book? And what about less senior leaders? Consultative types?

Jim: None of the archetypes is, in and of itself, correct or incorrect. Leaders must select the one that best suits their and their organization’s objectives and circumstances. The book provides real-life examples of these different styles in action, and the hope is that leaders of organizations large and small can leverage the characteristics of the one that fits them best as they pursue collective behavior.

TAA: Can you be a little of one type of archetype and a little of another?  Are there hybrids? Or does everything turn to oatmeal if you depart from pure models?

Jim: It’s perfectly possible, if not always desirable, for more than one archetype to co-exist. Some companies may make plans using one archetype, but then behave more like another archetype when it comes time to deliver. Live, real-time events often demand the kind of actions and responses that cannot be rehearsed. There’s always a script for a wedding—the order of service, the ceremony, for instance—but it doesn’t tell you what to do when the photographer doesn’t turn up.

The constant for an organization is not so much the archetype but the strategic question, “What are we trying to achieve and how are we going to get there?” Many corporate strategies call for establishing “one company” that will operate less expensively and more effectively across internal boundaries, operate more globally or in a way that provides a uniform customer experience. In the As One approach, this generally requires the organization to become more top-down and more scripted. A strategy focused on innovation, on the other hand, would call for a move toward the more creative dimension. Organizations, then, should expect to adapt their archetypes based on changing circumstances and objectives.

 

Archetypes, Trust and Relationships

TAA: The reason this book is on the Books We Trust list is that it has to do with organizations acting As One.  That suggests a major role for trust and trusted relationships.

But how does trust play out?  Does its importance vary by archetype? Is it historically more important these days? How does trust affect the various stakeholder relationships?

Jim: Naturally, trust lies at the heart of all successful relationships. Leaders need to earn the trust of their followers, both inside and outside of their organization. A trusting relationship is key to any archetype, any situation. Without trust as a foundation, it’s difficult—if not altogether impossible—for an organization to truly function collectively.

We live in an unprecedented era of skepticism, when confidence in businesses, government and other institutions is at a historic low. The case for trust has never been stronger, and I predict we will see the companies and leaders who thrive during this time are the ones that elevate trust as a core value.

 

TAA: Jim, thank you very much for taking the time to speak with us about As One; may you sell tons of books, and have the impact this book has the ability to deliver.

Jim: My pleasure. Thanks so much for the opportunity to share some of what we’ve learned.

Gallup on Banking: Squandering Trust for 32 Years

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When a child is untrustworthy, parenting is needed. When an adult is untrustworthy, counseling can help. When a company is untrustworthy, markets exact discipline.

But what if an entire industry has lost trust? What kind of a problem is that? And how can it be solved?

The Banking Industry

A recent Gallup survey makes the banking industry a timely poster child for low trust.  Banking is not the only low-trust industry these days; pharma could give it a good run, for example (and both are more trusted than Congress). But the trust issues raised by the poll are not just industry-specific.

First, the facts. In Rebuilding Trust in Banks, Gallup presents 32 years of survey data. That’s quite a lot of years.

In 1979, 60% of respondents said they had “a great deal” or “quite a lot” of trust in banks. By 2011 that number was down to 23% (actually up from 18% in 2010).

That is a 70% decline from peak (60) to trough (18).  Put another way–the industry squandered 70% of its trust. That’s quite a lot of squander.

The obvious two questions are: How does that happen? And what can be done about it?

How Can an Entire Industry Squander Trust?

I haven’t seen a single answer, partly because there is no One Answer. But I also haven’t seen a good list. So let’s break it down.

1. It’s tempting to blame a general decline in trust across all business. But there are three problems with this view:

a. Trust in business actually seems to be volatile, not steadily dropping;

b. The statistics usually conflate two issues. Saying “trust in business has dropped” fails to distinguish a decline in customers’ propensity to trust from a decline in banks’ trustworthiness;

c. There are notable exceptions. Nurses and pharmacists have topped the “most trusted professions” surveys for years–how do they beat the odds? (Particularly pharmacists–since pharmaceuticals as an industry ranks so low).

