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Building Trust in a Low-Trust World

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Being trustworthy means you make it easier for another person to trust you. You do what you say, are authentic in your words and actions, and are an overall “solid” human that people hold in high regard. But with trust, being trustworthy is only one side of the coin. To create trust, you must be trustworthy, and you also must take the risk of trusting. The latter is where most people struggle.

In our current state of the world, trust is insanely low. Only 17% of Americans today say they can trust the government in Washington to do what is right “just about always” (Pew Research Center) and a Harvard Business Review survey revealed 58% of people say they trust strangers more than their own boss (Forbes). People are looking side to side to determine who they can trust and are coming up short. We’re in a trust standoff, and if no one steps forward first, there will be no movement.

How do you build the most satisfying personal and professional relationships possible, when no one is willing to take the risky leap to trust? The answer is that you need to take the first leap, and trust that the other person will reciprocate and trust you in return. You can make that reciprocation easier by leading with intimacy, which is the strongest factor in The Trust Equation.

Intimacy is about creating a sense of safety in the relationship, for you and for your client or colleague. It’s part discretion, part empathy, and part risk-taking. True intimacy demands that you be vulnerable and open to taking risk, just as you are asking your client to take the leap to trust you. Here are five practical ways to kick intimacy into high gear:

  • Listen really well, to both facts and emotions. Be fully present to what your client is saying and experiencing. This may mean putting aside distractions (no multi-tasking) or silencing the voice in your head that is running off to solve the problem you think you already identified. Then acknowledge what you hear, both the facts and the feelings. Giving someone the gift of listening is the fastest way to create intimacy.
  • Share something personal. You don’t have to share private details of your life, or even what you did over the weekend. Some of the most intimacy-building moments come from sharing how you personally are impacted by a situation, a decision, or an experience.
  • Tell your client something you appreciate about them. Are you impressed by their point of view? Appreciate how they navigated a tricky political situation? Grateful for the support they’ve given you? Don’t just think it, say it.
  • Comment on feelings – yours or theirs. Empathy creates emotional connection. When your client knows you really understand them, not just the situation, but how it impacts them, they will be more open to hearing your perspective. And because trust is a two-way street, be willing to share with them when you’re frustrated, excited, or upset. They’ll appreciate knowing that you’re human, too.
  • Say what needs to be said. Acknowledging uncomfortable situations and being direct with less-than-happy news lets your client know they can count on you for the good and the bad, so they aren’t left wondering if there’s something you’re holding back. Bonus – candor builds credibility at the same time.

It’s easy to say you must take the first step in creating trust, yet harder to do because it feels so risky. Here are five more practical tips to help you overcome your fear to take this important personal risk:

  • Realistically assess the risk. Ask yourself, “What’s the worst thing that can happen? What is the probability of that happening?” Then act accordingly.
  • Name it and claim it. What is making it feel risky to you? Getting these fears into the light of day can rob them of their hold on you.
  • Practice empathy. As discussed above, empathy creates connectedness. It also can help you see the situation from both sides, which creates a more objective perspective on the risk you feel.
  • Identify your assumptions. Discern the facts that you know from the assumptions you make. Having trouble discerning fact from assumption? You can always ask your client to help you see it more clearly.
  • Believe in reciprocity. You have the choice to take the first step. Believe that the other person will follow.

Trust is personal, and it occurs between two people. You can’t force someone to trust you. What you CAN do is pave a smooth path that feels less risky for both you and your client.

Trust in a Coffee Cup – The Intimate Actuary

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I’ve often wondered: is our real workplace office the coffee shop?

Many years ago, when I started work as a management consultant, the smoking area was the place where information was exchanged, relationships forged, and informal deals brokered. There’s an informality when people congregate without agendas; barriers are dropped, titles mean less, and deeper social connections get forged.

Is this ‘informality’ the key to the Trust Equation’s key component of Intimacy?

Coffee Shop Intimacy

Being a Brit, we often think they’re the same thing. The beers after work and the ‘Cheeky Nandos’ (see here for our befuddled American friends) is our default to creating intimacy; but perhaps we should think a bit more deeply.

Intimacy as a component of trustworthiness is actually more about security and a sense of empathy, a less boisterous and socially connected emotion. It’s individual and personal, and is expressed differently from person to person. One size definitely doesn’t fit all.

