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Books We Trust: Drive by Dan Pink

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Daniel H. Pink talks to us about Drive: The Surprising Truth About What Motivates Us, his recent and highly successful book.

The Drive Behind “Drive”

Charles Green: In the dedication of Drive, you mention Sophia, Eliza and Saul, “the surprising trio that motivates me.”  What got you started on looking into this whole question of human motivation?

Dan Pink: Our kids were part of the impetus, I guess. But Drive is mostly the outgrowth of A Whole New Mind, which I published in 2005. That book argues that we’re moving from a world built less on logical, linear, left-brain, spreadsheet abilities–and more on the hard-to-outsource, hard-to-automate, artistic, empathic right-brain abilities.

After that book, people said to me: “If you’re right about this shift in abilities, then how do we motivate people to do this sort of work?” I didn’t have a clue. But I knew there was a body of research on human motivation. So I started exploring it.  And I quickly realized that it was a vast body of research–and much of it overturned orthodoxies I didn’t even realize were orthodoxies.

Motivation 2.0 and 3.0

Charlie: In the book you talk about Motivation 2.0, which still has a hold on many managers and businesses: the idea that without extrinsic motivators of rewards and punishments, people at work will be unmotivated, aimless and unproductive–that therefore employees and teams need to be motivated and managed externally.  How would you tie this view of human motivation to trust?

Dan: It’s inextricably linked to the idea of trust. If you believe you can’t trust employees, then you have to put in place all kinds of mechanisms for control. There’s no way around that. If you think other people can’t be trusted, then the Motivation 3.0 approach I write about is a total non-starter.

Charlie: Your idea of Motivation 3.0 stems from the understanding that we, as human beings, are intrinsically motivated to take on responsibility, to look for creative and intellectual challenges and to solve problems. Can you talk a little more about the three factors which make up Motivation 3.0 and lead to production and satisfaction for individuals at work:

  • Autonomy
  • Opportunity for Mastery (competence)
  • Purpose (relatedness)

Dan: Sure. The idea here is that if you want people to be motivated to do well on creative, conceptual, complex work, you have to pay them enough–and offer these three elements.

Autonomy is the drive to direct our own lives. People generally perform better when they have a little more autonomy over what they do, when they do it, how they do it, and with whom they do it.

Mastery is the drive to get better at something that matters and to make progress in our work. It’s hugely powerful and often ignored inside of organizations.

And purpose is our drive to contribute and to know that what we do has an influence in the wider world. For most of the work people do today, autonomy, mastery, and purpose are generally far more effective than carrots and sticks.

Motivation, Management and Trust

Charlie: “Managing” from the point of view of 3.0 requires a lot of trust of individuals; it’s a far cry from our traditional mindset around “managing” which equates largely to directing and controlling.  Managing from a belief in Motivation 3.0 really requires that the “manager” trust her staff to work hard, be productive, and do the right thing. What would you say to a manager who is afraid to take that risk of trusting?

Dan: I’d say three things. First, take a leap of faith and give it a try. Be willing to let people surprise you.

Second, think about the costs of not trusting. You’re basically saying you prefer controlled mediocrity (which is what you get with control and lack of trust) rather than a chance to do something amazing.

Third, ask yourself, “Can you be trusted?” “Can your spouse or partner be trusted?” “Can your best friend be trusted?” Maybe the people in your organization aren’t all that different than the people in your life.

Charlie: If 20th century “management” thinkers had had a Motivation 3.0 mindset, it seems to us that it could have been applied in routine, even production-line work–because basic human drives haven’t changed that much in 100 years.  Do you think that Motivation 3.0 is only applicable to the 21st century ways of working? Or is it that Motivation 3.0 is just more necessary to 21st century workers and 21st century work?

Dan: It’s an interesting question. As you know from the book, I’m trying to look at what science–not folklore or our intuitions–says about motivation. And the science is pretty clear: for routine, algorithmic work, “If-then” motivators–as in “If you do this, then you get that”–are effective.

But that doesn’t mean “if-then” is the only way to create a motivating environment for those sorts of tasks. It’s possible, for instance, to help people doing routine work sculpt their jobs to make them more autonomous and better avenues for mastery. Likewise, people often do routine work a bit better when they have some amount of autonomy over how they do their work–and when they know how what they do contributes to a larger whole.  So Motivation 3.0 is essential for creative, conceptual work. But it can also be effective for other types of work.

Innovation and Trust

Charlie: Motivation 3.0 seems to describe a fertile atmosphere for innovation. How would you link innovation and trust?

Dan: People don’t innovate when they feel others don’t trust them. Period. Innovation often depends on the absence of constraints. And mistrust is one of the most constraining forces around.

Charlie: Interesting; that’s exactly the linkage defined by Ross Smith at Microsoft and by Robert Porter Lynch. They both emphasize the lowering of risk that trust implies, which then permits people to openly engage with each other.