2. A decline in the inclination of people to trust. Dr. Eric Uslaner suggests that people’s propensity to trust in government is cyclical (it varies with the economy), but that trust in people has steadily declined since the 1970s.

3. A decline in general trustworthiness of banks. It’s not easy to isolate banking trustworthiness from customers’ propensity to trust–definitions are difficult. Two very different but powerful approaches to corporate trustworthiness measurement can be found in Trust Across America and in Laura Rittenhouse’s Rittenhouse Rankings of corporate candor.

4. An anti-trust ideology of business. We have inculcated a couple of generations of businesspeople with beliefs that drive down both propensity to trust and corporate trustworthiness.

Here are five ideologies in vogue since the 1970s:

a. Economists’ celebration of the virtues of markets–think Milton Friedman;

b. Strategists’ celebration of competition–think Michael Porter;

c. Pop philosophers’ celebration of laissez-faire systems–think Ayn Rand;

d. Financial theorists’ celebration of shareholder value–think Michael Jensen;

e. Government officials who embraced all the above ideologies–think Alan Greenspan.

If you doubt the power of beliefs to change society over a generation, consider this passage from Michael Lewis’s Vanity Fair article describing a German banker who was [recently] completely snookered by lying US investment bankers.  Why was he taken? Lewis writes:

He mists up a bit when he tells stories about the Americans he did business with back then [in the early 80s]: in one story an American investment banker who had inadvertently shut him out of a deal hunts him down and hands him an envelope with 75 grand in it, because he hadn’t meant for the German bank to get stiffed.

“You have to understand,” he says emphatically, “this is where I get my view of Americans.”

In the past few years, he adds, that view has changed.

What does this add up to? It means:

  • Low trust in business is not pre-ordained—we reap what we sow;
  • Low trustworthiness drives low propensity to trust more than the other way around;
  • Beliefs drive behaviors;
  • Leaders’ belief systems exert big influence over trust in business.

What to Do?

If you’re with me on the diagnostic, there’s a simple prescription:

Leaders, Straighten Up and Think Right.

In other words: start with leaders and thoughts.

Here’s what Gallup has to say about how to build trust:

The effort to rebuild trust must begin with bank leadership, then flow through a bank’s employees to customers, the public, lawmakers, and regulators. Every interaction matters. If bank leaders and employees do not demonstrate that they trust their own bank, other stakeholders never will.

Because the process of rebuilding trust with the public starts with the bank, Gallup recommends that bank leaders make rebuilding employees’ trust in banks their No. 1 priority.

Yes, there’s more. Uslaner has a lot to say about economic inequality and education, and it’s very valuable. But you yourself—yes, you, the reader—may not have a lot of direct control over inequality.  You do, however, control your own thoughts, and you probably influence and lead other people.

Start thinking trust-creation. When it comes to trust, thoughts have power.

 

The Connector and the Catalyst: She Said, He Said

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We’re shining a spotlight on Trust Temperaments™ in our team over the next few months. Recently, I wrote about the six different temperaments we’ve identified in our research. Today, experience the temperaments in action through a conversation between a Catalyst and a Connector—our very own Charles H. Green and Andrea P. Howe.Listen in as they discuss facilitating programs and co-authoring a book.

Connectors and Catalysts

Connectors, like Andrea, are strongest in Intimacy and (low) Self-orientation. They can be described as:

  • Magnetic and caring
  • Those others trust with sensitive information
  • Seeing the world from the point of view of people

Catalysts, like Charlie, combine strong Credibility with Intimacy. They:

  • Love sparking—and gaining—new insights
  • Like to make up their own rules
  • Tend to see the world in terms of ideas

Setting the Stage

Sandy: Let’s start with workshops and presentations. You both have the same goal: to help people become powerfully trustworthy. You’re both terrific at what you do. Yet, you are very different temperaments. How do you prepare for a new workshop?

