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Why We Don’t Trust Politicians: the Case of Healthcare

Stephen M.R. Covey, in his recent Trust Matters interview, notes that politicians rank lowest in trust among all professions. He identifies counterfeit behavior as the underlying cause.

He’s right; and of all the high-visibility disagreements today – wars, abortion, debt – none has inspired more flagrant counterfeit behavior than health care. It’s a polarizing issue in itself – and its abuse by politicians puts added stress on the social compact.

A Massive Inconvenient Truth

Never mind climate change. Here are a few far greater inconvenient truths that everyone knows, but no one will admit:

  • Only a very small portion of the US population could afford to pay for the health care they have come to expect
  • The health care system as it exists could not survive without massive government subsidies
  • Health care is an economic good – as with housing, food and consumer goods, what you get is what you can afford.

Our collective inability to admit these truths in a socially useful manner means that the cost of health care is killing jobs and crippling American competitiveness.  Like parasites choking their host, the politicians are too tied up with reality-as-we-like-to-pretend to speak the truth – even though we all know it.

Result: bad health care, bad economics – and bad social trust.

How We Got Here

Albeit with the best of motives, Medicare, ERISA, and subsequent regulations greatly expanded the proportion of the population who could seek health care. Health care usage exploded as people took advantage of a service seen as low cost and already paid-for. With that expansion, hospitals, insurance carriers, drug companies, device makers and health care providers were able to train doctors, fund research and invest in marketing programs; all paid for with government and employer dollars.

Laudable though the goals were, the legislation also forced mid-sized and large employers to devote an ever-increasing proportion of their compensation expense to employee benefits – with a resultant decline in real wages. Until the Affordable Care Act, small employers could avoid the non-discrimination rules through the purchase of insured health plans.

The inconvenient (again) truth is: this tangled web of intertwined interests has become so pervasive that the “private” health care industry would implode without the government.  Health care in the US has become an entitlement program for both individuals and for industry – and no longer perceived by most Americans as an economic good paid for with wages or profits.

Where We Stand Now

Health care contributes to both our slow job growth and our growing income inequality. When health care costs grow as a proportion of compensation, rising lower-wage employee costs begin to overwhelm the value they can add. Naturally, employers then shift to exempt part-timers and contractors. Small employers, once exempt from the rules, now simply avoid adding workers.

The experience of every other nation is that health care rationing is an essential element of any solution; we can’t outrun it. We have not faced up to that inconvenient (yet again) truth in the US.

Enter: the Politicians

Health care is a fault line around which our two primary political parties have entrenched themselves. The GOP has the problem in its sights – but can’t stomach the solution. Democrats misstate the problem – and thus propose ever more expensive solutions. Both are hostage to ideologies.

Republicans look knee-jerk to the private sector, touting doctor choice and the doctor/patient relationship as a panacea. Their inconvenient truth is that the system will fail without the government – and that most of their voters will be unable to afford coverage.

Democrats insist on universal coverage with equal benefits for all, and the right to sue if things don’t go well.  Their inconvenient truth is that the system is unsustainable – and that their children will have to disavow it.

Neither solution is viable.  We all know it, but bury our head in ideological sands.  And yet the same time – because we really do know the truth – we don’t trust our leaders because we know they are lying to us. They refuse to speak the truth.

Getting to the Solution

Our politicians give only the answers we want to hear.  We know they aren’t true, but we fear the other side’s answers more, so we cheer for the answers we fear less.  We don’t want to “lose.”  Which means we all don’t trust anyone – and we all lose.

The strongest force against trust is the willingness to leave the truth unspoken.

Is there any candidate, anywhere, willing to say simply that not everyone can have the same health care? Can any candidate achieve escape velocity from our debilitating ideological prison? And would the rest of us be willing to acknowledge the truth if someone had the courage to speak it?

In a following post, we’ll discuss one potential solution and why our politicians will give up our trust in order to avoid it.

Building Blocks of Trust

My oldest son, a cabinet-maker, custom designed and built a cabinet for a customer, who is a contractor and also refers work to him. The customer gave guidance on the specifications. They agreed on a price and within a couple of weeks the item was built and delivered. Then came what often happens with construction.  The customer wasn’t happy. Discussions began.

Things Happen

In this case, drawers designed to open and close with specified slides were noisier than the customer wanted. He asked my son to install different (and more costly) slides to reduce the noise. My son thought the customer had specified this design and that the drawers were quiet already. So, he did not think any change was needed.