I learnt this the hard way over a series of weeks working in a large financial services client. My personal default style is always openness and candid sharing of the personal (full disclosure: I’m Irish). I’m always looking for that connection. So – what happens when that openness meets The Actuary?

Actuarial Intimacy

I’m not suggesting by any means that actuaries are not able to display intimacy, but by the very nature of their work they are not emotional risk takers. Instead, they must be able to be analytical and reflective. The profession tends to attract those who feel simpatico with those requirements.  Social settings are rarely the default home of The Actuary. And yet – for them, as for all of us, Intimacy is still key to trust.

Throughout the weeks we worked together my daily routine began with a visit to the inhouse Starbucks; and every day (maybe 2-3 times a day) I’d offer to buy a coffee for my actuarial friend and client. And (of course) every day he would decline, much to my frustration. I wanted nothing more than to sit down with him and understand what his passions were, his family situation – who he was as a person.

We worked together closely, and made great progress, but for me it was like wading through cement – no conversation, no social interaction. It was killing me. Worse still, I had no idea if I was even making an impact with the work. His only foray into ‘real’ communication was to starkly tell me one afternoon, after my third coffee of the day, “You spend on average £7 a day on coffee; that’s close to £2,000 a year.” (I suspect he even worked out my life expectancy on the back of that).

Yet I couldn’t have been more wrong. In hindsight, this was his conversation starter, though it took me until the project was finished to recognize it as such. We delivered on time and with (to my mind) a great result. His expressed view was that we had delivered what was expected.

On our final day working together, before I left for a new client, I was sitting with colleagues both client and peers. We were engaging in what we knew best, that snappy ‘cheeky Nandos’ social interaction, and of course I was comfortable again – back to normal.

Just before lunch my actuarial friend paid me a visit. And, he came with a gift – a very risky gift for him, a branded insulated coffee-mug. Initially I thought, “Yes! I’ve converted him, he’s a social coffee drinker now.” But again, I had misread him.

He looked me in the eye and said to me, “Johnny, I’ve really enjoyed working with you. I’ve brought you something to say thank-you for making this a success for me, and for my team.”

Suddenly I was the one without words. I defaulted to my informal social style, we exchanged some trivial social niceties, and we said our farewells.

You Can’t Buy Intimacy

It took me months to realize that for him intimacy wasn’t about being social. It wasn’t bonhomie or office banter. In fact, it was much deeper than that. For him it was about me understanding him, including what was important to him and how he felt about it. That then translated to what needed to be done, by when and with what outcome.

Success wasn’t beers and back slaps: it was me realizing how important it was to him that the job be done well, and him being comfortable that I had understood that about him.

We had created intimacy and we had built trust – slowly and painfully for me, measured and appropriately for him. Ultimately, he felt safe knowing that we would get where we were headed, together, and that he could trust me to share that commitment.

I still see him in the airport lounge on my regular commutes between Edinburgh and London, and every six months or so he’ll introduce me to a colleague. He’s always polite, measured and professional. As for me, well, I always have a coffee in my hand.

But we both know.

An Old Standby for a New Normal

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To say there is no shortage of COVID-19-related “best advice” out there is an understatement. Which means one thing that’s in short supply is focus. This post aims to help fill that void as we manage our new normal while also tending to our relationships, both personal and at work.

Enter The Trust Equation—a time- and recession-tested framework for personal trustworthiness (from The Trusted Advisor, by Maister, Green and Galford).

Source: The Trusted Advisor by Maister, Green, and Galford, The Free Press, 2000

Here are a few pandemic-sensitive tips on what to pay attention to, in order of priority.

Self-orientation (S). The biggest trust de-railer for us all right now is also the biggest driver of high self-orientation: fear. When it comes to trust triage in a crisis, this factor deserves the bulk of our attention.

Low self-orientation, which is what we should strive for, equates to a focus on others by (1) putting our attention on them, and (2) making choices that are motivated by their best interests, not ours. Consider it icing on the cake if there’s mutual benefit to be found.

Pandemic-induced fear can trigger our basest instincts: we default to protecting ourselves, obsess about stuff, avoid relationship risks (or any risks, for that matter), and more. Yet true trusted advisorship demands that we find ways to lead from our higher selves instead.