Dan: Not surprising. Mistrust is terrific for making people comply; it stinks for helping people engage.

Results-Only Work Environments

Charlie: In your book you give some wonderful examples of ROWE – Results-Only Work Environments, in which employees have great freedom as to when, where and how they work as long as the work gets done.  How close are we to seeing the wider spread of that way of thinking?  How does the technology, which lets people work outside their offices, contribute to even informal ROWEs?

Dan: I think the adoption of these new approaches will follow the general pattern of technology adoption in general. We often overhype the impact of new technologies in the short run–but underhype them in the long run. So I doubt these approaches will be incredibly widespread in the next 2 years. But in the next 10 years, they’ll become the norm.

The Talent Picks the Team

Charlie: When you talk about autonomy, you examine having influence or control over Task, Time, Technique and Team.  Talk to us about the Team element of this equation.  For example, putting together a “pick-up” team of like-minded people, or those who have skills you need—isn’t that hard to do in any work environment?

Dan: Team is a tough one. But Facebook has a really innovative approach to this. The company hires new computer scientists and software engineers and for the first few weeks puts them through a Facebook bootcamp. As part of that experience, the new hires interview around the company–with various product teams, technology teams, and so on. Then when the bootcamp ends, the newly hired engineer decides which team she wants to work for. That is, the company picks the talent. But the talent picks the team.

A State of “Flow”

Charlie: You mention Mihaly Csikszentmihalyi’s surprising finding in Flow that people reach a flow state–or being in a state of focus or complete absorption so that time disappears–more through satisfying work than through their leisure activities.  Why is that?

Dan: Csikszentmihalyi says it has less to do with the difference between work and leisure per se–and more to do with the difference between activity and passivity. Most work is at least somewhat challenging–and it requires some amount of effort. But many kinds of leisure are passive. Think watching television. There’s no challenge presented, no effort required.

So, since flow depends on the challenge being matched to one’s ability, passive leisure never results in flow.  That said, active leisure–think rock-climbing or oil painting–does produce flow. The key, I think, is to fashion our lives–at school, at work, at home–around being active and engaged.  Human beings weren’t meant to be passive and inert.

Charlie: Fascinating, Dan; thanks so much for taking time to explore this with me, I appreciate it.

Dan: Not at all.
Books We Trust: Drive by Dan Pink is the third installment in our Books We Trust series.

Previous Books We Trust interviews include:

  1. Jeb Brooks on You’re Working Too Hard to Make the Sale, by Bill Brooks and Tom Travisano; and
  2. Jill Konrath on Selling to Big Companies.

Real People, Real Trust: How One Account Executive Stands Apart

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Ralph Catillo is an Account Executive with Gallagher Benefit Services, one of the largest employee benefit agencies in the northeast region of the United States. Read Ralph’s no-holds-barred replies to questions about what it really takes to be a trusted advisor—and how the lessons he has learned apply at home as well as at work.

First Impressions

I know Ralph because he was a champion for a Trusted Advisor immersion workshop I led for his company in 2010. The first time we ever spoke on the phone, I was immediately struck by two things about him: his humor and his candor. Within minutes of interacting with Ralph, it’s crystal clear that he has nothing to hide. You get the sense that he’s quick, yet not in a rush; he’s knowledgeable, yet more interested in what you have to say than what he knows.

I began the interview for this article by asking Ralph a simple question: What does it take to be a trusted advisor? With characteristic dry wit, he immediately said, “I show up with a brown bag full of cash. It’s all been laundered.” Then he got serious for a moment, because more than anything he’s a thoughtful guy. His answer was simple: it takes honesty and purpose.

The 1-2 Punch of a Trusted Advisor: Honesty and Purpose

“You have to be 100% transparent, and 100% with no agenda other than doing the right thing. That’s really all there is. If you put aside your agenda, and your role, and really just come from the perspective of what is the best thing for this situation, whatever it may be, then you’re on the right track.

“The challenge is, the best thing for this situation might not be clear from the onset. So you have to get comfortable being in a zone of not knowing, where others are sometimes uncomfortable, and just put it all out there. You don’t have to have the answer, and you definitely don’t have to be the smartest one in the room. Everyone—me included—gets tripped up trying to be the smartest in the room, as opposed to coming at it with open ears and eyes. The best idea usually comes when you don’t come at it from an angle.”

As for honesty, Ralph says, “We’re in the services business, so it’s all about relationships. You have to be yourself. When you’re not, it’s unhealthy and unproductive.”

I asked Ralph about the courage it takes to do what he prescribes. He laughed. “Courage? I think it’s a lot more courageous to try to skirt an issue or be someone you aren’t—you put yourself at much greater risk. If I put all my cards on the table and I don’t get the business, well, at least I know I did everything I could.”