Has this ever happened to you? Think about fee disputes, for example.  Here are approaches some people take:

  • Ignore the issue, and let the relationship lag (“I don’t want to deal with it”)
  • Get angry and self-righteous (“It’s his fault, not mine”)
  • Give in, and make concessions (“I’ll just give him what he wants”)

Trust Principles in Action

My son agonized for more than a week over what to do. He did not want to spend the time or money replacing the slides because he thought he had done everything right.  Yet, he valued his relationship with the customer.

While he appeared to ignore the issue for a short time, he opted for a different approach, which looked a lot like applying the Trust Principles.

My son then suggested a way to compromise, sharing responsibility for the costs and time involved in fixing the problem.  After a brief discussion, they reached a resolution.

How many times do we choose to ignore, get angry or give in, rather than face the issue head on, using a principled approach? Which works better?

The Evolution of Trust-based Leadership

In 2000, I co-wrote The Trusted Advisor, with David Maister and Rob Galford. At the time, it was aimed largely at external professional services advisors. The word “leadership” appeared exactly once in the book (I checked).

This month, Andrea Howe and I published The Trusted Advisor Fieldbook. The subtitle is, “A Comprehensive Toolkit for Leading with Trust.” “Leadership” occurs 19 times, and the l-word itself appears many more times in its various forms.

What changed?

Trust Didn’t Change

The dynamics of trust are the same. I’ve developed the Trust Quotient and the Trust Principles since 2000, but the fundamentals are the same. The Trust Equation, the ELFEC process for creating trust, the dynamics between trustor and trustee are unchanged.

That’s hardly surprising. Trust is a fundamental human relationship that’s been around since well before the written word.

The World Changed

My Trusted Advisor co-author Rob Galford was more prescient than I; he wrote The Trusted Leader way back in 2003. Or, maybe he was ahead of his time. In any case, by 2011, the world looked radically different than it did in 2000.

In particular, the business world is:

  • Flatter – more horizontally linked, less vertically integrated
  • More inter-connected: think Linked-In, outsourcing, offshoring
  • More wired – Windows XP was then; the cloud and iPad are now
  • More independent – Boomers ruled then; millennials rule now
  • More collaborative ­– YourCo against the world is DeadCo
  • More transparent – Facebook, data scraping, digitized everything
  • More networked – a competitor in one line is a partner in another.

Leadership Changed

In 2000, “leadership” conjured up images of #1 leader Jack Welch pacing the floor in front of high-potential candidates at Crotonville, violating the chain of command with exhortations for “boundarylessness” – as long as it stayed within the boundaries of the corporation known as GE, that is.

Today, “high-potential” sounds not just elitist but out of whack with reality. Just as everyone today is a salesperson, everyone is in customer service – so too everyone is a leader.

That’s not corporate double-speak; it has meaning. The leadership skills of today are persuasion, influence, collaboration, the ability to create alliances, to join forces, to create environments that encourage collaboration, the ability to play nicely together in the sandbox, to forge agreements, and to play long-term win-win rather than screw-your-customer to jack up the quarterly numbers.

Leadership Skills are Trust Skills

Those skills are trust skills. We don’t need fierce competitors, we need fierce collaborators. We don’t need to ‘win one for the gipper,’ we need to win one for all of us. We don’t need vertical skills, we need horizontal skills.

Certain leadership skills are constant: the ability to inspire, to create and articulate visions and stories, for example. But others have been replaced. Being good at vicious infighting to gain the top job is – on balance, in most companies – a lot more dysfunctional these days than valuable. Making “tough decisions” isn’t the virtue it used to be; sometimes it just reflects a failure of imagination.

Today organizations are less about being led and more about cultures that foster leadership throughout.  Such cultures are driven by what we call Virtues and Values.

But that’s another story for another blogpost.

Dueling Book Reviews: Chris Brogan and Charlie Green Interview Each Other

Andrea Howe and I, as you know, are celebrating this month’s publication of The Trusted Advisor Fieldbook.  As it happens, friend-in-trustChris Brogan has a book coming out very soon as well–Google+ for Business: How Google’s Social Network Changes Everything.

Like peanut butter goes with jelly, it was obvious we had to interview each other.  I do the honors here with Chris, and we obviously have far too much fun.  Not to mention subtitles and StarTac phones.