Here’s a starter list of simple strategies for keeping our self-orientation as low as possible:

  • Reach out to people—clients and beyond—for one simple reason – to inquire how they are. Period.
  • Make generous offers. What’s something concrete that you can give away that would be helpful right now? Think in terms of ideas, resources, even work. Bring value at a time when it’s sorely needed because you can, and because you want to make a difference. No strings attached. No. Strings. Attached.
  • Get and stay grounded. If ever there were a time to stay centered, to keep stress levels as low as possible, and to maintain perspective, that time is now. Too many professionals were already wrung out before the you-know-what hit the global fan. Whatever helps you be your best, do it and do it regularly: exercise, meditation, music, dancing, reading, cooking, art, any form of play, a gratitude practice … the possibilities may not be endless right now, but they are numerous.

Things to avoid include anything that might smack of ambulance-chasing from where they sit (even if your intentions are noble), and conversations that focus only on the task at hand. It’s fine, even good, to channel our energy into productive work right now, but not at the expense of leading with genuine caring about the people in our lives.

Intimacy (I). Intimacy equates to safety, and there are many ways to achieve it in relationships. The first two S-lowering strategies above are really two-fers as they not only demonstrate caring, but also increase intimacy by building rapport and connectedness. Here are two additional tools:

  • Listen masterfully. Treat every conversation you have right now as an opportunity to hone your empathetic listening skills. It just may be the simplest and most powerful route to building intimacy quickly.
  • Let others get to know you. Our current circumstances are a forcing function when it comes to revealing our humanity. Who hasn’t been video-bombed by a small child or a needy pet in the past week? Even journalists broadcasting live from home are making news in unexpected ways. Embrace the opportunities to give others a little insight into your life. You might be surprised at how readily and voluntarily they reciprocate.

Reliability (R). The extent to which your actions are consistent and predictable determines how reliable others deem you to be. I’d normally call this trustworthiness dimension a distant third. Absent a crisis, reliability is table stakes, and generally far too heavily relied upon by services professionals at the expense of other variables. In a pandemic, though, its relative importance increases because of our basic human need for certainty. And while none of us holds the power to answer big questions such as, “When will we be able to go to a live concert again?” we can do things like:

  • Make small promises, then routinely follow through. And when plans get derailed, that’s OK, just get in touch immediately to reset expectations.
  • Communicate, communicate, communicate.Meetings and touch-points that occur at a regular cadence provide a sense of stability, even if you don’t have new information to share.

Credibility (C). Credibility is fundamentally about words: what you say, and how you say it. Knowing stuff might be helpful to others right now, but unless you’re Tony Fauci it’s not likely to set you apart. Zero in on being honest about your limitations and errorsinstead. For example, be willing to say, “I screwed up in how I handled that,” or “I don’t know”—straightforwardly and with a blend of ego strength and humility.

It’s my first pandemic, and there’s a lot I don’t know right now. One thing I do know is that the trust equation is a simple and profound framework that offers guidance in the best of times and the worst of times.

May we all use it well.

Does Trust Differ From Salesperson to Sales Management? (Episode 36) Trust Matters,The Podcast

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Welcome to the newest episode of Trust Matters, The Podcast. Listeners submit their personal questions about professional relationships, trust, and business situations to our in-house expert Charles H. Green, CEO, Trusted Advisor Associates and co-author of The Trusted Advisor.

Dr. Peter Johnson, Clinical Professor of Marketing at Fordham’s Gabelli School of Business in New York. Dr. Johnson writes in to suggest we talk about the role of trust in a critical business transition –  from a salesperson to a sales manager.

Learn more about the basic tools of trust and professional relationships. Play the podcast episode above and register for our next webinar on February 25.

 

5 Short Phrases to Build Relationships: Part 3 of 5

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This is the third in a series of five posts on short (seven words or less) powerful phrases. Each phrase distills the essence of a key part of approaching trust-based relationships in business.

Why focus on short phrases like this? Because the concise expression of several emotionally powerful concepts packs a punch. Such phrases feel profound. They catch the listener’s attention. They force the listener to reflect. They are short enough to remember every word, and they resonate in the mind of the listener. 

Today’s Phrase: (Three words) 

            “Help me understand…”

When your crocodile brain screams out, “What? How can you say such a thing?” this is the phrase to replace it with. 

