The Industry of Trust

“Progress is impossible without change; and those who cannot change their minds cannot change anything.” ― George Bernard ShawToday we start with Chapter 1 in our Think Again series. A Preacher, a Prosecutor, a Politician, and a Scientist walk into your mind. We often favor feeling right over being right: - Preacher mode when our sacred beliefs are in jeopardy. We deliver sermons to protect and promote our ideals. - Prosecutor mode when we recognize flaws in other people's reasoning. We craft the perfect argument to prove them wrong and win our case. - Politician mode when we are seeking to win over an audience: we campaign and lobby for the approval of others Worse yet, these three personas or modes work together in concert to create some really nasty outcomes. You don't have to browse around on wikipedia or the news for too long until you can see this in effect. During this episode, Tiffany and Robert discuss how to overcome the Preacher, Prosecutor, and Politician modes in ourselves to help accelerate trust with our teams and the people around us. Thanks for joining us today and don't forget to hit the subscribe button or reach out at hello@theindustryoftrust.com.

Today we're thrilled to kickoff a new series on the book Think Again by Adam Grant. This book is about the value of relearning - and rethinking. It's about adopting the kind of mental flexibility to adapt to the complexities of the world around us to be more effective in our personal and professional lives. And, how to encourage the same mental agility in others. That's a tall order! Intelligence is traditionally viewed as the ability to think and learn. Yet in a turbulent world, there's another set of cognitive skills that might matter more: **the ability to rethink and unlearn.** During this series, we are going to tackle each chapter individually and discuss how you can apply it to your professional life and organization. Hopefully the content in Think Again can help you navigate the choppy waters we find ourselves in as we kick off 2022. Thanks for joining us today and don't forget to hit the subscribe button or reach out at hello@theindustryoftrust.com.

Today we talk about https://www.npr.org/2021/06/24/1007914455/as-the-pandemic-recedes-millions-of-workers-are-saying-i-quit (The Great Resignation) and how we, as leaders, can hopefully mitigate this macro-event. Organizations today that do a better job of keeping their people - even if they are experiencing lifetime high attrition - will have a huge competitive advantage over the next 10 years. Thanks for joining us today and don't forget to hit the subscribe button and reach out at hello@theindustryoftrust.com.

Today we dig into the over-use of the term Trust. It seems like organizations are trying to capitalize on the term through targeting a group of people in marketing messaging without going through the actions and behaviors to back it up. Organizations, just like people, build trust through consistent living out of values over time. There is no shortcut. We also dig into the constituent elements of trust as outlined in The Trusted Advisor by David H. Maister are Credibility, Reliability, and Intimacy divided by Self Orientation. Thanks for joining us today and don't forget to hit the subscribe button and reach out at hello@theindustryoftrust.com.

In 2019, business was moving forward at a rapid pace while we all were collectively working on-site, in the office, five days per week. Just like the decades before. In 2020, within the span of around 5 days we all were working 100% remote and have mostly been for the past 15 months. Now, we're talking about figuring out how to collectively come back to work at scale without the global catalyst that enabled the original shift in the first place making it impossible to collectively shift as quickly as before. How do we lead our organizations through the long-journey towards some sort of hybrid work model that looks differently across every organization? How do we remain flexible without overcommitting and forcing ourselves to backtrack based on current events? If I want to work from home more than the average of my peer group, will my career slow down? Listen to find out. Thanks for joining us today and don't forget to hit the subscribe button and reach out at hello@theindustryoftrust.com.

Today we wrap-up our discussion on the Minimally Viable Crisis Leadership Model with the Learn dimension. We talk about making the most of going through a crisis by galvanizing the hard-won skills, wisdom, and experience built from navigating a crisis - either successfully or unsuccessfully. If we don't learn from the situations presented to us, we run the risk of repeating our mistakes in the future. If you want more details on the full framework, check out this overview post: https://robertgreiner.com/leading-through-crisis/. Thanks for joining us today and don't forget to hit the subscribe button and reach out at hello@theindustryoftrust.com.