Enjoy the video.

Stupid Crazy Trust

Sometimes I get annoyed. Usually, that means I’m thinking like an idiot. Sometimes, however, it produces useful ideas.

Lately I’m annoyed by the constant repetition of a myth about trust. You know this one: “Trust takes a long time to create, but only a moment to destroy.” There’s no need to name names here, but you can see examples of it here and here and here and here.

This time, my annoyance produced some good: I can now explain why that myth isn’t merely annoying, but positively harmful as well. Here goes.

The Truth.

Let’s start with the truth. Most human relationships, like most emotions, take roughly as long to get over as they took to develop. Marriages or friendships don’t end overnight. There may be a flash point, a straw that breaks the camel’s back. But we cut slack for people we trust. We don’t dump them abruptly.

If trust were lost in a minute, battered women wouldn’t stay with the men who beat them; things are a little more complicated than that.

If trust died quickly, the SEC would have investigated Bernie Madoff when Harry Markopolos first lodged charges against him. If trust died quickly, the steady drip drip drip of evidence at Penn State, Enron, Toyota, and Johnson & Johnson would have ended at the first drip.

Most examples of “trust lost quickly” turn out to be either just the last drip in a long series of drips or a delusion about trust’s existence in the first place. You don’t “violate the trust” of a subscriber to your email list by sending them a worthless referral. The relationship you have with a name on your email list may be many things, but “trust-based” is probably a stretch.

Trust formed quickly can be lost quickly. Trust formed at a shallow level can be lost at the same level; trust formed deeply, or over time, takes deeper violations, or a longer time, to be lost. The pattern looks more like a standard bell curve than a cliff.

But, you might say, so what? Why are you annoyed? Why is that harmful? 

The Harm

If you believe that trust can be lost in a moment, then you likely believe you must be cautious and careful about protecting it. You are likely to think about trust as a precious resource to be guarded against being tarnished. You are inclined to institute rules and procedures to protect it and to give cautionary lectures about the risk of losing trust.

Yet these are precisely the kinds of behavior that result in trust lost.

I don’t trust the man who talks with me while pointing a gun at me‬—partly because he looks threatening to me, but also because he clearly does not trust me.

Trust, at a personal level, is like love and hate: you tend to get back what you put out. You empower what you fear. Those afraid of getting burned are the most likely to get burned.

This totally works at a corporate level too. I remember vividly the convenience store chain that gave monthly lie detector tests to store managers to prevent theft—and then wondered why the theft kept on happening.

Trust is a Muscle

Thinking of trust as something you can lose in a minute makes you cautious and unlikely to take risks. But the absence of risk is what starves trust. There simply is no trust without risk—that’s why they call it trust.

If your people aren’t empowered, if they’re always afraid of being second-guessed, then they will always operate from fear and never take a risk—and as a result, will never be trusted.

Trust is a muscle—it atrophies without use. And the repetition of the mantra “trust can be lost in a moment” just tells people not to use it.

Turns out the stupidest, craziest trust is the trust you never engaged in because you were too afraid of losing it. The smartest trust is the trust you get by taking a risk.

Win a Free Copy of The Trusted Advisor Fieldbook Redux

We’re excited about the early success of The Trusted Advisor Fieldbook: A Comprehensive Toolkit for Leading with Trust. It’s gotten a #4 ranking on The Washington Post Book World paperback bestseller list, a five-star Amazon review, and a growing list of features and media mentions.

Find out what all the hoopla is about―reply by Friday, December 2, 2011 midnight EST to win your free autographed copy of the book. Details below.

And the Winner Is…

Last month we ran a contest inviting readers to tell us about your favorite Trust Tip based on the daily countdown of #TrustTips on Twitter (144 in total from the time we started till October 31, the day The Trusted Advisor Fieldbook was officially released). We listed a few of our favorites, then turned it over to you to share yours.

The lucky winner is Dawna Houston, who gets a copy of the new book autographed by both of us, as well as this opportunity to be singled out on our site (also known as “eternal fame”).

Dawna’s favorite Trust Tip was #TrustTip 8: Trust enhances innovation: it allows people of different views to convert conflict into collaboration.

Dawna observed, “I have watched fear and anxiety absolutely shut down creativity, both personally and professionally; this tip is a great reminder that when we cultivate trust, our minds naturally open and our awareness expands.” Well said, Dawna. Congrats!