When to Use It:

  • As noted above, this is a highly evolved way of dealing with an objection, with confusion, or with differing points of view
  • This phrase converts confrontation into collaborative joint inquiry.

Examples:

  • “Help me understand what’s behind the apparent resistance in the organization to the initiative as currently presented?”
  • “Help me understand why you chose that element of the customer interaction to focus on as the primary driver?
  • “Help me understand more about the history and perspective of the marketing organization as they address this issue?”

Why It Works.

These three words convey a lot in a small package. They convey a willingness to collaborate, to overcome apparent disagreement, and a genuine curiosity – all while cultivating respect (which, if offered, tends to be reciprocated).  

Willingness to collaborate. Particularly because this phrase is used in a moment of potential confrontation, it marks a sharp turn in the conversation. It suggests that, rather than engaging in a battle between opposing ideas, you are willing to assume misunderstanding. Further, that the misunderstanding is likely yours, and not theirs. It signals graciousness, an unexpected reaction to confrontation.

Vulnerability. By explicitly asking for help, you indicate that you are not perfect, that you acknowledge it, and that you are not above seeking help from others. People’s response to being asked a favor is almost always to grant it – particularly if it is asked humbly, and even more particularly when they expected to be attacked instead.  

Respect. The subtext of “help me understand” operates as a signal of respect. By assuming any fault to be yours, and by leading with curiosity, you (contingency) show respect to the other person’s ideas. The natural human reaction to an offering of respect (think a handshake, a bow, a thank you) is too reciprocate. Again, the respect is magnified because of the combative circumstance in which you offer the gesture 

Next Blogpost:  Short Phrase #4 of 5: “Tell me more…please.”

Click Here To Read The Full Series:

Part One

Part Two

Part Three

Part Four

Part Five

 

Are trust-building conversations different for women? In at least one case, absolutely.

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We had a really interesting discussion in a team meeting the other day about a trust-building technique that we’ve been espousing for years (one that Charlie Green first wrote about in Trust-Based Selling in 2005 and has been a favorite of mine ever since he taught it to me). We talked about how that technique, when used by women, might unintentionally compromise their trust-building efforts in a big way. This week’s tip digs a little deeper into the issue and proposes a solution that actually applies to women as well as men.

The technique in question is a caveat, which is a short, emotionally honest statement that precedes a tough message—like, “This is awkward …” or, “At the risk of embarrassing myself … ”.

The questions that arose were (1) Can caveats hurt a woman’s credibility and (2) Should women therefore avoid them entirely?

The answers I’ve since come to, thanks to colleague and coach Stewart Hirsch’s thoughtful input based on the work he’s done on implicit bias, is (1) quite possibly, yes, and (2) no.

Caroline Turner, former General Counsel of Coors and author of Difference Works (with whom Stewart has collaborated), helps us understand the why behind both answers.

In Caroline’s article, “Masculine-Feminine Difference: How We Talk,” she describes a masculine-feminine continuum and distinguishes what she calls masculine and feminine language. She reminds us that both men and women operate on both sides of that continuum, and each has its own language. In short, masculine language is marked by declarative statements. Feminine language uses more questions, and, as noted in Caroline’s article, often relies on what Dr. Pat Heim calls disclaimers, hedges and tag questions. Feminine language used in a masculine environment—and vice versa—are where trust issues can arise.

With caveats, which can sound a lot like disclaimers, a more feminine style of speaking could in fact hurt credibility in a more masculine-dominated setting. (A disclaimer has the effect of discounting the message, though that’s not the intent of a caveat.) Examples of problematic caveats in this case include:

  • “I could be wrong …”
  • “I may be missing something …”
  • “I’m not sure how to tell you this …”
  • “At the risk of embarrassing myself …”

Similarly, more masculine-style caveats, like, “You’re not going to like this …” could hurt intimacy in a more feminine-dominated setting. (Side note: I had great difficulty coming up with a lot of masculine-style examples as I am definitely more feminine-style oriented. Suggestions are always welcome.)

