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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!

How to Write 35% Better and 45% Faster

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I’m not kidding. Yes, your mileage may vary, but I have something that’s real and useful to you: better, faster writing.

It is based on solid, commonsense ideas.  And it involves very cool software.  Which is also free.

A painless, free way to make real improvement?  What’s not to like?

Why We Write Slowly and Poorly

If you’re like me, you suffer from writer’s block, procrastination, and lack of clarity. Occasionally I get lucky. Inspiration hits, the time is right, and the words flow from my pen keyboard like champagne. But not usually.

Usually I miss my deadlines. I start late, I change topics at the last minute. I write in fits and starts. Sometimes I do whole rewrites. Other times I just declare victory and retreat, knowing I could have done better but not wanting to face it.

This is not a new problem.  Many people have written about how to solve it; I know, because I’ve read many of their articles, blogposts and eBooks.  There is, you’ll be glad to hear, a consensus diagnosis.  And I’m about to share it with you, for free.

The problem boils down to two parts:

  1. We are tormented by distractions, and
  2. We write like we read—from beginning to end, straight through.

If we could figure out how to reliably focus, and how to write in a structured manner—why, we could actually write well, and on time!

The Two-Part Writing Solution

The two-part problem has a two-part answer: focusing and outlining. Yes, I know it’s simple; what did you expect?  It’s also powerful. It’s the answer of those who have studied the problem.  It may not be sexy; it’s right.

Focus. The answer to distraction is focus.  Focus is mainly about getting rid of external stimuli—email, tweets, texts, noises, visual excitement. This allows you to concentrate your attention.

Great in theory; but how do you do it? Close the door? Go outside? It all seemed unexciting and ineffectual.  I never found a great answer—until now.

Outline. Unless you’re writing haiku, don’t try to sit down and write start to finish. Instead, get clear on your opening, your closing, and about three main points in the middle.  Get those ideas down on paper.  Sharpen them. Tighten them. Be clear about your content.

If you can do that, voila—you’ll actually know what it is you mean to say. And then you can write it. Again, I knew this—but resisted actually doing it. Until now.

The Magic Software Solution to Writing: OmmWriter

I love magic software solutions. Of course, they’re largely mythical. Nine times out of ten they just complicate things, paving over the original winding cowpath.  But there is a nifty little software product that actually delivers on Focus and Outlining.  I find it really works for me.

It is called OmmWriter, and what is does is simple genius.

  • It takes over your computer, putting your email, tweets, alarms, notifications, in a silent state of suspension, as invisible as they are quiet.
  • In their stead, your screen is entirely covered in a soft green shade. A very soothing, quiet music plays in the background. (The program recommends you use headphones for maximum effect, and I agree).
  • The only thing on the screen is a dirt-simple text editor.  No choice of fonts. No fancy formatting controls. No save-as, view-as or send-to options.  About all you can do with it is—outline.

And that’s really it.  One simple program hijacks most of the threats to your ability to focus, and makes it hard to do anything but outline.

Focus and outline: the two-part solution. Served up with software.

OmmWriter comes in PC, Mac and iPad formats.  There is a pure free version, and a shareware version: the minimum recommended (but optional) shareware contribution is $4.11; I’m guessing you can afford it.

And no, I have no connection whatsoever with the Ommwriter folks. This blog will be a surprise to them. They just have good software that deserves publicizing.

Upcoming Events and Appearances: Trusted Advisor Associates

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Join us at one or more upcoming Trusted Advisor Associates events.  This Summer and Fall, we’ll be hosting and participating in events in Washington DC; Minneapolis, MN; and through globally accessed webinars.

Also, a word about the Trusted Advisor Mastery Program.

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Wed. Aug. 24th         Washington, DC      Andrea Howe
Andrea will be speaking at the Washington DC Chapter of the Project Management Institute (Washington Circle Luncheon) on “Trust and Influence: What Every Successful Project Manager Needs to Know.” 2101 L Street NW, Suite 200, Washington, DC.  11:30am. To register or for more information, click here. PDUs will be available for Project Management Professionals (PMPs).

 

Thurs. Aug. 25th         Global         Sandy Styer
Leaders, coaches, consultants: Do you want to add new knowledge to your practice, and a new tool to your toolbox?  Through Trusted Advisor Associates is now offering TQ Assessment Authorization! You can become an expert in administering and working with our Trust Quotient Assessment – taken by over 15,000 people to date – and Trust 360™.  Thursday, August 25th at 1:00 PM EST, via webinar.  Contact Sandy Styer to learn more.