Nature or Nurture

I asked Ralph if he came by his approach naturally, or if he had learned it over time.

“I’ve evolved to it. When you’re in school, you’re trained to get the right answer. No one teaches you how to have conversations and day-to-day interactions. Then you take that right-answer mindset into business and it doesn’t work. In fact, that’s why I think so many managers struggle and fail—because they try to force what they think is right on others.

“I’ve definitely butted heads with people a lot along my own learning curve. Fortunately, I had a great role model and mentor along the way.”

Mentoring and Stewardship

Ralph credits David Friedman with his mindset about building trust in relationships. David, who joined his father and a part-time secretary 28 years ago in a small insurance practice located above a storefront on Main Street in Moorestown, NJ, later became the company’s first and only President when they incorporated as RSI in 1994 (later merging with Gallagher). Ralph says, “My first foray into trust-based relationships was through the RSI Fundamentals, which David created.”

The Fundamentals, which have since been published as a book, are 30 tenets that inform every employee’s day-to-day behavior. They include directives like:

  • Work from the assumption that people are good, fair, and honest.
  • Create a feeling of warmth and friendliness in every client interaction.
  • Take responsibility.
  • Be quick to ask and slow to judge.

“Those 30 Fundamentals changed my whole thought process and approach. Because of the Fundamentals, we’re deliberate about the mindset we bring to our interactions. We use a common language. And we have the right people too—we’re careful about hiring.”

Ralph credits David for David’s personal mentoring and stewardship of Gallagher Benefit Services. “It’s thanks to David that our company has developed and sustained this kind of culture. I’m not a lone ranger in my organization; it’s a top-down thing. That doesn’t mean it isn’t sometimes a challenge. It’s still uncomfortable to walk the talk, and not everyone is great at it. But at least we have a shared understanding about what we aspire to.”

It’s Business; It’s Personal

Ralph sees a lot of parallels between trust in business relationships and in personal relationships.

“Consistency breeds trust. I see that as a professional, as a friend, and as a father. With my kids, all I want them to do is communicate, without fear of repercussions. That takes a lot of time and experiences and leading by example.

“Just yesterday my teen-aged son had his buddies over after school, before I came home from work. They’d come from the pool, and one of my son’s friends sat in my chair in his soaking wet suit. As soon as I got home, my son pulled me aside, told me what happened, and took responsibility for it. He was surprised when I thanked him for being up front and direct about it, instead of getting angry. I reminded him what I want more than anything is for him to just keep talking to me. A chair is a chair; it can be cleaned up. But the next time it might be something far more worrisome, like someone approaching him with drugs. I want to be a parent, and a resource, not the judge and jury.”

Keeping it Simple

Ralph’s perspective on leading with trust in all his relationships is a lot like the guy himself: uncomplicated, direct, thoughtful, real.

In the words of the famous artist, Leonardo DaVinci, “Simplicity is the ultimate sophistication.” Thank you, Ralph, for sharing your art with all of us.

Connect with Ralph 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.

Getting Up Close & Personal with Trust Tips

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We’re about halfway through our countdown of Trust Tips leading up to 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.

We try to keep our tips applicable to nearly every workday. That way you can apply them now and see positive results quickly.

You can get the Trust tips delivered straight to your Twitter feed by following us directly (@CharlesHGreen and @AndreaPHowe) or by searching with the hashtag #TrustTip.  I’ve really been enjoying the thought-provoking discussions we’ve been having and I would encourage you to join us.

But as Twitter isn’t for everyone and as we don’t want to leave anyone out in the cold we also keep a running list of the tips here on the site—see below:

If you need to catch up, see our recaps of Tips:

Below are the most recent, Tips #80-75

#80: Two sure trust-killers: a tendency to blame, and an inability to confront

#79: Name one trigger or fault you have; decide how to coopt it

#78: Don’t interrupt. If you do, apologize. Even if you’re a New Yorker.

#77: Did you just name-drop? Why? Who did it help? Check your motives

#76: Call your client once in awhile just to find out how he/she is

#75: Reduce your APM count (acronyms per minute)

#74: If you can’t present it without PowerPoint, go work on your presentation skills

#73: Spend time in your client’s shoes–imagine what it’s like to be him/her; role play with a colleague

#72: Cultivate an attitude of curiosity–think in advance about what questions you want to ask

#71: Try doing your thinking out loud; with your client. Don’t hide it away.

A Couple of Our Favorites

#72: Cultivate an attitude of curiosity–think in advance about what questions you want to ask.

In much of our professional life, our dominant attitude is one of self-focus.  We may be worried, or excited, or intent—but in all such cases, we are self-absorbed.  But the key to success in much of our professional life is to be outward-facing, customer-focused, other-oriented. Fine, you say—but how do you do that?