Andrea: Before the program itself, I like to build as much rapport with the people in the group as I can—through conversations, mini-focus groups, and email exchanges with participants sharing their current relationship challenges. I want every participant to get as much from the session as possible, and these connections give me a personal sense of the people I’ll be meeting as well as the issues they are facing.

As a Connector, I have a low (or favorable) Self-orientation score, and more than anything that means I manage my Self-orientation—constantly. Meeting the group as friends rather than strangers keeps my anxiety low and helps me to be fully present during a program.

Charlie: As a Catalyst, I value preparation too, but for a different reason.  I like to know in advance about the group, the industry and the participants so I can see the big picture and get a sense of the issues facing them. I really want to know what’s going on at the macro level. This lets me make the training relevant in the moment to the participants, by saying things like: “You all know what it’s like to…”

Andrea: Yes, and you’re great at that. Though I know it’s important to connect to the big picture too, I don’t naturally lead with that in my preparation; I have to be intentional about it.

The Dress Rehearsal

Sandy: Ok, it’s nearly show time and very shortly you’re on stage.  What do you do to get ready?

Charlie: It’s all about prep, and then ego deflation. I look over the agenda, check my handouts (the few that I use), and then work on calming my mind so that I can focus.  I have a sort of prayer or meditation I do before I leave the hotel. I actually get on my knees and express my gratitude for being there on that day, and remind myself I’m there not for my own ego, but to be of service to the group.

Andrea: My approach is very different, with the same goal of being present for the participants. I create a very detailed agenda, and I work a lot on timing and transitions, which I review over and over.  Then I leave the agenda behind. For me it’s like being a professional improviser: doing lots of rehearsal in order to be spontaneous on stage.

Charlie: Whatever the method, we both try to keep Self-orientation as low as possible so we can focus on personal growth—for ourselves and for every participant in the room.  That’s what leads to being a better facilitator and a stronger leader.

Curtain Up

Sandy: What’s different about how you open up a program?

Andrea: I always start with some kind of introduction with a twist—something fun, engaging, and personal that gets people talking. I want people to get to know each other—and me—so they’re comfortable taking risks and stretching outside their comfort zone.

Charlie: And I’m more willing to skip this step and jump right in.  I want to get them thinking, first and foremost. The Catalyst in me wants to spark new ideas both in and for the group.

Sandy: During a program, how do you manage the inevitable challenges of group dynamics?

Andrea: Andrea: One of the most important tools I use as a facilitator is our Name It and Claim It practice. If I lose concentration for a moment, or misunderstand someone, or say something stupid, right away I Name It and Claim It:  “Oh boy, could I have gotten that more wrong?”

Just last week, I was leading a session and completely lost the group. We had an administrative task that took all 50 people in the room completely off course. I spoke to myself (out loud, into the mic): “OK, Andrea.  Focus. Focus. Focus!” Putting my thoughts on loudspeaker that way got us all right back on track.  Several people came up to me afterward to say that they learned something valuable by watching me simply being transparent about losing the group and my own focus.

Charlie: Being transparent is the savior of any speaker, and I’ve used it hundreds of times. Here’s another spin on it: being credible means if you don’t have an answer, you say so. I still sometimes have to say, “I’ve never thought of that question, and I don’t have the answer.”  It’s also a good way to throw a question back to the group. After all, what I know is a lot less important than what they learn.

Tough Moments and Happy Endings

Andrea: As a Connector, it’s often hard for me to close off conversations when it’s time to move on. I want to give people as much time as they need to think through their issue out loud, and I want to nurture them all the way to their own insights.  That isn’t always possible in the time we have. My temperament can play havoc with my carefully planned schedule!

Charlie: And I’m happy to stop them with a one-liner—the conclusion or insight.  Sparking aha moments quickly is pure joy for a Catalyst.  I like to hit people between the eyes. For me it’s a little tougher to stay in the emotional space for too long.

Andrea: I like to hit them between the eyes while holding hands.

Charlie: Yes, that’s it exactly.  (laughing) In the end, we both get to the same result: helping participants grasp the material, generate aha moments, and take those insights into their own business and personal lives.

