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Trust in the Time of the COVID-19 Pandemic (Episode 38)Trust Matters,The Podcast

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.

A leader in a consulting firm writes in desperately trying to figure out how to manage business development and clients during the COVID-19 pandemic. She asks “Do you have any ideas about how to build trust with potential clients in a time of crisis like this?”

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 us: podcast@trustedadvisor.com

Building Client Trust During a Crisis

As the Novel Coronavirus pandemic disrupts business across the globe, companies are scrambling to  assess and mitigate the near-term impact to their business. One of our clients recently shared an email he sent to his team of client relationship partners, reminding them to take a trust-building approach: reach out with information, but foremost with humanity.

Dear [name],

Last week we sent some information to share with your clients regarding COVID19. In addition to the technical support information that we should be sharing, I want to reinforce the importance of communicating directly with our clients on a personal level as well. While it is natural, and even responsible, for us to see how we can support their business, now can be the defining moment to make personal connections and establish long-lasting trust.

While there will be immediate opportunities to help clients with risk assessments, supply chain optimisation, cost reduction and resource augmentation, etc., the objective of contacting them TODAY should be to see how COVID19 is affecting their job, but more importantly to simply see how they are doing personally. Some questions to consider:  

  • How is COVID19 impacting their day-to-day life?  
  • How is this impacting how they are making near-term business decisions?
  • How is this impacting their direct reports and completing short term projects?
  • What other pressures is this putting on them, both professionally and personally?
  • How is this impacting them and their family?

During our conference last June, Charlie Green talked to us about what we can do to become our client’s Trusted Advisors. If you recall the “Trust Equation”, two key elements to establish trustworthiness include increasing “intimacy” while lowering our own “self-orientation”. Taking the time to personally call your clients – and not profiteering during crisis – is a good step towards gaining their trust and will pay dividends in the future.

Now is the time to speak with your clients and talk to them as a person and not as a target/fee source.

 Kind regards,

 Scott

While Scott specifically highlights intimacy and self-orientation, two factors of trustworthiness found in the trust equation, this email is also an excellent illustration of the four trust principles in practice.

We couldn’t have said it better ourselves.

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

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.

 

Professional Trust 101 (Episode 35) Trust Matters,The Podcast

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.

A sales manager from Florida writes us in regards to the podcast’s material, “Great podcast but I feel like I’m operating three levels down in a larger system. Is there a bigger way of looking at trust? Did I miss the session on Trust 101?”

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.

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: podcast@trustedadvisor.com

We post new episodes every other week.

Subscribe to get the latest episodes:

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Can You Trust the Statistics on Trust?

The ZDNet headline is striking: “Americans trust Amazon and Google more than Oprah (and Trump).”

Wow! Ring the alarm bells, right?

The article goes on to cite the underlying study, from Morning Consult, called Most Trusted Brands 2020. Those brands range from the US Post Office to Hershey and Cheerios, from “religious leaders” and labels on food packaging to Oprah and Warren Buffett, from extreme weather warnings to Tom Hanks.

Both make a big deal about the validity of the study, averaging 16,700 interviews covering 2,000 brands. With such an impressive load of statistics, who could doubt the findings?

Me, for one. And so should you, after a minute’s reflection.

In fact, these ‘findings’ are about as meaningful as the results of a poll asking, “Which is nicer: a rhinoceros or a tricycle?”

Blurred Lines

The problem doesn’t lie in the statistics – it lies in the question being asked.

In this particular survey, the single question asked was, “How much do you trust each brand to do what is right?” The answer range was a lot, some, not much, not at all, or don’t know.

Whenever you encounter a study that offers to compare trust, you should ask yourself – trust to do what? The more specific the answer to that question, the more informative it is. The vaguer the answer, the less meaningful it is.

For example, “I trust Cheerios to avoid food contamination” would be fairly informative. You could compare the Cheerios score to Wheaties’ score. But you couldn’t compare it to Oprah or the Post Office, simply because neither has much to do with food contamination.

In this case, the question is “to do what is right.” But what does that even mean? Is there any “right thing” that covers both Warren Buffett and a weather forecast?

Comparing “the right thing” for religious leaders with “the right thing” for food packaging labels is not just apples and oranges: it’s apples and Sherman tanks. Any definitional overlap is at such a high level of abstraction as to render it nearly meaningless.

Proper Stats

Statistics like these do have two uses.

First, they are great clickbait. But, that’s the problem.

More seriously, they actually are good for tracking comparisons over time. If there is a decline from 2018 to 2020 in people’s ratings of how likely Tom Hanks is to “do the right thing,” that reflects a real shift in people’s perceptions of “America’s dad.” But comparing Hanks to Hershey? That’s just silly.

The ways people actually use words is an anthropological fact, one we can’t change. But that’s no reason responsible researchers shouldn’t use words with care. And this is not a thoughtful or careful use of the word ’trust.’

In this case, they’d be far better off talking about ‘brand image,’ or ‘reputation,’ or simply ‘positive feelings.’

For example, the ZDNet article says, “There was but one [brand] that was trusted ahead of Amazon and Google: the United States Postal Service.”

But – to do what?

If the answer is “to deliver packages” – a pretty core mission of the Postal Service – sorry, I give the nod to Amazon. Yet the article chooses to focus instead on Amazon’s connections to home surveillance and connection to police forces, suggesting that the Post Office is more ethical than Google.

