Podcast appearances and mentions of Charles H Green

#219Finding trustworthy people to work with is probably the biggest challenge facing remote investors of UK Property. Charles H Green is the author of The Trusted Advisor and founder of Trusted Advisors Associates.He has been exploring, researching and advising on TRUST for more than 25 years.Few people on the planet know as much about the topic of trust as Charlie.We discuss:Two sides of trust: Trust involves both being trustworthy and being willing to trust others. You have to focus on both.Reciprocity drives trust: Trust is often reciprocal—when you show trust, others are more likely to trust you in return.Taking risks is necessary: You can't build trust without taking some level of risk. Playing it safe all the time leads nowhere.Transactional relationships hinder deep trust: Approaching interactions as one-off transactions limits the potential for strong, trust-based relationships.Intelligent risk is key: Trusting everyone is naïve, but starting with a default of intelligent trust (and waiting to be disproven) opens more doors.Practical actions matter: Demonstrate transparency and be willing to admit when you don't know the answer—it builds credibility and trust.The Trust Equation: Trustworthiness = (Credibility + Reliability + Intimacy) / Self-Orientation. Intimacy (emotional safety) is the strongest factor.Self-orientation reduces trust: The more you're focused on yourself (nervous, self-absorbed), the less trustworthy you seem.Women and older people appear more trustworthy: Data from Charlie's Trust Quotient (TQ) self-assessment shows women outperform men on intimacy, and trustworthiness increases with age.Listening is crucial: True listening (to make others feel heard, not just to collect info) initiates and strengthens trust.Building trust can be rapid: Trust doesn't necessarily take years—it can be established quickly through genuine, meaningful interactions.Trust-creation process: The key steps are: engaging, listening, framing (posing hypotheses), envisioning, and committing.Institutional vs. personal trust: Institutional trust is “thin” and relies on reputation and track records; personal trust is “thick” and more emotionally nuanced.Testing and mitigating trust: Responsible due diligence is important, but one of the best ways to assess someone's trustworthiness is to trust them first in small ways and see how they respond.This episode is the sequel to #215 Don't Know Who to Trust in UK Property?I'd Like Help With Setting My GoalsExclusive Property Engine discounts (Code: EXPAT)Starter package: 30 day trial instead of the usual 14Pro package  30 day trial, then 3 months 1/2 price Ultimate package launches that will be the same, 1/2 price for 3 monthsLeave a reviewJoin our WhatsApp  group / access  37 Question Due Diligence Checklist / 23 Step Guide to Buying Property at AuctionInstagramKeywordstrust, UK property investing, remote investing, expat investors, finding trustworthy people, The Trusted Advisor, trust equati

Are you a customer experience leader facing roadblocks when trying to get your initiatives approved?   In this episode, Mark delves into the power of trust with Charlie Green, co-author of "The Trusted Advisor," to uncover strategies for breaking through bureaucratic walls and fostering buy-in.   Key discussion points include: The importance of building strong relationships with your leaders and understanding their priorities. Why expediency can backfire and how taking the time to connect with stakeholders can save you time in the long run. The Three Levels of Listening: Learn to listen beyond the facts to uncover the context and emotional meaning behind what others say. The Trust Equation: Discover how credibility, reliability, intimacy, and self-orientation impact your trustworthiness and how to identify areas for improvement. Practical tips for building intimacy and creating a safe space for open communication. The significance of role-modeling trustworthiness as a leader. Tune in to gain valuable insights on cultivating trust, overcoming resistance, and driving meaningful change within your organization.   Bonus: Charlie shares a link to a trust assessment tool that can help you identify opportunities to deepen trustworthiness. Link to TQ Assessment: https://trustsuite.trustedadvisor.com/ Other resources: Building Trust with Key Stakeholders, The Delighted Customers Podcast with Charles H. Green - https://www.empoweredcx.com/podcast/episode/28000408/building-trust-with-key-stakeholders-author-charles-h-green The Trusted Advisor (book) - https://qrcd.org/5RkY The Four Trust Factors (book) - https://qrcd.org/5Rkc The Trust Equation explained - Trust Matters Blog - https://qrcd.org/5Rkn   Meet Charlie: Charles H. Green is an author, speaker and world expert on trust-based relationships and sales in complex businesses. Founder and CEO of Trusted Advisor Associates, he is author of Trust-based Selling, and co-author of The Trusted Advisor and the Trusted Advisor Fieldbook.  He has worked with a wide range of industries and functions globally.  Charles works with complex organizations to improve trust in sales, internal trust between organizations, and trusted advisor relationships with external clients and customers.  Charles spent 20 years in management consulting. He majored in philosophy (Columbia), and has an MBA (Harvard).   A widely sought-after speaker, he has published articles in Harvard Business Review, Directorship Magazine, Management Consulting News, CPA Journal, American Lawyer, Investments and Wealth Monitor, and Commercial Lending Review.   More about Charlie: https://trustedadvisor.com/consultants/charles-h-green  