Sandy: Sounds like the key to success is in integrating who you are with the material you teach.

About a Book

Sandy: You recently sent the final manuscript for The Trusted Advisor Fieldbook to Wiley. As anyone who’s done it knows, writing a book is hard, and writing with another person sometimes makes it harder.

Andrea: Our different temperaments made for a stronger book in the end, but along the way the preferences of a Connector and those of a Catalyst definitely created conflict. Writing the fieldbook was natural for me in many ways because it’s all about making the trusted advisor material personal and useful to each and every reader.

Charlie: And for me, it was the hardest book I’ve ever written for that very same reason. It truly is a fieldbook— a keep-a-dog-eared-copy-with-you-at-all-times book about solving real problems. The focus is less on new insights—although there are plenty in the book—and more on translating concepts into everyday action. Not my strong suit.

Andrea: I think it’s true for everyone that working in ways that play to our natural temperament is energizing, while working against type can be exhausting. We both found this to be true with the fieldbook.

Writing the manuscript gave me an opportunity to reach out and ask people to contribute stories, to reconnect with clients old and new, to have a lot of personal interaction. It takes a village to write a book, and a Connector loves a good village!

Charlie: The exhausting part for me was the effort of working within the all-too-necessary framework of rules needed to get this book done—the standard formats, the numbered lists, the rigorous reviews.  I like to create my own rules!  Which, it turns out, is very Catalyst-like.

Andrea: You’re telling me! (laughing) You Catalysts also love a good debate; we Connectors—not so much. Going back and forth with you about chapter content, along with trying to keep things on track, definitely made for some trying times for us both.

Charlie: Would you do it again?

Andrea: Can you ask me that question in about six months?

The Trusted Advisor Fieldbook: A Comprehensive Toolkit for Leading with Trust, by Charles H. Green and Andrea P. Howe can be pre-ordered between now and October 31.

The August Trust Matters Review

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Trust Equation

David Heath writes about how changes to conditions of service destroy trust between companies and clients. “We have a relationship based on Trust and Understanding; we don’t trust them, and they don’t understand us.”

Kenneth C. Davis writes about times in America when there was even less public trust, and less hope than there is today, then asks and tentatively answers the question of how trust can be restored.

Eric D. Brown discusses what makes someone a professional.  And though he never uses the word trust, I’d say professionalism is about trust.  Recognizing a professional means recognizing who you can trust.

Mark Smiciklas presents an infographic showing the eight keys to online trust.  Succinct, visual, hits most of the trust equation points and makes them specific.

The Soderquist Center posts a video satire of trust building.  Also of smarmy office environments.  Ouch.

Rob Goffee and Gareth Jones write about that cliche, the trust deficit, noting that trust indices are at historical lows.  They note that democratic capitalism requires trust, and that low trust could, literally, destroy our way of life.  But is “authentic leadership” really the key?

Marriage therapist John M. Gottman‘s new book on marital trust reveals the key to a successful marriage and which couples are more likely to divorce.

Barbara Kimmel quotes experts (including Trust Matters’ Charles H. Green)) on the linkage between reputation, trust and sustainable business. See who you agree with.

Mike Henry has 11 ways to build trust within your team. He starts off by comparing trust to oil. Oil?

Geoffrey James on 9 lies corporations tell.  “Every corporation tells at least some (of these lies)”.  My favorite is the first, “employees are our most important asset.”  If a corporation is lying all the time, who can trust it? Or them?

The Trust Matters Review highlights the best articles and posts on trust our research has turned up in the last month.

For a live stream of our trust research, follow our team on Twitter: @CharlesHGreen, @AndreaPHowe, @StewartMHirsch, and @SandyStyer.

If you’d like to share a great article about trust, let us know on Twitter or in the comments here.

For more links to outstanding articles on trust, see:

 

Real People, Real Trust: A Fresh Perspective on Sales Operations

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Anna Dutton is a Sales Operations Director for Blackboard, a company that brings technology to the world of education. Find out what Anna sees as the distinguishing traits of a trusted advisor, and learn two concrete steps she recommends for anyone who wants to bring more transparency and trust to their business relationships.