The solution is the same for both women and men: know your audience and tailor accordingly. Interestingly, the caveats above could be very effective when applied in the other setting. And when you’re not sure, you could go more neutral:

  • “Heads up …”
  • “I’m not sure how you’re going to react …”
  • “There’s no easy way to say this …”

The solution is definitely not to avoid caveats altogether. That’s because they serve as a warning to the recipient that bad news is on the way, and that warning is an intimacy-builder in and of itself. And intimacy—especially in the face of bad news—is a critical aspect of trust-building for us all.

Trust Matters, The Podcast: How to Reengage Unresponsive Sales Leads(Episode 25)

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This is the newest of Trust Matters, The Podcast. Listeners submit their personal questions about professional relationships, trust, and business situations to our in-house expert Charles H. Green, CEO, Trusted Advisor Associates.

A manager at a communications firm writes in and asks “How to you manage qualified sales leads that seem very interested but then go silent? Do you keep reaching out?  Do you try another approach?”

Do you want to send your questions to Charlie & Trust Matters, The Podcast?

We’ll answer almost ANY question about confusing, complicated or awkward business situations with clients, management, and colleagues.

Email: [email protected]

We’ll be posting new episodes every other Tuesday.
Subscribe to get the latest episodes

How the Best Leaders Build Trust

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The following is a guest blogpost by Rick Lepsinger of OnPoint Consulting. You can connect with Rick directly at rlepsinger@onpointconsultingllc.com.  

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Several years ago, tech giant Google set out on an ambitious research quest to build the perfect team. The project examined a host of factors, including team composition, management style, and task management, poring through a mountain of quantitative and qualitative data over the course of several years to identify what factors made teams successful. When the study concluded, the final results were actually quite simple.

What mattered most to a team’s success wasn’t how it was put together, how it carried out its tasks, or how quickly it worked. Instead, it came down to a single word:

Trust.

Teams in which members trusted one another were far more likely to take risks, ask questions, admit mistakes, and offer new ideas than teams with low levels of trust. Intuitively, this should not have come as a surprise. People feel more secure when they trust those around them, which allows them to focus their energy on the tasks at hand rather than constantly assessing where they stand with others.

In today’s team-driven business world, building a culture based on trust is one of the most important responsibilities facing leaders in all types of organizations. While companies may go to great lengths to establish a culture that encourages trust, it falls upon individual leaders to follow through with those intentions and bring that level of trust to their teams.

In order to build trust strong enough to endure, leaders must first understand the essential elements of trust and recognize how they relate to one another. One way to think about the essential elements is to use the Trust Equation, as put forth in the book The Trusted Advisor.

Credibility

It’s difficult for a leader to build trust if they don’t have a proven track record of achieving results and demonstrating their expertise. Team members need to see their leader as a credible source of authority and information. If they don’t, they may second-guess decisions or become disengaged from the rest of the team.

Establishing credibility takes time and effort. Team members often need to see that someone knows what they’re talking about before they can place their trust in them. Leaders can, however, take a number of actions in their day-to-day dealings to improve their credibility. Avoiding exaggerations, answering direct questions with direct answers, and offering viable solutions to problems will help demonstrate to team members that they’re committed to being truthful and focusing on measurable results.

The best path to earning credibility is through building relationships with team members over time. Establishing a reputation for honesty by encouraging transparency and admitting when they don’t know something allows leaders to show they’re committed to the team’s success and not out to bolster their own reputations.

Team members need to trust that leaders stand behind what they say and do. They should not selectively disclose information or only emphasize positives while downplaying negatives. Should leaders lose that reputation for truthfulness, they run the risk of being seen as self-serving, manipulative, or unconcerned for their team’s success.

Reliability

If leaders need credibility coming into a team environment, they must show that people can count on them to follow through on their word if they want to succeed in the long term. Unreliable leaders who make big promises but seldom act on them will quickly lose whatever trust they’ve built. Team members need to know that their leader will be there for them and will keep whatever promises they’ve made.

While it’s easy to think of reliability only in terms of tasks and official responsibilities, it can extend to interpersonal dealings as well. A leader who always does their job can still lose the team’s trust if they make a habit of brushing off commitments and not following through on smaller issues on a regular basis.

Reliability needs to be established over time, but it can often go unnoticed if leaders don’t make the work they’re doing visible to others. Regular communication and transparency are extremely valuable in building a reputation for reliability. Clarifying roles within the team also helps to establish accountability by making it clear who is responsible for which tasks.