Are You Feeling Lucky?

You’ve got another chance to win. Simply take a look through the free download of chapter 1 and tell us how much money Charlie gave the taxi driver. If you get it right, you’ll be entered in the drawing. Send your answer in an email by Friday, December 2, 2011 midnight EST.

We look forward to hearing from you!

Meet Anthony Iannarino: Pragmatic, Insightful, Focused. (He also loves our book.)

Anthony Iannarino, creator of The Sales Blog, recently reviewed our new book, The Trusted Advisor Fieldbook: A Comprehensive Toolkit for Leading with Trust. Anthony is a thoughtful subject matter expert on what he calls “the new art of sales and sales management.” We’re pleased to introduce Anthony to you, if you haven’t met him already.

Adventures in Selling

Once again proving that my resistance to Twitter is often misguided, Charlie and Anthony first “met” in the Twittersphere, and when I joined the party Charlie suggested I follow Anthony. It’s not the first time Charlie gave me good advice.

Anthony’s blog posts are pragmatic, insightful, and focused. He writes daily on adventures in sales and selling, sales management, the sales process, and what it takes to succeed. But what really resonates for me about Anthony’s posts is the drum he beats about the underlying belief system that leads to success in sales. Some of my favorites include:

When Anthony’s not blogging, he’s juggling myriad roles: President and Chief Sales officer for SOLUTIONS Staffing, a best-in-class regional staffing service based in Columbus, Ohio;  Managing Director of B2B Sales Coach & Consultancy, a boutique sales coaching and consulting company where he works to help salespeople and sales organizations improve and reach their full potential; and father of a thirteen-year-old boy and twin eleven-year-old girls. He has plenty to keep him occupied and we appreciate the time he took to read our book.

His review of the book, by the way, is Classic Anthony: pointed and thorough. Read it for yourself and find out what chapters he recommends zeroing in on. And don’t forget to turn to page 205 when you get your copy to read Anthony’s story about when to walk away.

Follow Anthony on Twitter, connect to him on LinkedIn, or friend him on Facebook.

Three Star Leadership

Charlie and I were recently interviewed by Wally Bock of Three Star Leadership Enterprises on the subject of trust and leadership. He wanted to know what bosses in general can take away from our new book, The Trusted Advisor Fieldbook: A Comprehensive Toolkit for Leading with Trust.

From the Front Lines

Wally and I met via Twitter—he was a distinctive and caring voice in the crowd when I first joined the fray. Wally is a coach, consultant, and popular speaker to audiences in North America and elsewhere. He focuses on front-line leadership, and brings to his work all that he indelibly learned as a Sergeant in the United States Marine Corps—first and foremost that a leader’s job has two parts: accomplish the mission and care for your people.

Wally’s latest book, Ruthless Focus, features companies that have been successful for years by training their sights on a single, simple, core strategy. Wally also created the Working Supervisor’s Support Kit, among other resources. He’s committed to providing day-to-day practical advice on how to be a great boss.

Wally blogs thoughtfully and regularly on the subject of leadership at all levels in his Three Star Leadership blog. His aim: to give you insight, information, and pointers to resources to do a better job and live a better life. Example blog posts include:

Q & A

Wally asked us provocative and wide-ranging questions. He wanted to know:

  • How is The Trusted Advisor Fieldbook different from the original The Trusted Advisor?
  • What, exactly, makes this a “fieldbook”?
  • What can a boss take away from here, regardless of the level where they find themselves on the org chart?
  • In addition to the things any boss will get, is there something for each of the following:
    • A first line boss such as a police sergeant, call center boss, utility company crew chief or sales manager?
    • A middle manager, probably with a technical specialty such as accounting, marketing, or logistics?
    • A general manager in any size organization?
    • What is the single most important take-away from the Fieldbook?

Check out Wally’s blog post today to find out how we answered.

Connect with Wally on LinkedIn and Twitter.

While We’re in Book Promotion Mode…

In case you hadn’t noticed, we’re now in heavy book promotion mode. The Trusted Advisor Fieldbook has recently published and we want the world to know about it.

What We’ll Be Talking About

We’ll be posting about media mentions. We’ll be posting about our posts that appear as guest blogs at other sites. We’ll be posting interviews with other authors and bloggers, live and recorded. And we’ll provide links to archived interviews, audio and text.