 

Fri. Nov. 18th        Minneapolis, MN            Charlie Green
Charlie will keynote the Twin Cities Compensation Network Annual Luncheon.  He’ll speak on “Becoming a Trusted Business Advisor: the HR Challenges.”  Marriott Minneapolis West in St. Louis Park, MN.  Open to TCCN members and one guest.

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The Trusted Advisor Mastery Program is in its second month.  This 90 day program includes 19 e-learning modules, 4 one-on-one coaching calls, 4 group coaching calls, a lively interactive discussion forum readings, tips and exercises.

Here’s what one participant has to say about the Program so far:

 

“The Trusted Advisor Mastery Program is a fantastic tool that recognizes the importance of building “trust relationships” in business, (in my case, the legal business).  The program is helping me improve my relationship-building and ask better, more open-ended  questions when I meet with clients and prospective clients.  The online videos, background articles and exercises are great, as is the coaching. I also have really enjoyed learning from the other professionals in the program; they’ve offered very helpful insights through the Discussion Forum and our group conference calls.”

—Stephen Riddell (Managing Partner of the Atlanta Office, Troutman Sanders LLP [AmLaw 100 Firm], Atlanta, Georgia)

For more information on the next available program, email us at: [email protected].

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.

 

Why Hard Trust is Gained from Soft Skills

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I was in Toronto. Barely glancing at a $10 bill, I thought, “Ha—they misspelled the word ‘dollar,’ those silly Canadians.”

An instant later, I realized the fault was mine, not Canada’s. But before that realization happened–I had made a judgment. And much trust works that same way.

Think hard data causes trust? Think again. Hard trust is gained from soft skills.

The Myth of Rational Trust

Based on 14,000 takers of the Trust Quotient self-assessment test, we can confidently say most businesspeople overrate the importance of credibility in establishing trust. In practice if not in theory, they believe they can induce trust through PowerPoint. The fact is, more expertise ≠ more trust.

Most also believe that trust takes a long time to build and only a moment to destroy. In fact, trust takes about as long to destroy as it took to build—the time for each is a function of the depth of trust involved.

Both these beliefs—over-stating credibility and misunderstanding the speed of trust—are part of what I’ll call the Myth of Rational Trust. Simply stated, the myth says:

“The decision to trust is a conscious and cognitive process of weighing risks and returns, seeking the option most suited to increase the present value benefits of the one potentially doing the trusting.”

And monkeys fly.

How People Really Trust

People make decisions to trust, or not to trust, well before cognition can show up on the scene. Consider my immediate judgment that the Royal Canadian Mint had neglected to use spellcheck on its currency.

We make many trust decisions not on the basis of analytical criteria, but on the more autonomic instincts of whether something accords with deeply ingrained habits. Is he frowning or smiling? Is he holding out his hand to shake mine? Is ‘dollar’ spelled with one L or two?

Who was I to believe—my spelling instincts, honed since elementary school, or the Canadian government, with whom I have far less experience?  It was, pardon the pun, a no-brainer. I’m a very good speller; and I trust my instincts. Just like you do.  And if that meant Canadians couldn’t spell, I was for an instant willing to conclude that must be the case.

That is how the brain comes to trust.  In the case of currencies, the rational mind can quickly step in and say, “Wait a minute, are you kidding–how likely is that!? Does not compute. Hey, lying eyes, go take another look at that loonie bill.”

Easy enough when it comes to currencies.  But what happens when it comes to more complex phenomena? How do we come to trust in nurses, in salespeople—in politicians and institutions?

Lessons for Trusting

I recently saw an online comment to an economist’s article.  It started out, “I am open-minded, but when I got to your second sentence about the Bush tax cuts I quit reading—you are obviously a fool.”

Not open-minded at all—but neither are most of us.  We all have opinions on the issues du jour, and we dangerously tend to read only those who agree with us.

Which suggests that very few people’s minds are changed by confrontation with disconfirming data.

Instead, they are changed by the deeply-ingrained instincts we have come to rely on.

Personal Trust

In the personal-trust arena, our TQ research shows that the “intimacy” factor is the strongest of the four in the trust equation. Whether someone feels safe and secure sharing information with you is more powerful than your hard-won credentials, fancy slides and long list of past clients.  The saying, “People don’t care what you know until they know that you care” is not some idle sales line; it is deeply grounded in psychology.