One way to do it is to cultivate an attitude of curiosity. You can cultivate it by intentionally setting aside time to wonder—wonder why this situation is so, and why things work that way, and where this other thing first came from.  Wondering can lead to questions, and once you have questions, you have a great basis for an other-oriented conversation.

You can make curiosity a habit that way; a habit that results in an attitude. And an attitude results in behaviors that are client-focused.  Your clients will notice.

#80: Two sure trust-killers: a tendency to blame, and an inability to confront

Phil McGee coined this one, and we love it.  Blame—the tendency to deflect bad news onto others, while disproportionately taking credit ourselves.  Blame violates several principles—it is greedy and self-oriented, but it is also deceitful, since it incorrectly assigns responsibility.

The flip side is an inability to confront.  If you can’t constructively confront issues, you can’t speak the truth.  And if you can’t speak the truth, you can’t be trusted.  Note that you don’t have to be brutal to be a truth-teller, that’s not much better than sugar-coating.  But with good intent and careful communication, you can nearly always speak to any issue truthfully.

If you can do that, you can be transparent, open, and have direct and powerful conversations with everyone.  And if you can constructively confront, by the way, there is no longer much reason to blame.

 

Who’s a Poor Murdoch to Trust?

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Gregory (Scotland Yard detective): “Is there any other point to which you would wish to draw my attention?”

Holmes: “To the curious incident of the dog in the night-time.”

Gregory: “The dog did nothing in the night-time.”

Holmes: “That was the curious incident.”

Silver Blaze, The Memoirs of Sherlock Holmes, by Sir Arthur Conan Doyle


Murdoch: This is the most humble day of my life…we have broken our trust with our readers…

Q: Do you accept you are ultimately responsible for this whole fiasco?

Murdoch: No.

Q: Have you considered resigning?

Murdoch: No. Because people I trusted let me down…and I am the best person to clean this up.

Mr. Rupert Murdoch, 19 July 2011, before a British Parliament Committee, ABC News


Rupert Murdoch claimed in his July 19 2011 British Parliament Committee appearance that “people he trusted” were responsible for the News of the World phone hacking scandal.

Can you say ‘cognitive disconnect?’ Few people in the word can simultaneously believe that a) Murdoch was not responsible for the hacking fiasco, b) he was done in by those whom he trusted, and c) that he nonetheless remains the best person to clean things up.

I sincerely doubt that Murdoch himself believes all three of those propositions.

And so we have yet another trust-destroying scandal, the principals posturing and spinning, and the public left asking, where is Sherlock Holmes when we need him–to ask why there was no barking dog at the scene of the crime.

And the answer is–just like in the Holmes story–because the watchdogs were very familiar with the crook whodunit.

The News Corp.hacking scandal has three points in common with most systemic failures of trust–think Enron, Watergate, and the recent financial crisis:

  1. “Leaders” who have a tendency to blame and an inability to confront;
  2. Corporate cultures based on secrecy and rules, not on virtues and values;
  3. The compromise of a social institution key to social trust.

Phony Leaders

Let me propose two ironclad indicators of bad leadership. First, one of my favorite gems from Phil McGee—most management problems, he feels, stem from a tendency to blame, and an inability to confront.

Rupert Murdoch’s brazenness of blaming, even in today’s climate, I still find breathtaking. It was “others” who betrayed him. Not his direct reports, of course, whom he says he trusts with his life. But “others.”

This is not new. Ken Lay and Jeffrey Skilling at Enron didn’t blame themselves, it was “others.” Ditto for Abu Ghraib in Iraq, Nixon at Watergate, and so on. Maybe the original blamethrower was King Henry II, who famously shouted, “Will no one rid me of this troublesome priest?” meaning Thomas Becket.

Someone of course did, and the King was conveniently left with what came to be known as ‘plausible deniability.’

When a “leader” moans that he has broken his public’s trust, and that this is the humblest day of his life—wait, wait for it—and then blames someone else, well, you’ve got an untrustworthy leader at the top.

The other indicator is the presence of the phrase “career-limiting move.” If that phrase is current in your company, it’s a canary in the mine for a lack of transparency. People get fired for saying or doing things they are “not supposed to say.” That is, the norm is silence, and the implied threat for speaking up is your career.

And if your company acronymizes it to CLM, double-trouble for you.

Bad Corporate Cultures

The best way to spot an untrustworthy corporate culture is to look at how it tries to be trustworthy.  If it relies on secrecy and threats, well, enough said.

But in addition, a culture that relies on laws, procedures, processes, rules and compliance—and little else—is in trouble.  Trustworthiness and ethical behavior are viewed in such cultures as just another set of rules to be gamed.  There’s a very thin line between “keep your nose clean” and “just don’t get caught,” and that line has a way of breaking down.

A corporate culture that fosters trust, by contrast, is almost certainly one that relies on virtues and values, and that preaches them all the time.