‍Ever wonder why some patient interactions just click while others fall flat?In episode two of the Ground Marketing Series, we explore the powerful intersection of human behavior and effective marketing strategies. By tapping into the science of trust and first impressions, you'll learn how to craft genuine connections that resonate. We delve into fundamental principles such as the Trust Formula, where credibility, reliability, intimacy, and minimized self-interest work in harmony to build a strong foundation. Discover why mastering the art of first impressions through nonverbal cues like eye contact and open body language is your key to rapid trust-building.Harness the Reciprocity Principle by understanding the power of giving first to foster a sense of gratitude and trust among potential patients. We'll guide you through using the familiarity effect, social proof, and loss aversion to create compelling marketing strategies that emphasize connection and urgency. Transform your storytelling approach by weaving emotionally resonant narratives that leave lasting impacts. Additionally, learn how small commitments can pave the way for deeper patient engagement, setting the stage for success in practice growth.What You'll Learn in This Episode:Techniques to establish trust with potential patients quickly.The importance of nonverbal communication in making a positive first impression.Tactics for leveraging reciprocity and social proof effectively.How familiarity and repeated brand exposure foster trustworthiness.How to evoke urgency through loss aversion in marketing strategies.Storytelling methods that create emotional connections with patients.The role of small commitments in building long-term patient relationships.Tune in now to boost your ground marketing techniques with proven psychological insights!‍‍Learn More About the Ground Marketing Course Here:Website: https://thedentalmarketer.lpages.co/the-ground-marketing-course-open-enrollment/‍Other Mentions and Links:‍People:Joshua ScottDr. Christopher PhelpsRobert ZajoncP.T. BarnumDaniel KahnemanAmos TverskyRobert Cialdini (Cialdini's Six Principles of Persuasion)Seth Godin "Facts tell, stories sell"‍Books:Influence: The Psychology of PersuasionThe Trusted Advisor‍Marketing Tools/Services:Google AdsStudio 8E8‍If you want your questions answered on Monday Morning Episodes, ask me on these platforms:My Newsletter: https://thedentalmarketer.lpages.co/newsletter/The Dental Marketer Society Facebook Group: https://www.facebook.com/groups/2031814726927041‍Episode Transcript (Auto-Generated - Please Excuse Errors)‍Michael: The psychology behind ground marketing. So I hope you enjoyed the overview of ground marketing. Now, this is the psychology behind ground marketing, understanding human behavior and building trust. This is essential to know how to ground market effectively.Now, ground marketing is more than just physically reaching out to potential patients. It's about forming genuine connections that lead to long term trust. Now to master ground marketing, you have to understand the psychological principles that govern human behavior, influence decision making and establish credibility.Now here's some unique and profound and researched back insights into how psychology applies to ground marketing, ensuring a strong and lasting impact. First thing is the trust formula. Now this is the psychological blueprint trust. Equals credibility, plus reliability, plus intimacy and self interest.Okay. That's by Charles H. Green in the Trusted Advisor. Now, the key to effective ground marketing is to maximize credibility, reliability, and intimacy while minimizing perceived self interest. The moment people feel like they're being sold to, they instinctively raise barriers. However, when approached with genuine care, expertise and value, they become open to engagement. Number one, credibility, right? Can they believe what you say? Do you have expertise, professionalism and brand presentation that all matters? Credibility, reliability. Can they count on you to follow through?So showing up consistently fosters subconscious trust. This is why we say, Hey, be consistent with your ground marketing. It proves reliability and three intimacy. Do they feel safe sharing their problems with you? So that means you've got to have empathy and active listening. That's crucial. And then for self interest, if your motives seem profit driven, if you look way too ambitious, people withdraw instead.Frame your marketing as helping rather than selling. So that's number one, the first principle, the trust formula.Two is the science of first impressions. Now, this is amazing. Seven seconds to win or lose trust. That's all you have. Neuroscience suggests that people form impressions within seven seconds of meeting someone. These impressions are 70 to 80 percent emotional. And it's based on nonverbal cues, such as body language, tone of voice, and facial expressions.So keep these things in mind right now. One, eye contact and open body language. Studies show direct contact without staring, don't make it weird, this increases perceived trustworthiness. Open palms signal honesty. kind of like a hug, right? Or you're going in for a handshake. Two is mirroring. Subtly mirroring someone's gestures and speech patterns build subconscious rapport.So if they're like, yeah, you know, I'm not feeling so Mirror that, Oh, you're not feeling so well. Yeah, kind of a thing. Okay. And then three is dopamine and the power of smiling. As you know, people can tell when you're smiling over the phone, right? A genuine smile releases dopamine, increasing positive emotional associations.So how can you apply this? Well, When engaging with potential patients at local events or businesses, right? Your physical presence is just as important as your words. Approach with open energy, a welcoming tone and attentive listening to establish an instant psychological connection. So do those three things, okay?That is the science of first impressions. Number three, this is something we talked about in the first episode. The reciprocity principle. Why giving first works. Christopher Phelps is huge on this. I know that This is a book influence written by Robert Childenny and it's the psychology of persuasion.And he mentions people feel obligated to give back when they receive something of value. So one of the strongest psychological drivers in ground marketing is reciprocity, the social norm that compels people to return a favor. So in marketing, this means. Providing upfront value without expectation, which naturally triggers a desire to reciprocate.Three things on how you can do this. Number one, tangible