A recent Wired story (Why Brains Get Creeped Out by Androids) suggests that we may trust robots doing people tasks, and we may trust people doing people tasks, but we get deeply suspicious if we see robots who look like people doing people tasks.  It has nothing to do with robots or tasks, but simply to an incongruity (“Wait, they’re not supposed to look like that, what’s going on here!?”)

How to be trusted? It lies in connection, focus, good will, hand shakes, empathy, listening, caring, bedside manner.  The road to hard trust is paved with soft skills.

Social Trust

How can Rupert Murdoch’s News Corporation regain trust? Not by hiring a PR firm.  How can the US Congress recover from the debacle of its recent circular firing squad exercise? Not by more speeches.

The decision to trust often happens in an instant.  But that instant is just the reaction to a lifetime of conditioning experience.  If we are conditioned to think that all politicians are self-dealing bloviators, we didn’t get there overnight.

Trust takes as long to lose as to gain; and as long again to get it back. The answer to low trust in our companies and our institutions will not be found in quick hits, PR campaigns, new ideologies, changed incentives or new leadership.

It will come about as a natural result of sustained, across-the-board changes in beliefs, attitudes and behaviors. Companies actually have to behave responsibly; Congress actually has to make things work; advisors actually have to have their clients’ best interests at heart.  There is no quick fix. There is no reason to trust someone if they have created a history of being in it for themselves and untrustworthy.

But it can be done. Institutions used to be more trusted than they are now. We un-did that work, we can re-do it again.  And if we do, the instinct to trust can work as quickly as the instinct not to.

Trusting Delta

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From Delta Airline’s Website, Delta’s Force for Global Good

“Delta is firmly committed to our environment, safety, and social responsibility. We demonstrate these commitments in hundreds of ways throughout the world on a daily basis as we partner with our employees, vendors, customers, civic, and non-profit organizations to make a difference in the communities where we live and work. Many of our programs are award-winning and industry-leading. We don’t do them for the awards. We do them because they’re the right thing to do.”

Richard H. Anderson
Chief Executive Officer, Delta Airlines

From the Atlanta Business News, July 27, 2011

Airlines Spoil Fliers’ Unplanned Tax Holiday

Airlines have complained for years that taxes added to ticket prices drive up the cost of travel. But when those tax collections stopped last weekend and airlines had a rare chance to give fliers a break, most opted to keep prices the same and pocket the difference.

For Atlanta-based Delta Air Lines, that amounts to be $4 million to $5 million a day in extra revenue, the company said Wednesday.

A Congressional stalemate led to a partial shutdown of the Federal Aviation Administration Saturday, preventing the agency from collecting about $200 million a week in ticket taxes.

Delta and other major carriers then increased base fares to cover the lapsed taxes, saying they need the extra money to cover high fuel costs. The result is that travelers are paying roughly the same total price as before, instead of getting a discount from the unplanned tax holiday.

“It just seems like it was the perfect chance for the airlines to throw a bone in consumer satisfaction,” said FareCompare.com CEO Rick Seaney…

…Delta’s official statement on the matter: “Given the high cost of jet fuel, Delta has been competitive with other airlines that increased their base fares following the expiration of funding for the Federal Aviation Administration to adjust for the taxes no longer being collected.”

The Great Twitter Debate: She Said, He Said

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My co-author Andrea Howe (@andreaphowe) and I (@charleshgreen) are both on Twitter.  We have rather different ideas about it, however. We talked about our differing perspectives the other day, and decided to share our thoughts. What’s your view?

May I Have Your Attention Please

Andrea: I have a lot of mixed feelings about Twitter. In a world marked these days by a lot of distractions, Twitter is a big one—one more thing that helps shorten my attention span. This troubles me because being focused, present, paying attention—not being distracted—are the thrust of what you and I both teach and talk about.

Charlie: Well, if you’re going to tend bar, you’d better make sure your drinking problem is under control. Twitter is indeed mostly about short attention span. Then again, so are racquetball and improv comedy. Each of them is about impressions, reacting in the moment.

Twitter is where you come to scan, not to find soul mates. There is a time and a place for everything.

Andrea: You know I don’t visit bars much. I do have a soft spot for improv comedy, though. Good point.

Popularity Contest or Personal Growth?