Intimacy

By this point, it should be clear that building trust is about establishing relationships. Intimacy, or the act of communicating and empathizing with others on a personal level, is a crucial part of this process. Regardless of their position within an organization, people want to know that they (and their work) are valued. Leaders must find ways to create connections with their team members that allow them to provide the professional and emotional support they need.

Team members also need to trust leaders to be discreet with the information and issues they share with them. This is particularly important for conflict resolution and internal feedback. If employees don’t trust leaders to show consideration in handling that information, they’ll be less likely to share it in the first place, which can only make existing problems worse over time.

Building healthy intimacy in a team environment requires a great deal of effort. Team-building activities that allow people to get to know one another outside the context of work are an effective method for deepening interpersonal relationships. Leaders can also set aside time to talk to team members regularly, allowing them to voice concerns or share their thoughts. This accessibility gives leaders an opportunity to demonstrate empathy and address issues before they become problematic.

Setting up internal community pages, social media groups, or message boards can help employees connect with one another in ways that go beyond their work responsibilities. Building these connections makes it easier for them to trust one another in difficult times because they can see what they have in common.

Self-Orientation

Good leadership often requires an individual to put the interests of others first. Leaders therefore need to be aware of whose interests are motivating their decisions and actions. A leader who constantly does things to make themselves look good, such as taking credit for the team’s work or asserting themselves purely to show off their expertise, will very quickly erode whatever trust they’ve built with their team.

Self-orientation can also impact the perception of credibility and reliability.  A manager with extensive knowledge and a proven track record for success might normally be seen as credible, but if their actions suggest that they care more about furthering themselves at the expense of others, they will find it difficult to leverage that experience with their teams. This kind of self-serving behavior also makes it harder for people to see them as reliable. It’s difficult to count on someone who has a reputation for only being out for themselves.

Anyone in a leadership position is going to have their actions closely scrutinized. Leaders must be sure to take their team members into consideration whenever they make decisions. Here again, communication is vital. People are better able to accept decisions when they know their opinions or concerns were genuinely heard and considered.

Identifying Trust Issues

As Tolstoy famously observed, “Happy families are all alike; every unhappy family is unhappy in its own way.” The same can be applied to successful teams and failing teams, especially when it comes to trust. Effective teams may be structured differently, but they all exhibit the same fundamental elements of trust. Ineffective or dysfunctional teams, however, can take a number of forms, depending upon the root causes of distrust.

Many factors can make it difficult to establish trust or undermine it over time. One of the biggest warning signs of trust issues is deflection of responsibility. When no one accepts accountability for their actions, they’re sending a message that they don’t care about anyone but themselves. While this is bad enough from team members, it is absolutely toxic when the leader refuses to take responsibility because it makes trust almost impossible to establish.

Dysfunctional teams might also be riven by harmful gossip and backstabbing. Without proper intimacy and self-orientation, team members assume the worst from one another and question the intentions behind every action and behavior. Even worse, they rarely direct their criticisms at the person they’re upset with, instead sharing their negative thoughts with coworkers and undermining whatever sense of camaraderie might have existed on the team. When leaders speak ill of someone, other team members begin to wonder what might be said about them when they’re not around.

Healthy, effective teams thrive on interpersonal interactions. When team members stop relating to one another on a personal level, keeping all conversations to “strictly business,” deeper trust issues might well be at work. Effective communication requires a level of comfort. If team members aren’t comfortable communicating with each other, then they’re also likely to find it difficult working together in general. When leaders become distant and aloof, employees may begin to question their intentions or true goals.

While healthy teams celebrate wins as a group, dysfunctional teams often break down into a collection of individuals bent on pursuing their own goals. Rather than focusing on how to make the team succeed, a team member might instead focus on how to make themselves look good regardless of the team’s outcome. Leaders who become caught up in pursuing their own goals will quickly lose their team’s trust. Even worse, this behavior could very well encourage people to “save themselves” by focusing on avoiding responsibility for the team’s failures.

Establishing trust is one of the most vital tasks facing any leader in a team environment. While the talent of individual team members is obviously important, much of that talent will go to waste if the team is rendered dysfunctional by a lack of trust. Leaders must find effective strategies that leverage their credibility and reliability to facilitate better, more authentic communication. By establishing closer connections based on intimacy and proper self-orientation, leaders can avoid the damaging effects of losing trust within their teams.  