How does News Corp. stack up? Listen to this description from Andrew Ross Sorkin’s Dealbook column:

“This is a board that qualifies for an ‘F’ in every category,” Nell Minow, a member of the board of GovernanceMetrics International and founder of the Corporate Library, a governance firm, said without any hesitation. “It is the ultimate crony board.”

Transparency? Values? I don’t think so.

Which brings us to the third trait: a threat to societal institutions of trust.

Compromised Social Institutions

Watergate is, of course, the gold standard of corruption, the poster child for scandals.  How does the News Corp. scandal measure up?

Surprisingly well. That is, bad. Watergate compromised the US Justice Department, the White House, a major political party, and ultimately a President. But there was sort of a hero in that story—the press.

In the Murdoch case, the press is itself on trial.  And–so is Scotland Yard.  Right there, the players are bigger than in Watergate.  When the cops and the press are in cahoots, you have muscle backing up politics.  The rule of law is at stake.

Think I’m kidding?

Think about your perception of this case to date–even from media other than News Corp. I’ll bet your image is loaded with thrown pies, hacked phones, and trophy wives.  Speculation in the US media is focused on whether it will turn out that 9/11 victims’ phones were hacked.

Meanwhile, did you know that News Corp.’s News America Marketing subsidiary has paid out $655 million dollars to settle charges of corporate espionage and anticompetitive behavior—in the US?  Do you think Rupert Murdoch didn’t know about more than a half-billion dollars paid out that way?

Did you know that:

News America was led by Paul V. Carlucci, who, according to Forbes, used to show the sales staff the scene in “The Untouchables” in which Al Capone beats a man to death with a baseball bat.  Mr. Emmel testified that Mr. Carlucci was clear about the guiding corporate philosophy.

According to Mr. Emmel’s testimony, Mr. Carlucci said that if there were employees uncomfortable with the company’s philosophy — “bed-wetting liberals in particular was the description he used” Mr. Emmel testified — then he could arrange to have those employees “outplaced from the company.”

You might wonder what became of Mr. Carlucci? Rupert Murdoch appointed him head of the New York Post, calling him “without peer in the consumer advertising and marketing industry.” You know the New York Post: they’re the Murdoch paper that branded a New York hotel maid a hooker on the front page.  The story was hugely helpful to one Dominique Strauss-Kahn, but has not been verified by any other newspaper to date.

But I digress.  The problem is that the press wields enormous power, even in allegedly educated and refined countries.  So do the police.  And when Scotland Yard’s leadership, and even Downing Street appear compromised by an evil corporate culture like News Corp.’s, there are serious implications for society’s ability to trust anyone.

Who’s a poor Murdoch to trust? That’s what Rupert Murdoch would have you ask.

And if you can believe the nerve of his News Corp. empire and its culture, check this clip from Fox News.

Syndicated columnist Cal Thomas explains the phenomenon as “piling on…the left has been itching to get after News Corp. for years.”

Just another witch hunt, going after poor Mr. Murdoch. Makes you wonder if he paid the guy with the pie.

For the rest of us, keep your ears open. Emulate Sherlock Holmes.  Look for the barking dog, and when you don’t hear one—cry bloody murder, because someone has to.

3 Minutes to Create a Great Impression

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It was five months ago, but I remember it like yesterday.

I had given a speech for an important Fortune 500 client. The event had about 300 attendees, and I was one of several speakers.

The person preceding me overran his time, cutting 15 minutes into mine. That is rude to other speakers, and to the audience, who have the right to view an agenda as a promise. I never do that to others, and don’t like it when someone does it to me.

I let it throw me off a bit; I didn’t give my worst speech, but it wasn’t my best either. This bothered me for the next two days.

A Turnaround Impression

Until, that is, I received a card in the mail. It was from my client’s senior-most person in attendance, the host of the meeting I’d attended.  The card was hand-written, and clearly written by him (at least, that’s what I think).

It was personalized, gracious, and thoughtful.  If it was scripted, my compliments to the staff writer, because it felt very genuine to me. I was floored.

3 Minutes to Impact

It can’t have taken my client more than 2 minutes to write the card, perhaps less—though clearly he’d given it more than a moment’s thought.  Let’s say he gave it a minute.  That’s a lot of thought; and yet only a grand total of 3 minutes.

And remember, this was a client, sending me, the speaker/consultant a thank you note—I should be the one sending it to him!

Again—I was floored. And very touched.

Can You Find 3 Minutes Per Week?

How often do you encounter opportunities to send someone a note?  Let’s be conservative and say once a week.  At once a week, that feels like a pretty special event—there are only 50 or so per year.

That’s about one-tenth of one percent of your weekly time. What other three minute weekly activity could generate that kind of personal impact, make somebody’s day, reach out and touch someone so powerfully?