We hope you’ll share our enthusiasm. We’re excited, of course, and want to get it into as many hands as possible. We believe in our message and we believe that this book is a great tool that will help people gain and master trust.

Trust is more important than ever right now and we want to help people be net drivers for increased in trust in the business world and beyond.

Why We’re Saying This

We want to provide value in our blog posts, and know that event promotion per se isn’t necessarily of interest to you. We hope to keep it interesting by focusing on others; meantime, you can help promote the trust theme.

Because here’s the bottom line. We suffer these days not from too much trust, but from too little – in our politics, our institutions, our businesses, and our lives. We need to do two things better:

  • Be more trustworthy
  • Be more willing to trust others.

The better we get at these two tasks, the easier and better things get done. And getting things done is good for the economy.

And getting better at trusting and being trusted is good for the soul and for the body politic.

A Certified Trusted Traveler

As of October 23, 2011, I have been declared by the U.S. Customs and Border Protection to be a “Trusted Traveler” through their Global Entry program. Let’s examine what the CBP means by “trusted.”

The Experience

If you fly internationally, you may have seen the “Global Entry” line or kiosk off to the side as you approach passport control. The line looks shorter―that’s the appeal of the program.

And it is shorter―an attractive proposition after a transatlantic or transpacific flight, or even one from Canada. The online application process is heavy-handed and slow, and you have to actually schedule an interview either at a federal office or an airport.

Oddly, the experience reminds me of dealing with JPMorganChase; very nice people, but you have to navigate through frustrating processes and systems to get to them.

But now that I’m “trusted”―what does that mean?

Customs and the Trust Equation

In the video they show you at the interview, several points are made. They welcome you as “low-risk,” though they also make a point of saying that continued membership is subject to good behavior, and that, in turn, is subject to occasional random audit. Sort of like Reagan’s “trust but verify,” I think.

The CBP is obviously trying to certify my trustworthiness, not my propensity to trust others. This is precisely what the Trust Equation was meant to do―to define, quantify, and evaluate the level of trustworthiness of an individual. So, let’s use it to examine what the CBP means by trusted traveler.

As far as I can tell, they use four critical elements in granting status. They demand to see a passport (I have no idea what scrutiny it’s given) and of course require it on entry; they take fingerprints and use them to verify on entry; on entry they match up travel plans with airline records; and they take a photo.

It seems to me the CBP is looking to establish two things: first, that I am who I say I am, both at the time of application and at subsequent times of entry; and second, that who I am is someone who does not currently present any security risk to the country.

Whereas the Trust Equation identifies four elements: credibility, reliability, intimacy, and self-orientation, the CBP Trusted Traveler Program focuses entirely on the first two attributes: credibility and reliability.

First, the various cross-checks (passport, fingerprints, travel plans, photo ID) are attempts to establish an ongoing identity. They all assess the truthfulness of my assertion that I am Charles H. Green, an individual with a particular history.

Second, the process certifies my reliability as a citizen in the past. It doesn’t extrapolate my past reliability into the future, i.e. as I prove further reliability the checks don’t get more beneficial or less onerous. It’s a one-step, one-off promotion.

And I think that’s it. It doesn’t have a thing to do with intimacy or low self-orientation. There’s no room in it for me to plead for leniency or for the government to be focused on my particular needs―nor the other way around. Which is for the most part as it should be.

The Benefits―and Shortfalls―of Trusted Travelers

The Trusted Traveler Program is a straightforward, mutually beneficial way of expediting some processing within an enormously expensive mass exercise in distrust. In a country obsessively reluctant to be seen as “profiling,” this approach is at least a step toward socially acceptable differential risk-taking—which is what trusting is about, after all.

This sort of trust—exclusively based on certification, credibility, and reliability—has an important place in society. The privacy-niks will always police the boundaries of certification in service to another form of trust—the trust that we can live free of Big Brother—but this trust lets us use things like credit cards, online payment systems, even currency. We absolutely need it.

But it is a narrow form of trust nonetheless. Trust-as-certified-identity can be used for bad ends as well. By itself, it doesn’t add to the richness of the human condition. It is a necessary, not a sufficient, condition for the living of life.

For trust to affect quality of life, we need those other trust elements—the security that permits intimacies and the ability to show other-orientation.

Meanwhile, you can trust that I’ll move more freely about the airports.