The Reverse Elevator Speech: Disaster and Recovery

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Trust requires that someone take a risk. Perversely, that means the avoidance of risk is tantamount to preventing trust.

One of the hardest things to do is to recognize this need in the face of mundane, everyday interactions, where it always seems that taking a risk is inappropriate.

So rather than give a mundane business example, let me do this one by metaphor.

A British account executive years ago told me the following story:

“I was going to see a potential client for what could have been an important piece of business for us. Unfortunately for me, I missed the scheduled plane by minutes, and thus was delayed by an hour. I called, and they agreed to reschedule the meeting to accommodate me.

“When I arrived, a bit flustered, the team of a half-dozen clients execs had gathered downstairs, and we all then went to the lift to go upstairs to the designated conference room.

“Unfortunately the lift was made for about four people. We all crammed into the lift, and it slowly began to climb. At that point someone – how shall I put this – well, as we English say – passed gas. The lift continued its crawling pace upward. No one, of course, said a word, nor even altered their expression. There was dead silence.

“As the doors finally opened, we all rushed to get out – all at once. And all 7 of us thereby tumbled onto each other on the floor. We all picked ourselves up, even more embarrassed, and again without saying a word to each other, made our way into the conference room.

“As I set up at the head of the room, I could feel the weight of this triple discomfort: I was late, the tumbling all over each other – and of course the ‘gas’ incident in the middle. It was all contrived to create a mutual sense of misery.

“What to do? I stood in the front of the room and said, ‘Gentlemen, little did I know this morning what a fine level of intimate relationship we should all achieve in so little time here this afternoon. I am honored indeed.”

“Well, everyone fell all over each other laughing; I had somehow managed to prick the balloon of the unspoken that hung over us like a cloud, and the rest of the day went marvelously. And oh yes, we got the sale.”

What this gentleman had done, in our nomenclature, was to Name It and Claim It; that is, to speak aloud the one thing that no one could figure out how to talk about. He did it with humor – an excellent tool – and was rewarded for the relief he caused by an appreciative relationship, and even a sale.

So What?

Charming, you think, but quite beside the point. What’s it got to do with me?

Well, as it happens, I had another conversation just last week (with, as it happens, another Englishman). He was a business development manager, tasked with what felt like an impossible burden.

“The senior partner insists on bidding a job in a sector in which we frankly have no experience. Certainly far less than anyone else. And he wants me to pretend it just doesn’t matter, or to dazzle them with bluster, or in some way to just blow through it. It’s simply not going to work, and we’ll look the fool.”

Well, yes they’ll look foolish if that’s how they go about it. They don’t recognize the relevance of the reverse elevator speech.

The solution is for the senior partner to say something like this:

“You may be wondering why a firm with so little experience in this sector is even here pitching you at all today. Certainly I wondered it! But I assure you we don’t make a habit of tilting at windmills.

“There is an angle here that I fear conventional wisdom might not point out. We’ve seen it a few times before, and it can make the difference between a run-of-the-mill project and a truly game-changing solution.

“I simply could not let the situation rest un-addressed. And that is why I am here in front of you today. Now, what we see going on here is…”

You may have picked up that there’s a ‘catch’ here.  The catch is that you actually have to have something consequential to say. If you have nothing consequential to say, then you shouldn’t be there in the first place, and you deserve what’s about to happen to you.

But if you do have something to say, the surest way to strangle it before it sees the light of day is to deny the elephant in the elevator – the lack of relevant sector experience, in this case.

Hope, they say, is not a strategy. Hoping somebody won’t notice the obvious is a strategy-killer. In such cases, not to take a risk is the biggest risk of all.

Get credit for stating the obvious, for telling the truth, and for relieving the tension that everyone feels. Put it out there. That way everyone is leaning forward on their seats, waiting to hear the idea that just might be so good as to overcome the banality of traditionalism.

Take the risk. Call out the wind in the elevator. Like a vaccination, it amounts to taking a little risk to mitigate the much larger risk staring you in the face. And you’d be surprised at how often it works.

Know Yourself. Wait, what does that even mean?

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Know Yourself. It seems a timely topic these days – musically speaking, educationally speaking, pop-culture speaking. It’s also an old adage, from Socrates’ “know thyself” to Shakespeare’s “to thine own self be true.” We learned it in high school, but maybe we lost sight along the way.