You Can’t Write an Insincere Note

And don’t tell me it’s insincere.  I defy you to sit down and write a thoughtful thank you note to a business connection and tell me you did it with a greedy scowl.  I don’t believe you’re that cynical (and I don’t even know you!).  And if you’re sincere, then the odds are very good indeed that your sincerity will come through.

I used to get occasional handwritten notes from the folks at Continental Airlines’ One Pass organization. Were those notes part of an organized plan? You bet. But insincere? No way—someone sat down and hand-wrote a note to me; that is an act of respect, and I felt it.  Are you listening, United?

Try it. Plan on writing a 3-minute note to someone next week.  Who will be the lucky recipient?  And how will you feel about it?

Write and tell me—I’d like to hear about it.

Magic Johnson, Peter Guber and Business Stories

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We all know the power of stories in business. We know too that it’s the heroes who give stories power. The hero may be a person, a brand, a company, or it may be the listener.  When the story and the hero are strong, it resonates with the audience.

Peter Guber and Magic Johnson

In his book “Tell to Win” Peter Guber tells the story of a hero stepping up.  It was Earvin Johnson’s first season with the Lakers.  They had made it to the NBA finals when the legendary Kareem Abdul-Jabbar sprained his ankle and was out for the final 2 games.

Nineteen-year old Johnson stepped up and told the despondent team: “Kareem isn’t here.  I’ll be Kareem.”  He sat in Kareem’s seat on the team plane, played Kareem’s position during practice, and went on to play “the greatest game ever played by a rookie in the NBA.”  In the process, he became Magic Johnson.

The hero of this story is Johnson, of course; but it’s also the listener, anyone who imagines him or herself stepping forward with conviction and assurance.  This story lets everyone in the audience think of how: “I’ll be Kareem.”

My Business Story

The story I used most as a manager I borrowed from Anne Lamott’s priceless book, “Bird by Bird.”

Her brother has procrastinated on a huge school project, a paper on, as I recall, birds of North America.  The night before the due date, he found himself at the dining room table in tears, surrounded by reference materials, not knowing where to start.  Their father sat down with him and said: “Take it bird by bird, son, bird by bird.”

This story got my teams – many positions, many companies, different industries — through tough deadlines, the stress of layoffs and other corporate upheavals, and all kinds of not knowing where to start.

What I love particularly about this little story is that–just like Guber’s story about Magic Johnson–it makes the listener–the team–the hero.  Everyone can start somewhere, taking it bird by bird.

Your Business Story

There are lots of great resources around for improving your story, whether it’s your interview story, your consultant story, or the story of your company or brand.  Here are a few I like:

Who is the hero of the story you tell to prospects and clients? I would love to hear it, in a paragraph or two.

 

Think Before Sending

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What would you do?

That’s what my daughter’s 8th grade class was asked last year. The subject: texting secrets.

One girl had texted to a friend another friend’s embarrassing secret. But she didn’t just send it to one BFF— the text went out to everyone in the class—including, of course, the hapless girl whose secret was no longer.

Sound familiar? I recently received a message sent from one educator to a couple of colleagues regarding a student.  It also went to the institution’s entire mailing list.  This happens a lot in business too.  “Reply all” inadvertently pressed sends messages to the wrong person or people, or to entire lists.  Sometimes those slipped messages lead to a career and/or personal life hurt or destroyed.

The cause: carelessness, haste, anger? Doesn’t really matter. Who would think a simple button on a screen marked “send” could cause so much havoc?

Not Just Another Reply-All Horror Story

We could talk about how to recover from the gaffe via an apology. We could talk about how to use email properly.

Or–we could discuss how these types of issues affect trust.  And they do.  Think of this from the perspective of the Trust Equation.  Sending to the wrong person or group of people reduces Credibility and Reliability.  What gets inadvertently shared decreases Intimacy–after all sharing a secret shows a lack of discretion, even if done by mistake.

Here’s what my daughter learned as a result of this exercise with her class:

  • Double check everything before sending any electronic message (email, text, Facebook, IM)
  • Consider the medium–should the message be sent electronically, or is it better delivered in person or by phone
  • Should it be sent at all, by any medium (is it gossip or otherwise inappropriate to share)
  • Be prepared to do the right thing in the event things don’t work out.

The Big Lesson—Less Is More

As I thought about it, I think the third point—“should it be sent at all”—is by far the more powerful lesson my daughter learned that day.  Think it through.  Take a deep breath.  Count to ten. What’s your role in the situation?  What will the consequences be? Will saying anything really matter in a positive way?

These are profound lessons for all of us.  Adults suffer all the time from not having learned these lessons earlier in life.  How often do we act out and regret later?  How often do we say hurtful things even when we don’t mean to and suffer remorse?  How often do we hurt those we love?

Some time ago I learned from a lawyer colleague I respect and trust, that when it comes to the written and spoken word, less is more.  Shouldn’t we at least think about this before we hit Send?