Today we continue our discussion on the Minimally Viable Crisis Leadership Model with the Forgive dimension. We have a terrible habit as humans to forgive ourselves quickly when we make mistakes - by knowing and assuming our own positive intent - and not offering those around us the same grace. We tend to attribute behaviors we don't like to maliciousness, stupidity, apathy, or any other number of derogatory terms. In today's episode we talk about how to combat that tendency as leaders, especially during a crisis when the stakes are higher and we tend to be more sensitive to our mistakes and the mistakes of others. If you want more details on the full framework, check out this overview post: https://robertgreiner.com/leading-through-crisis/. Thanks for joining us today and don't forget to hit the subscribe button and reach out at hello@theindustryoftrust.com.

Today we continue our discussion on the Minimally Viable Crisis Leadership Model with the Communicate dimension. In good times, we rarely communicate as effectively or regularly or with the right people as we should. Just like the rule-of-thumb with decision making speed - you should be communicating around 5-10x more than feels natural. Use asynchronous communication to your advantage here. Create audio/video artifacts that can be shared, edited, and consumed at leisure. Everyone around you is not always ready to listen when you are ready to speak - especially in a crisis. And, most importantly, don't forget communication with your closest family and friends - your life is going to be different for a little while, make sure everyone knows what's going on in your head and how you are planning on operating so they know what to expect from you. If you want more details on the full framework, check out this overview post: https://robertgreiner.com/leading-through-crisis/ (https://robertgreiner.com/leading-through-crisis/). Thanks for joining us today and don't forget to hit the subscribe button and reach out at hello@theindustryoftrust.com.

Today, we continue our discussion on the MInimally Viable Crisis Leadership Model. A leadership framework for effectively navigating crises. In a crisis, time kills. You must make decisions faster than you feel comfortable - and most of the time without all of the context you with you had. First, decide you want to be part of the solution. During some crises, you will not be in a position to help. That's OK, not everyone needs to run into the burning building (just don't get in the way if you aren't in a position to help). After that, have a https://www.wannagrabcoffee.com/episode/thought-leadership (perspective) about what you think the future holds and what the best path forward is - then go and make adjustments over time. Effective and rapid decision-making will have an outsized impact on the ripple effects you are creating into the future. If you want more details on the full framework, check out this overview post: https://robertgreiner.com/leading-through-crisis/. Thanks for joining us today and don't forget to hit the subscribe button and reach out at hello@theindustryoftrust.com.

Have you ever experienced feedback so on-point that it completely changes the way you operate in your professional life? As we grow in our careers, the ability to get timely and regular feedback diminishes exponentially. Today, we discuss some of the benefits of leveraging vulnerability as leaders to help create more positive feedback loops in your career through sharing growth areas. Thanks for joining us today and don't forget to hit the subscribe button and reach out at hello@theindustryoftrust.com.

In today's episode, Tiffany and Robert discuss a new book in the positive psychology space https://www.goodreads.com/en/book/show/49625550 (Transcend: The New Science of Self-Actualization) by Scott Barry Kaufman. We discuss the newly imagined Sailboat metaphor as a way to think about personal and organizational wellbeing and how the pandemic's effect on our lives hampers our ability to grow and do creative work. Thanks for joining us today and don't forget to hit the subscribe button and reach out at hello@theindustryoftrust.com.

Today we start a series on leading in a crisis by covering the Minimally Viable Crisis Leadership Model. When times are good, we can get lulled into a false sense of security or competence in our personal and professional lives. Then, one day, the game changes, and we find ourselves in the middle of a crisis - seemingly out of nowhere. In times of crisis, leaders must focus on what they can control and we have developed a simple model to help you get moving in the right direction - especially if you don't know where to start: Decide to be part of the solution, and make decisions quickly Communicate frequently with those around you (5x more) Forgive yourself and others Learn from this experience and your mistakes Thanks for joining us today and don't forget to hit the subscribe button and reach out at hello@theindustryoftrust.com.

Today, Tiffany and Robert discuss the benefit of defining Rules of Engagement for your team as a way to clearly set meta-expectations for the group and facilitate the building of trust over the long term. Tiffany gives a real life example of an executive team she lead in her previous role that used the following three rules of engagement: Judge positive intent Talk to one another, not about one another Make the entire team successful On the surface, these may seem straightforward - and they are - but the consistent implementation over time is the true challenge for a leader. Thanks for joining us today and don't forget to hit the subscribe button and reach out at hello@theindustryoftrust.com.