In a Word: Genuine

Anna (pronounced “Ahna”) and I met in 2009 when she was leading a team of 10 inside salespeople and wanted to share the principles of Trust-Based Selling with the group. In our exploratory conversations, Anna’s thoughtfulness, poise, authenticity, and commitment to people being the best they can be really shined through. Anna has the world at her fingertips— she has 15 years of business experience in roles as diverse as banking, tourism, and human resources, and she speaks three languages fluently. Yet she is as down-to-earth as they come.

I began my Real People, Real Trust interview with Anna the same way I began my conversation with others I’ve featured, by asking a simple question: What does it take to be a trusted advisor? Without a moment of hesitation, Anna said, “Being genuine.”

“Genuine for me means not being afraid to tell the truth, to say what you think, to say something that others may not agree with. It’s about really having integrity with the people you have relationships with.

“Most of my colleagues and former team members would probably tell you that I will always say the truth and not hide from it.  I want them to know they can rely on me, they can be honest with me, and that I always have their back. This extends into my personal life, too. It’s important for people to know where I’m coming from and that I will always meet them halfway.”

Delivery Matters

Anna emphasized the difference that delivery makes.

“Of course, I always consider how to say things. Delivery makes a difference. People have come to count on an expression I often use: ‘I’m sorry I just have to be blunt.’ They laugh now when they hear it, which brings some levity to what might otherwise be a tense conversation.

“Here’s what I’ve noticed over the years: I have never had someone say, ‘I wish you hadn’t told me that.’ I will apologize for being so transparent, but I will never need to apologize for saying the truth.

“I changed roles a few months ago, and had an exit dinner with my team. They said, ‘We trusted you; we knew you always had our back.’ The irony was that they further created that trust amongst themselves and strengthened their ties so much that they could focus on helping each other excel and succeed.  Projects and deliveries and tasks aside, this is what matters in life.”

The Courage to Stay the Course

Anna spoke to me in her characteristically frank way about the courage it takes to live from the principle of transparency.

“When you’re committed to telling the truth, you have to accept that some people won’t like it, and that not everyone will be willing to take the journey with you. Courage is being willing to take the risk and accept the consequences. Ironically, when you do that, you realize the consequences aren’t so bad. Truth-telling not only forges stronger relationships, but people respect you more, and ultimately, they thank you.

“I’m not saying it’s easy. I always have to remind myself that the benefits outweigh the negatives, and remind myself that I won’t stand for anything less. I definitely have my share of vulnerable moments. When I can remember what’s lost by not being genuine in this way, I know it’s worth the risk.”

The Journey

Anna attributes the learning of these important lessons to her own personal experiences, as well as people in her life who have served as role models, like one boss who stands out as a real trusted advisor. “I was so sad when he retired last year, but I take his lessons with me every day,” she says. Anna has also learned a lot from living and traveling all over the world.

“I had an atypical upbringing: being a first generation American and growing up in Italy, Spain, and the States.  I often related to different cultures, different people, and different perspectives.  I had to take risks to create relationships and to connect with my changing world. Life taught me many lessons, and I went from child afraid to say what she thought to someone who can, as a direct result of facing life’s challenges.”

Anna continues, “I also think that being great at relationships requires being a dedicated student of relationships. I’ve read a lot, learned a lot from experts, and I’m friends with people who are psychologist and organizational development experts. Our dinner parties are often marked by spirited and thoughtful conversations about human dynamics.”

(By the way, two books Anna highly recommends are A Fortune-Teller Told Me: Earthbound Travels in the Far East by Tiziano Terzani—a book that reinforces how just changing how you do things can cause dramatic changes in the world around you—and Type Talk at Work: How the 16 Personality Types Determine Your Success on the Job by Otto Kroeger with Janet M. Thuesen and Hile Rutledge, which emphasizes the importance of knowing your audience and how you communicate.)