I think my daughter learned a few rules of email etiquette that day—and one massive lesson about living life as a human being.

I’m pleased it was a topic for an 8th grade class, and it’s not the first time her school addressed real world issues.  I just hope we don’t have to wait for this generation to grow up before these valuable lessons are commonly used in the business community.

Zooming In on 9 New Trust Tips

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We’re lighting up the twittersphere with a series of daily Trust Tips, counting down the work days until our upcoming book, “The Trusted Advisor Fieldbook: A Comprehensive Toolkit for Leading with Trust” is released–October 31, by Wylie Books.

The Trust Tips are concise, practical, and free. They’re published every Monday through Friday, providing easy-to-implement ways to increase your trustworthiness and build better relationships.

Find snippets of insight on Twitter by using the hashtag, a.k.a. pound sign, followed by TrustTip, like this: #TrustTip.  Or go straight to the source by finding us on Twitter at @AndreaPHowe and @CharlesHGreen. We’ve had some good discussions on Twitter and would love to hear from you. We also keep a running tab of all the Trust Tips right here on our site.

See our prior Trust Tips recaps:

Trust Tips Recap: #89-81

#TrustTip 89: Extend yourself—e.g. invite your client to meet you outside of work, share a meal.

#TrustTip 88: Be yourself. Everyone else is already taken.

#TrustTip 87: Find out how your project team defines success & how you can help them achieve it.

#TrustTip 86: Don’t jump to problem-solving–slow yourself down by counting, taking notes, vocalizing expectations.

#TrustTip 85: Humility isn’t thinking less of yourself; it’s thinking of yourself less. Be humble.

#TrustTip 84: Being right is vastly over-rated; we don’t care if you’re right unless you’ve first heard us.

#TrustTip 83: Be self-deprecating, it is a form of graciousness.

#TrustTip 82: Confront issues as they arise—being preoccupied w/ them keeps your attention on your own preoccupation.

#TrustTip 81: Answer direct questions with direct answers.

Closeup on Three Favorites

#TrustTip 89: Extend yourself—e.g. invite your client to meet you outside of work, share a meal. A lot of people confuse intimacy in business relationships with being social, when they’re not the same thing. This tip is less about the meal and more about expanding the scope of your relationship beyond typical professional boundaries. It’s easier for someone to trust you when they can relate to you. Let others in. Talk about something other than what’s on the work agenda. Be a person, not just a pro.

Jim Peterson (@rebalancejim) had an interesting take on this Trust Tip. His suggestion: “Do better–invite your adversary.” There’s a boundary-breaking idea!

#TrustTip 88: Be yourself. Everyone else is already taken. I borrowed this from a heading in Charlie’s second book, Trust-Based Selling. It’s one of my very favorite lines. Often we mistake being trustworthy with being perfect, or with doing and getting things right most of the time. While it’s certainly important to be competent for people to trust you, it’s equally if not more important to be trustworthy by being authentic. I know I’m more likely to trust someone who’s genuinely flawed—with the confidence and humility to admit it—than someone who comes across as faultless, or who tries too hard.

Consider the business value of integrity—being who you claim to be at all times to all people.

#TrustTip 84: Being right is vastly over-rated; we don’t care if you’re right unless you’ve first heard us. Trust and influence go hand-in-hand. The more someone trusts you, the more likely he is to be influenced by you. In the business of advice-giving, it is not enough to be right—you have to earn the right to be right. The key to getting your advice taken has little to do with the content of the advice you give and everything to do with the context of how you listen to others. Fundamentally, you earn the right to be right by listening first. The act of listening itself creates relationship and trust.

That’s my take, anyway. What’s yours?

Share the wealth; tell others about #TrustTip—new tips posted every weekday at 8:30AM, every week until book publication.

Creating a Culture of Trust: Virtues and Values

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This post comes from our upcoming book, The Trusted Advisor Fieldbook: A Comprehensive Toolkit for Leading With Trust, from the chapter on Implementing a Culture of Trust. Tools for trust initiatives include principles, or values, at the organizational level, and personal attributes, or virtues, at the individual level. The chapter explores five tools for implementing trust change initiatives: leading by example, stories, vocabulary, and managing with wisdom. This post explores two diagnostic tools: the Trust Temperament™ and the Trust Roadmap™.

We will be sharing selected portions of the book with our readers leading up to the publication date. The Trusted Advisor Fieldbook will be available from Wiley Books on October 31, 2011, or you can pre-order The Trusted Advisor Fieldbook today.

What Is a High-trust Organization?

Our definition: an organization of people who are trustworthy, and appropriately trusting, working together in an environment that actively encourages those behaviors in employees as well as stakeholders.

Creating a culture of trust requires a different emphasis than do most change initiatives. What works to reduce accident rates, increase customer-centricity, or become ISO-9000 compliant isn’t the same as what’s needed to create a high-trust organization.