How do we, as leaders, build trust when there isn't enough time? Today we discus how leaders can build trust rapidly on a team. We start with the classic Five Dysfunctions of a Team framework and double-click on each area how we can use it to effectively lead and build trust in times of crisis. Thanks for joining us today and don't forget to hit the subscribe button and reach out at hello@theindustryoftrust.com.

2021 is 15% over already. It seems like we are still talking about how bad 2020 was, and - in the blink of an eye - our runway for achieving our best work in 2021 is 15% gone. In today's episode, we check in on our 2021 goals, talk about what distracts us from meeting those goals and provide some guidance on what to do about it. It's clear we are all still recovering from a bad year, so give yourself some grace, take a step back, assess where you are and where you want to be, and move forward in that direction. Thanks for joining us today and don't forget to hit the subscribe button and reach out at hello@theindustryoftrust.com.

Today Tiffany and Robert discuss the future of Leadership and Organizational development in light of the events of the last few years. In a https://www.forbes.com/sites/dedehenley/2020/12/19/2021-leadership-resolutions-to-find-success-in-our-changing-world/?sh=68f7e9226fab (recent Forbes article by Dede Henley), she talks about the emergent nature of leadership in 2021 and beyond and identifies five elements of future leadership. According to Henley, only around 18% of us as leaders are equipped with the skills and mentality needed to succeed post-2020. S - Spiritual P - Physical I - Intellectual N - iNtuition E - Emotion These SPINE elements paint a more holistic version of what it will take to survive and thrive as a leader and human as we look to transition successfully to an after-COVID world. https://www.forbes.com/sites/dedehenley/2020/12/19/2021-leadership-resolutions-to-find-success-in-our-changing-world/?sh=68f7e9226fab Thanks for joining us today and don't forget to hit the subscribe button or reach out at hello@theindustryoftrust.com.

Today, we finish up our series on The Seven Deadly Leadership Sins with, Pride. Organizational Pride is especially tricky to deal with as leaders, at scale, because it encompasses other Deadly Leadership Sins. However, the good news is that if you can successfully mitigate Organizational Pride, you may have an easier time avoiding other leadership sins as well. but at the meta level, if one leader changes. Their perspective on the way they see themselves and the way they see their interactions with others, it will make all of the other deadly sins easier to address and some just go away.Simply put, Organizational Pride is the inability or unwillingness to listen. It's the outright rejection of the correct path because we collectively feel like we know better. Most of the time, we can mitigate this at the moment-in-time we realize we made a bad decision as leaders - but we are often too afraid to act or change course because of the potential negative implications. Organizational Pride also rears its ugly head with a myopic focus on "the plan". Sometimes, as leaders, we get too focused on delivering against a rigid plan, that we fail to notice when the ground underneath us shifts and we must adapt. The remedy to Organizational Pride is to first start being honest with yourself about your mistakes, and then to other people. Next, re-examine your incentive structure and the gravitational pulls towards self-centered behaviors. Finally, work to redefine your organizational's success criteria to be success focused, where the only way to win is if your peer/neighbor wins. Thanks for joining us today and don't forget to hit the subscribe button or reach out at hello@theindustryoftrust.com.

In today's episode, Tiffany and Robert continue the discussion on another Deadly Leadership Sin: Envy. Envy within an organization can take a dangerous internal or external focus. Internally, we shift the focus on measuring effort at the expense of customer-focused metrics as a way to avoid responsibility and diminish the impact of negative outcomes. Externally, we become myopically focused on our competitors trying to duplicate what is already done - instead of focusing fanatically on our customer's needs and moving our decisions towards them. As a remedy, Tiffany shares a hard-won series of six customer satisfaction questions to help fight against Organizational Envy and become more customer focused in the future. These have a bit of a professional-services bent to them but should serve as a solid starting point for any leader looking to fight the negative impact of Envy within their organization: Are we making you successful? Do you view us as a strategic partner? Do you believe you have access to the best talent to meet your needs? Are we helping your boss look good? Do you feel like we are invested in you? What is our pain-to-value ratio? How difficult are we to work with based on the value we provide? Thanks for joining us today and don't forget to hit the subscribe button or reach out at hello@theindustryoftrust.com.

In today's episode, Tiffany and Robert discuss our next Deadly Leadership Sin: Wrath. In organizations, Wrath can take many forms mostly centered around "radio silence" - simply a refusal to address or deal with problems within the ecosystem. As before, we discuss potential remedies which start at the top (big surprise) and may need some more specific ground rules or outside coaching. Thanks for joining us today and don't forget to hit the subscribe button or reach out at hello@theindustryoftrust.com.