What do you think? Do you know yourself? Are you willing to?

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In college, I majored in philosophy. I underlined all the important parts in my texbooks – the hard, the empirical, the deductive, the categorical. I underlined about half of each book. What I skipped over were the soft and squishy parts: know thyself, be virtuous, metaphysics, that kind of thing.

Years later I deigned to go to the School for Practical Philosophy. After a class or two, I realized it was powerful stuff. I also realized it was about the other half of the book – all the things I hadn’t underlined.

I still eschew the metaphysics stuff in favor of David Hume, but I have become a complete convert on the subject of Know Thyself.

Self-knowledge is one of the five trust skills that my co-author Andrea Howe and I describe in the Trusted Advisor FieldBook. In fact, it’s the capstone skill of the five skills we describe in that book, as well as in our workshop program Trust-based Leadership.

If “know yourself” strikes you as squishy, soft, fuzzy, left coast suburban buddhist hippie-talk homilies – like it used to strike me – then let me break it down and toughen it up for you. Because when you get it, it’s a lot tougher than the analytical subject-mastery behavioral neuro-babble that is too often celebrated in business today.

Know yourself means four things.

  1. To know yourself, you have to be able to see yourself objectively. The “you” that knows yourself cannot be the same as the “self” that you know. If you can’t do this, you’re doomed to always just doing and feeling the stuff that you always did and felt. You can’t do anything about it if you’re always in it.  (Hang on, I’ll tell you how later).
  2. If you know yourself, then you know what makes you the same as, and different from, the other 7.091 billion humanoids on the planet. And you are more same than different. Get over your terminal uniqueness. You are better than some billions, worse than other billions, on billions of continua. You fall into the broad middle billions of humanity. You ain’t all that.
  3. Seeing who you are and recognizing your right-sized place in humanity, you can now find freedom. You don’t owe anybody anything, nobody owes you anything. Everything is a gift, or nothing at all. You make your own luck, you create your own suck. Your life is what you make of it, nothing more, nothing less. Success is heavily an inside job –  happiness, completely.
  4. Once free, you can decide what to do with your freedom. Since you no longer need anything, you are free to give, and to make the world a better place. And the collateral damage of doing good is that you get good back in return.

Because the universe has a way of paying you back.  I’m not talking about metaphysics and karma, I’m talking human nature. Way more often than not, people return good for good and evil for evil. By leading with good, you greatly increase the odds of receiving good. It’s not a cosmic principle thing – it’s just how people work. That’s concrete.

And it’s a powerful enough rule that you can make book on it – and do business based on it. It’s not guaranteed in every situation, instance or transaction – but it is ironclad in the long run across multiple events.

What Good is Knowing Yourself?

You mean, besides making you happy and free and attractive to other people?  Well, OK, here’s just one concrete specific item.

You know how sometimes you find out that someone thinks way more highly of you than you thought they did? Or that they think much worse of you? Either way, you know the shock when you discover the disconnect?

Knowing yourself prevents those shocks, because there’s no disconnect. But that’s just the tip of the iceberg. By knowing who you are and aren’t, you can maximize your potential. You don’t cause friction, waste and slippage by under- or over-shooting, or by seeking more or less from others than you should. When you know who you are, you can calibrate exactly what impact you will create in any given situation – no more guessing, wishing, hoping. That is empowering.

How Am I Supposed to Do This?

I know, I know – how do you do this stuff? Where’s the tips and tricks, top ten lists, business processes and metrics that you need to do things?

Andrea Howe and I give you three concrete actions to take in The Trusted Advisor Fieldbook. They are:

  1. Look inward – basically, introspection. Lots of ways to do that. Write it down and share with others as you discover.
  2. Convert blind spots to insights – get feedback. Simple. Just go ask for it.
  3. Experiment – create learning opportunities. Put money where mouth is. Try stuff; evaluate; recalibrate; try again.

You can break each one down further – into processes, timeframes, sequences, metrics and milestones – if that’s your preferred style. Or, you can just swim in it. Both ways will work.

One last thing about knowing yourself. It’s not a step function, it’s incremental. You can always get better, and as you do, you reap the benefits at the same time. It’s a progressive thing. And anytime is a good time to start.