Trust is about interpersonal relations. For people to trust and be trusted by others, they must take personal risks and face personal fears in ways that cannot, by their nature, be fully planned and structured in ways that typical change initiatives can rely on.

That suggests a different emphasis: an initiative built around personal change.

Two Keys to Trust Culture Change: Virtues and Values

Creating a high-trust culture boils down to two main thrusts: virtues and values. “Virtues” are the personal qualities that high-trust people embody, and “values” are what guide the organizations they work in. In trust-based organizations, virtues and values are consistent and mutually reinforcing.

We use these words very intentionally, because they’re commonly understood–and common language matters. Each deserves its own word and understanding, and both are required for trust culture change. In our experience, some companies rightly focus on organizational values, but few focus enough on personal virtues.

 

The virtues of trust are personal, and involve your level of trustworthiness and your ability to trust. The virtues of trust are contained in the trust equation: credibility, reliability, intimacy, and self-orientation.

It is virtuous for someone to tell the truth, to behave dependably, to keep confidences, and to be mindful of the needs of others. Unless people take personal responsibility for their own behavior around trust, the organization will never be a trust-based organization.

 

The values of trust are institutional, and drive the organization’s external relationships, leadership, structure, rewards, and key processes. The values of a trust-based organization are reflected in the four trust principles: other-focus, collaboration, medium- to long-term perspective, and transparency. An organization that espouses these values treats others with respect, has an inclination to partner, has a bias toward a longer timeframe, and shares information.

Trust-based organizations take values very seriously. If your organization has never fired someone for a values violation, then either you’ve been astoundingly successful in your hiring and development efforts, or you’re not a strongly values-driven organization.

Diagnosing Trust

To improve virtues and values, it’s helpful to know where you’re starting from—to have some kind of diagnostic. For virtues, there is the trust quotient: for values, there is the Trust Roadmap™.

Virtues.

The trust quotient is a self-diagnostic taken at the individual level, based on the four values of the trust equation.   With individual data aggregated anonymously at the group level, you can profile the organization in terms of Trust Temperaments (the pair of highest-scoring values in the trust equation for an individual), as follows:

Trust Temperament™ Highest Ranked Attributes Motto
The Expert C, R “Lead, follow, or get out of the way.”– Anonymous
The Doer R, I “As for accomplishments, I just did what I had to do as things came along.”– Eleanor Roosevelt
The Catalyst C, I “A genuine leader is not a searcher for consensus but a molder of consensus.”– Martin Luther King, Jr.
The Professor C, S “The important thing is not to stop questioning. Curiosity has its own reason for existing.”– Albert Einstein
The Steward R, S “My goal wasn’t to make a ton of money. It was to build good computers.” – Steve Wozniak
The Connector I, S “It’s not what you know, it’s who you know.”– Anonymous

 

Values.

The Trust Roadmap is a diagnostic tool that surveys the Trust Values across components of organizations, as below:

Collaboration Medium- to Long-Term Perspective Transparency Other Focus
External Relationships
Leadership
Structure
Rewards
Processes

 

Generic and organization-specific questions are developed for each of the 20 cells, and the survey administered to groups of stakeholders: customers, employees, managers, for example.   For example, the question for Leadership and Medium-to-Long Term Perspective might be “Your leaders are willing to sacrifice short-term gains for the long-term benefit of the organization.”

The survey results allow a management team to assess, in a structured manner, where the organizational values that drive trust are being implemented, and where they’re not; how those patterns vary across constituencies; and what they feel the priority should be in addressing the issues.  In short, a Trust Roadmap.

The Trusted Advisor Fieldbook: A Comprehensive Toolkit for Leading With Trust will be published by Wiley Books on October 31, 2011.  Pre-order your copy of The Trusted Advisor Fieldbook today.

Trust, Innovation and Minimalist Management: Ross Smith Redux

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Ross Smith of Microsoft is a pioneer in applying trust to real-world management issues—particularly creativity, innovation and employee engagement.  I first interviewed him in the inaugural issue of Trust Quotes, Trust and Innovation.

Ross first ran Windows Security team for Microsoft and wrote The Practical Guide to Defect Prevention. He recognized the critical need for innovation, and discovered trust as an enabler for getting there—and in turn, the value of games in creating trust.

Since then he’s moved on to Microsoft’s Office Communicator product line, and is working his team magic again.  I saw him in Newark Airport a few months ago, off on one of several global speaking engagements. He’s been cited by Gary Hamel, and just a few days ago agreed to do an ongoing blog for the good folks at SHRM.

To start things off, SHRM interviewed Ross, and included not only great dialogue but a bunch of cool links. Here are the opening lines:

SHRM: What keeps you up at night?

Smith: Nothing. If your work keeps you awake at night, you might have the wrong job.

Enjoy SHRM’s  interview with Ross Smith on innovation, games and minimalist management.