In today's episode, Tiffany and Robert discuss the fourth Deadly Leadership Sin: Sloth. In an organization, Sloth looks like taking the path of least resistance. We are not saying "Leaders are Lazy" or lack professional will. Rather, as leaders, we tend to default to praising and rewarding our high performing superstars while simultaneously ignoring our poor performers or toxic employees. Data suggests that the toxic employees are more damaging to your organization than superstar employees are helpful. In human interactions, repelling forces are always more powerful than forces of attraction. The remedy here is simple to understand but difficult to implement. First, is to set ground rules on the team, that everyone contributes to and agrees on. Next is to provide feedback (positive and negative) when behaviors misalign with those ground rules. As a leader, setting the example, communicating the ground rules, and providing regular, consistent, and timely feedback is critical to avoid Organizational Sloth. Thanks for joining us today and don't forget to hit the subscribe button or reach out at hello@theindustryoftrust.com.

In today's episode Tiffany and Robert discuss the third Deadly Leadership Sin: Greed. Greed is an especially difficult sin to identify and remedy because it fills the space of what you don't hear. So, today's episode is about finding signals in the noise. Greed, simply put, assumes customer obsession. Almost every initiative starts with the customer at the center, but we tend to drift in other directions towards priorities and metrics that are easier to measure and provide more comfort - versus focusing on what really matters. We leave the end user or customer out of the conversation. The key remedy here is to focus on bringing the customer's voice back into the discussion and making sure the team is myopically focused on that above all else. Thanks for joining us today and don't forget to hit the subscribe button or reach out at hello@theindustryoftrust.com.

In today's episode Tiffany and Robert discuss the second Deadly Leadership Sin: Gluttony. Within an organization, Gluttony looks like feeling short changed. Gluttony can sound like: "If only I had more training" or "If only I had more marketing support" or "If only I had more resources" Gluttony is the behavior of constantly taking without any clear articulation of how these resources will be used to win. Luckily, there's a remedy for Gluttony and insatiable behaviors within an organization. First, define very clear and agreed upon priorities. Before a team can start down a path, they should be really clear about what the business outcomes and priorities are. Second, as a leader, ask "But what if it could...?" to engage in some blue sky thinking. "If I removed your obstacles, then what would happen? Thanks for listening and reach out any time at hello@theindustryoftrust.com.

In today's episode Tiffany and Robert discuss the first Deadly Leadership Sin: Lust. Within an organization, Lust looks like inflexibility and creating false dependencies that lead to blame shifting over time. We've all heard it before: "We can't get started until we have X" or "We can't approve this until we get Y" (when Y was never required). Luckily, there's a remedy for Lust and inflexible behaviors within an organization. First, feedback. Leaders must identify what inflexibility "sounds like" within an organization and provide timely feedback to their team when they see it. Second, Leaders must facilitate an environment of trust. Teams that increase trust will be less likely to engage in inflexibility. Check out https://www.goodreads.com/book/show/21343.The_Five_Dysfunctions_of_a_Team (The Five Dysfunctions of a Team) by Patrick Lencioni. Start with "Yes, And..." Finally, we provide a simple heuristic for identifying flexible and low-dysfunction team members: "I would want to work with this person again". Thanks for listening and reach out any time at hello@theindustryoftrust.com.

Today, we share a recording of a recent presentation Tiffany gave to a group of executives around The Seven Deadly Leadership Sins and How to Get to The Good Place. In this discussion Tiffany outlines seven critical flaws that create dysfunction within an organization and remedies to get through each of them. This is a great conversation for any leader looking to accomplish more within their organization. Thanks for listening and reach out any time at hello@theindustryoftrust.com.

Today, we discuss the origins of The Industry of Trust Podcast. We talk about the practice of leadership as a life-long journey that never ends and the importance of adapting existing frameworks to suit individual practical situations - especially in times of crisis. We hope you enjoy the episode. Feel free to reach out anytime at hello@theindustryoftrust.com.

In our first episode, Tiffany and Robert discuss bringing a trust-based leadership approach to the podcast and cover what to expect in future episodes. If you'd like to get in contact, feel free to reach out at hello@theindustryoftrust.com.