Best Advice in Two Steps

I asked Anna what advice she had for anyone wanting to bring more transparency and trust to their business relationships. She suggested two concrete steps:

1.      Write down what you’re afraid of and really be honest with yourself. “Understand why you’re afraid of these things. Do whatever work you need to figure it out and address it—talk with friends, go to therapy, whatever. You have to understand what’s underneath it first.  You can’t create trust if you have fear.”

2.      While you’re figuring it out, just tell the truth for a week without coloring or altering and see what happens. “Worst case: you may annoy some folks, and see that they will not join you. I’m not suggesting you tell someone ‘You’re a horrid person’; you might say something like, ‘This situation is not working and this is why’ or ‘I’m nervous about this engagement and this is why.”

Anna says, “Being a trusted advisor is a process; it’s not like you learn it and then—boom—you do it every day. Plus as you evolve as a person, as you develop and grow, your approach may change. You’ll have bad weeks, and good weeks.  But more than anything, it’s a philosophy, an approach to life.”

Connect with Anna on LinkedIn.

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The Real People, Real Trust series offers an insider view into the challenges, successes, and make-it-or-break-it moments of people from all corners of the world who are leading with trust. Check out our prior posts: read about Chip Grizzard, a CEO You Should Know and Ralph Catillo: How One Account Executive Stands Apart.

Continuing the #TrustTip Countdown

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Many people in this world work for tips alone.  We think it’s about time that the tips start working for people.

That’s why we’re giving out a Trust Tip per day, counting down the days until the release of “The Trusted Advisor Fieldbook: A Comprehensive Toolkit for Leading with Trust,” a new book written by the two of us – Charles H. Green and Andrea P. Howe – to be published by Wiley Books on October 31, 2011. They are simple tips that you can use every day to remove the obstacles that slow down the building of trust.

If you follow us directly on Twitter (@CharlesHGreen and @AndreaPHowe) you’ll get these tidbits delivered straight to your Twitter feed; or you can find them by using the hash-tag #TrustTip. We’d love it if you joined us; we’ve been having rather enlightening conversations over on Twitter.  You can also check them out from Charles Green on Google+. 

But if you’re an eye-roller when it comes to social media, camp, there’s no need to fret. We keep a running list of the tips right here on our site.  You can always catch up–see our recaps below:

Trust Tips #144-135

Trust Tips #134-115

Trust Tips #114-105

Trust Tips #104-90

Trust Tips #89-81

Trust Tips #80-71

Below is the freshest batch, tips #70-56

#70: Try letting someone else have the last word.

#69: Dare to be really honest even (especially) when it makes you look bad.

#68: Saying ‘trust me’ is like saying you’re the winner of the ‘most humble’ award.

#67: Don’t be a blame-thrower; it burns you as much as the intended object.

#66: Rule of thumb: if communication fails, it’s the responsibility of the speaker.

#65: Deliver ‘early & ugly’–collaborate and iterate.

#64: Be willing to make a referral to your competition, if that happens to be the right thing to do.

#63: When your heart’s no longer in it–go find where your heart went.

#62: Trust is a two-way relationship: one to be trustworthy, the other to do the trusting.

#61: You don’t have to think less of yourself to think about yourself less.

#60: Hire for trusting-ness; train for trust-worthiness.

#59: Is there someone you trust greatly? Have you said so to them lately?

#58: People really don’t care what you know, until they know that you care. Maybe a truism, but it’s the truth too.

#57: Trust but verify? No. Trusting means you don’t need verification.

#56: Gossip is poison; envision everything you say being recorded on YouTube for everyone.

A Couple of Our Favorites:

#68: Saying ‘trust me’ is like saying you’re the winner of the ‘most humble’ award.

Having to goad people into trusting you flies in the face of building trust. It’s great when people say you are trustworthy. And it’s valuable to think about talk about how you might become more trusted.  But don’t try to self-advertise.  And please don’t build a marketing campaign claiming that you are someone’s trusted advisor.