If you can’t be precise in defining “trust to do what,” then it’s like any weak syllogism: from a false premise, any conclusion follows.

Sorry, this is just sloppy thinking. It’s akin to bar arguments about the greatest rock ’n roll band, or the all-time NBA dream team. Actually, it’s worse: it’s like arguing whether Tiger Woods or Serena Williams is the greater athlete.

Again, it all depends on answering “trust to do what?” The more vague the answer, the less useful the statistic – no matter how many decimal points you can point to in the data.

 

 

5 Short Phrases to Build Relationships: Part 5 of 5

This is the fifth 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) 

            “What’s behind that?”

When you find yourself wondering either, “What is he hiding? That can’t possibly be the whole truth!!” or, “I don’t think she’s thought this through,” this is the phrase to use. 

When to Use It:

  • When you feel there is a deeper level of explanation or motivation for what the other person is saying;
  • When you suspect the issue is being discussed at a shallow level, and needs to be explored more fundamentally.

Examples:

  • “I know you’ve said that you don’t trust suppliers in this industry; what’s behind that?” 
  • “I notice that you and your team have very well-developed procedures for vetting new hires – much more than usual. What’s behind that?
  • “Your corporate values statement puts emphasis on ‘client first.’ Can you tell me, what’s behind that?

Why It Works.

These three words transform a potentially critical or antagonistic question into one of respect and curiosity. They work because of a sub-text of Respect and Curiosity.  

Respect. Given the situation in which you use this phrase – typically one where you suspect either avoidance or weak thinking on the part of the respondent – it’s very easy to let those suspicions bleed out into the appearance of antagonism, critique, or diminution of the respondent. 

“What’s behind that” positions you as assuming positive intent and clarity on the part of the respondent. By making that assumption, and by showing that you are simply ignorant of the presumably good reasoning background or rationale behind the statement, you show respect. This defuses the negativity. 

Curiosity. Along with the respect conveyed by the words, you are complimenting the person by suggesting that not only do they know something you don’t, but that you are motivated by genuine curiosity – you too want to know what is behind the surface statement, and the respondent is in the position to enlighten you. 

A caveat. It’s important to note that you are potentially putting someone in a difficult situation. If they in fact haven’t thought the issue through, or their motives were hidden for a self-serving reason, then you are putting them in a position of self-indicting embarrassment. Unless that is your intent (which unless you’re a prosecutor, I recommend against), you need to be ready to save their self-respect by empathizing with their situation. If you do that rightly, you will end up with a deeper level of shared intimacy, as well as appreciation from the respondent that you have treated their issue with care and respect.   


Click Here To Read The Full Series:

Part One

Part Two

Part Three

Part Four

Part Five

5 Short Phrases to Build Relationships: Part 3 of 5

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

 

Mr. Rogers Does Trust

You may have heard about the just-released movie “A Beautiful Day in the Neighborhood,” starring America’s Hollywood Golden Boy Tom Hanks.

I saw it the other day, and share the very positive reactions of audiences and critics alike. It’s a straight shot to the heart. No kidding.

But you’ll make up your own mind about that. What I want to comment on is a line uttered near the end of the movie that made me sit up straight. It was this:

If you mention it, you can manage it. 

I’m too old to have experienced Fred Rogers as a child; my kids grew up with him, but perhaps like many older-adult parents, I didn’t pay much attention. I did not know until after seeing the movie and looking it up, that the “mention/manage” comment was apparently a well-known and central part of his philosophy.

Others picked up on it earlier than I did; for example, here; and here.

In any case, that formulation is precisely what I speak about in Name It and Claim It. As I put it in 2008:

Think of a big bad truth; an elephant in the room. The thing that everyone knows is true, but no one wants to talk about. Name It and Claim It is for getting those “elephants” out in the open. Because the thing about elephants is that if you don’t speak them, they take control. But if you can Name It—that is, speak the elephant in the room—then you can Claim It—you can recover control.

By being able to speak about difficult, emotional things – elephants, if you will – you can bring them into shared discussion with others. The power of the elephant over you dissipates. Sunshine and disinfectant. Pick your metaphor.

Fred Rogers was speaking to young children. I was speaking to adult professionals. But on some levels – we’re all the same.

There are very few Big Truths. But there are a thousand ways to state them. And only one way to experience them – Your Way.

 

Is It Ever OK to Recommend a Competitor to Your Client? (Episode 31) Trust Matters,The Podcast

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. 

A tech consultant asks, “My boss wants to outsource parts of our client project to several vendors and a competitor. This gives me a gut feeling of being very wrong and deceptive. What should I do?”

Charlie offers insight for leveraging honesty and credibility as well as managing expectations.

And if you want to read more on this topic, here is a recent blog post:

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: podcast@trustedadvisor.com

We post new episodes every other week.
Subscribe to get the latest 
episodes

Under-Promise and Over-Deliver for Clients? BAD Idea (Episode 30) Trust Matters,The Podcast

For our 30th episode, a tech expert asks if it is a good idea to OVER-DELIVER for a client and exceed their expectations.

This week’s episode touches on our own reputation, business development, and managing client relationships.

To learn more about the topic of managing expectations, read this blog post:

We’ll answer almost ANY question about confusing, complicated or awkward business situations with clients, management, and colleagues.
Email us at: podcast@trustedadvisor.com

We’ll be posting new episodes every other week.

Subscribe to get the latest 
episodes