Andrea: As much as I like to think of myself as a somewhat-enlightened grown up, I just can’t seem to avoid the negative emotional component of the Twittersphere. Twitter takes me back to junior high school popularity contests. Sometimes I feel great, like “I’m popular, wow.” Other times, it’s depressing as hell—“Why’d I lose 5 followers today? What did I do wrong?” (laughing).

Charlie: You can take the kid out of the junior high school; the important thing is to take the junior high school out of the kid. I actually see Twitter as a personal growth tool. It forces you to recognize that not every 140-second ADD burst from a stranger is an attack upon your being. It really doesn’t mean much at all.

Andrea: You know I’m a sucker for personal growth. I’m just not sure Twitter is where I want to work this stuff out.

The Downside of Early Adoption

Andrea: As long as I’m listing my complaints, let me add this one: Doing it well requires way too many steps. There’s using different client software programs, mastering Twitter etiquette, making the effort to acknowledge followers appropriately. It can take a lot of steps to create a good Tweet. So much for scanning and reacting in the moment. I’d rather let the process work itself out. Call me (Tweet me?) when the tools are better. I’m not an early adopter; I’m here purely under protest.

Charlie: On this we can agree. Twitter is still immature, and while it is changing—every month something gets easier—it’s still too cumbersome. I want more integration, more platforms, more easily available stats, and so forth.

You don’t want to be an early adopter? I don’t blame you a bit. I am an early adopter myself, but you do a pay a price for the privilege.

Authentically Pre-Scheduled

Andrea: Let’s talk about scheduling tweets. It smacks of being strategic rather than authentic; it doesn’t feel real. If this is such a conversational tool, then why pretend otherwise by pre-writing and then auto-delivering?

Charlie: I think you’re confusing “authentic” with “real-time.” Chat rooms and IRC have been around for decades. Authentic to me means real, not necessarily ‘right now.’ I have no desire to hang around for an hour watching the feed until someone looks me up and replies. I’ve got better things to do.

Also, not everybody reads when I want to write—that’s the great thing about time-shifting technologies. By spreading tweets around, I get to more people, and more people get to me.

Andrea: Hmmm. Interesting point about “authentic” versus “real-time.” I’m going to have to think about that one.

The Big Cocktail Party

Andrea: Maybe what irks me most is that the nature of Twitter tends toward  superficial interactions. While there is some substantive stuff getting exchanged out there, a lot of Twitter seems more like idle party chit chat than real connection. And I have never been a big fan of cocktail parties.

Charlie: Remember that song, “Lookin’ for Love in All the Wrong Places?” Of course Twitter is chit chat, of course it’s a big cocktail party. Why do you think they call it Twitter?

Seriously, there’s a place for shallow, and a place for deep. Twitter is shallow; blogs are deeper. Articles are deeper yet. Or books—books are real deep.

But if you want to do a surface scan on what tons of people are thinking or saying about a particular topic—hey, God bless Twitter. And compared to real cocktail parties, at least you don’t have to drink or worry about how you look.

Hello, World

Andrea: Despite all my complaints, I do tweet. And I do see one very powerful thing about Twitter: it connects people who otherwise might not be connected. It lets people share perspectives and interesting pieces of information. Link-shortening is a blessing.

Charlie: Amen to that. Twitter is the new blog comments. Twitter is the new RSS feed (though we both use Feedly and I use AllTop to source some material). It is a whole ‘nother level of content-sharing between article/blog headlines and the articles themselves—and it lets you express your own views along the way.

Twitter lets me efficiently state to the world who I am, by way of sharing what I read and my take on it. You could call that branding.

Also, contrary to all the cocktail party metaphors, I’ve met some really cool people through Twitter–and then I’ve gotten more acquainted with many of them through email, by phone, and in-person. It is a fine way to meet interesting folks relevant to one’s business.

Parlez-vous?

Andrea: One last thing. I wish I didn’t have to invest the time to learn a whole new language with Twitter: “RT,” “TY,” the myriad other abbreviations, and the effort it takes to say something sensible in 140 characters. We humans can barely communicate well in our native tongue. Isn’t our time better spent trying to master our own language?

Charlie: That’s what I keep saying to the French when I visit Paris! But I haven’t been able to convince them yet to speak English.

Andrea: Tell me you did not just try to compare Twitter to Paris.

What’s your perspective? Join the conversation. Post a comment to this blog. Tweet about it. Email us. Or—gasp—give us a call.