Let your actions, not your words, tell people to trust you.  Your credibility will grow and your self-orientation will shrink at the same time, letting your trustworthiness shine through.  Let your actions do the talking, and leave the testimonials to others.

#57: Trust but verify? No. Trusting means you don’t need verification.

Ronald Reagan’s famous Russian-sourced proverb is great rhetoric—and probably sound politics—but it isn’t accurate about trust.  The essence of trusting means accepting the risk that someone might do you harm.

To take a risk without thinking is either an act of faith or of stupidity.  Neither one of those is trust.  But neither is it trust when you cross your fingers behind your back, sneak a peek at the cards, or “trust but verify.” To trust is to consciously assume a risk, knowing that the relationship that can result is often worth more than the risk actually taken.

Chris Brogan, Meet Jack Hubbard

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Superficially, they couldn’t be more different. One is old (and old school), one isn’t.  One is in middle market banking, one in social media. Tie, open collar. Midwest, East.

I don’t think they know each other—but they should.  They’re two peas in a pod—in a great pea patch.

The Banking Guy

Jack Hubbard is CEO (that’s Chief Experience Officer) and Chairman of St. Meyer & Hubbard. Along with President Bob St. Meyer, they run a Chicago-based training performance change firm. They serve the banking business, mostly medium-sized. They serve up some astonishing numbers, with very loyal clients.

But that’s just the description. Jack is known for starting his day by sending out emails to clients highlighting specific news items of interest to them.  When you talk to Jack, you discover he is on a mission to discover everything about the most interesting person in the world—you.  His upbeat curiosity and low self-orientation is infectious; he doesn’t sell you on their work—you buy it. Gladly.

Jack’s not really in the banking business–he’s in the people business.  Banking is just his regional accent; his language is human.

The Social Media Guy

Readers of this blog are more likely to know Chris Brogan.  I did an interview with Chris last year. He’s all over social media; a demi-god of Twitter, an emerging guru of Google+, co-author (with @julien Smith) of Trust Agents, co-founder of Podcamp, involved in New Marketing Labs, collaborator with Hubspot Marketing—and so on.

But that’s his day job. Chris has a phenomenal ability to remember faces and names (even twitter addresses). More importantly, he is inherently drawn to people—and they to him.

He is genuinely modest, even self-effacing.  He’s the one who taught me “tweet others 12 times for every time you tweet about yourself.” He may be a rock star in social media—but he’s the exact opposite of “rock star” in the way he conducts himself.

Chris isn’t really in the social media business—he’s in the people business. It’s no accident his main identity these days is Human Business Works. Social media is just his regional accent; his language is human.

 

Chris, meet Jack Hubbard.

Jack, allow me to introduce Chris Brogan.

Y’all have a nice day now.

 

Leading with Trust: Story Time

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When it comes to trust-building, stories are a powerful tool for both learning and change. Our new Story Time series invites you to pause for a time-out from your hectic day to gather ‘round for an insightful tale. Today’s anecdote sheds light on an unexpected approach to developing new business with trust.

The Magic of Stories

Stories tell the lessons of leading with trust in a vivid and memorable way. They help us make sense of what it means to trust and be trusted. Stories appeal to the heart as well as the head, they bridge the gap between differing audience types, and they provide meaning and order to our existence.

They also inspire what every leader wants—action—by providing intellectual insight into specific trust behaviors to adopt, along with the emotional motivation to do so.

A New Anthology

Our upcoming book, The Trusted Advisor Fieldbook: A Comprehensive Toolkit for Leading with Trust (Wiley, October 2011), is infused with a multitude of stories. Told by and about people we know, these stories illustrate the fundamental attitudes, truths, and principles of trustworthiness. Over the next several months we’ll share a selection of stories from the new book with you.

Today’s story is excerpted from our chapter on developing new business with existing clients. It vividly demonstrates the personal nature of trust and the value of adopting a long-term view.

From the Front Lines: In It for the Long Haul

A savvy private wealth manager in Canada told me the long-term view he takes with his clients.

“I once offered to do some free investment planning for a client’s 12- and 14-year-old children. My co-worker was confused why I was wasting my time with children.

“’Are you kidding?’ I said.  I regularly meet with clients’ children and explain the concept of saving, investing and risk.  Even at the ages mentioned I have had success in making the experience relevant for the children and ultimately appreciated by the parents.

“I believe in long-term focus and relationships. While working with clients’ children has resulted in referrals (a happy outcome to be sure) that is never our primary intent. Our purpose is to build long-term relationships by continuously delivering a remarkable experience for our clients and their families.”

—As told to Charles H. Green

Excerpted from The Trusted Advisor Fieldbook: A Comprehensive Toolkit for Leading with Trust by Charles H. Green and Andrea P. Howe. Order your copy today!

A Birthday, a Funeral and a Centenarian

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In the last month, I’ve been touched by significant moments in the lives of three dear friends.  Nick died too early, at 59; I attended his funeral. I was at Phil’s 70th birthday party. And I spent two days with Eric, who is three months shy of 100 years old.

All three had changed significantly in the last 5-10 years.  My question is—what do you call that thing that they all learned?

Nick Iversen

I knew Nick for 45 years. In his last five years he underwent a gradual transformation. He struggled with cancer, but I think the struggle ennobled him.

His funeral was in New York, on Lexington Avenue. Every speaker had the same intent message: Nick lived a great life, and shared it warmly. He was a raconteur, author, bon vivant, musician, party-goer and party-giver.

His daughter spoke. “I told him that my mom had said he was her best friend, and he was surprised.  ‘Why are you surprised?’ I said. ‘You’re everybody’s best friend.’”  His son spoke touchingly of the loss of his own best friend—his father, Nick.

I did not speak so well of my parents at their funerals; I don’t expect my kids to do so at mine.  But Nick’s story reminds me–that’s entirely up to me.

Nick was always a great guy. But in his last five years, he lost some cynicism; he became more open, more overtly cheerful, more in love with every minute of life. He had enough time to become the person he always had it in him to be.

What do you call that thing that Nick learned?

Phil McGee

I joined 100 fans of Phil at his lovely birthday party. Some people knew him as CEO of a small business; all of us knew him as a warm, genuine human being.

His brother may have said it the best:

We grew up Irish Catholic in Jersey City; a tough town. What that means is that when you get old and get Alzheimer’s, you forget everything but your resentments.

Except for Phil. He got reverse Alzheimers—he only forgot his resentments.

I knew what he meant. Phil was born to anger, resentment, and frustration boiling over into negativity. But he was also blessed with a strong will, and a remarkable ability to look inside himself and pull himself up by his own bootstraps.

Phil said the last 10-15 years have been his happiest.  I’ve seen him those 15 years, and I can believe it.  He now speaks of being unafraid to cry.

And while he still occasionally comes face to face with his old instincts of self-loathing and wilting criticism of others, he never gives into them anymore.  “Instead,” he says, “I now actually get a kick out of myself.”

What do you call that thing that Phil learned?

Eric Cunliffe (see p. 5)

I recently spent several days with my ex father-in-law, born in South Boston in October of 1911. Do the math.

He has been remarkably fit and spry all his life, though he’s been ailing lately.

For most of his life, he was a hard living, adventuresome, opinionated, curmudgeonly man. He had more opinions than careers, and he had tons of the latter.

He too, changed in the last 5-10 years. He became more mellow, reflective, curious, and solicitous of others. Since my last visit, he had apparently become something of a Christian. To my surprise, he credited several conversations with me as having helped the transition.

I don’t consider myself a Christian, but I remember the conversations he referred to; they did steer him to the spiritual. I was very touched when he hugged me, told me he loved me, and how much he appreciated my having come to visit him. He told his wife how he felt, and I got another set of hugs, hugs of appreciation, from her.

What do you call that thing that Eric learned?

—

It isn’t about age; Nick learned it in his 50s. It isn’t even about impending mortality; Phil is still alive and well.

It’s a glorious gift, whatever it is. I think I want it.  I’m just not sure what to call it.