reciprocity. So like you're giving free samples, exclusive discounts, or helpful resources, right? That's one. Two, social reciprocity. Offering a warm introduction, referring someone to another trusted business or providing helpful advice that builds goodwill and three emotional reciprocity, expressing genuine appreciation and making the interaction about them rather than you fosters deep engagement.So you can apply this like this instead of immediately trying to pitch a service, offer a small unexpected gift or insight. Maybe a dentist at a farmer's market might give away customized smile friendly snack packs while offering oral health tips tailored to the audience, right? Hey, have some snack packs on us for free as you tour the farmer's market.You're doing this principle when you apply that. And so much more, right? So that's the reciprocity principle. Now, number four. the familiarity effect, how repeated exposure builds comfort. This is huge. Okay. There's something called the mere exposure effect. Now, the more someone is exposed to a brand, the more they subconsciously trust it, this psychological principle was first identified by psychologist Robert And he suggests that familiarity breeds likeability and credibility. Now there's three things to this. Number one, repetition, which equals trust, right? People need multiple positive encounters before making a decision. His community presence, repeated appearances at local events, schools, and businesses reinforce familiarity and three consistency in messaging using the same colors, slogans, and branding strengthens brand recall.So that's huge, by the way, don't continue to change a ton of numbers based on I'm using this number to see the ROI. Now we're using this number for mailers and ads to see the ROI. Now we're using this number to see the ROI for Google ads. It's too many numbers. There's no consistency in that, be consistent.Now, when it comes to ground marketing, successful ground marketers maintain a visible, non intrusive presence within their target community, instead of a one time event. Aim for monthly engagements at key locations, ensuring Potential patients feel comfortable seeing and recognizing the brand.this is huge. So if you feel you went to an event and that event was great, fantastic. And you go another time and it was great, fantastic. Continue to show up at this event. So I'm going to give you an example. Let's just say you do an event at a daycare and every month they allow you to go in there and set up a booth and it goes good.Continue to show up to that one. Instead of trying to do a ton of other events. One time only you could do one here and there, but make sure you build a foundation in specific locations, especially if that's where your target demographic is. So that's four. That is the familiarity Five is the social proof. People follow what others endorse. P. T. Barnum says nothing draws a crowd like a crowd. Now humans are wired to follow the lead of others. A concept known as social proof.When people see others endorsing a business, they feel safer engaging with it. Three things you need to do with this. Number one, strategic testimonials. Instead of generic reviews, you story driven testimonials featuring real customer experiences. This is why video testimonials are huge. Video testimonials gone are the days where you write down the testimonial and then put the patient's name and no pictures there or anything.It's just. A word and a random person's name, that's gone. That's dead. Don't do that no more ever again. If that's on your website, take that out I guess the second best thing you can do is picture testimonials, right? Like actually having the patient's face and then the wording, but video testimony, okay. So strategic testimonials, that's number one. Two is live demonstrations, publicly showcasing a positive customer experience creates a ripple effect. So continue to do that. And three is influencer and community partnerships. And we're going to talk about this later on.In a couple episodes, but influencer and community partnerships aligning with local influencers, well known figures, or community leaders enhances credibility. And you can apply this like this. You can encourage happy patients to leave video testimonials at community events. Alternatively, showcase real time transformations right before and after smile previews in public settings to drive curiosity.So show the before and afters, real life testimonials, show the video testimonials, but at the same time, if you're at a huge event you know, some of your patients are going to be there, take advantage of that they're on a dopamine effect right there. Endorphins are running.They're excited to see you. Hey, can you do a video testimonial for us right now? So that is social proof. Number six. Loss aversions. Why people fear missing out.Now, Daniel and Amos, Daniel Kahaneman and Amos Berski, they mentioned people are twice as motivated to avoid losses than to gain equivalent. The principle of loss aversion suggests that people hate missing out more than they love gaining something new. This is why time sensitive offers, exclusivity, and scarcity based promotions work so well in ground marketing.Give me an example. It's a limited time offers, The first 10 signups get free teeth whitening. Watch when you do that, how quickly people will run and sign up. And it's up to you at that point to say, you know what? I'm going to extend it 10 more just for right now, just because of you, I'm going to give you one more free one, right?One more free one. And you can continue to add that and say that to every single person. Everybody can get it. A hundred people can get it right. But you can say, I'm going to give one more free one just for you. They're going to feel extra special. The person signing up. And trust me, they're going to feel extra obligated to show up to that appointment to limited time offers.Second is scarcity effect. We only have 20 appointments slots available this month. Scarcity, right? FOMO, fear of missing out, creating a social momentum, right? Join 200 plus families in our smile club. Things like this encourages action. So create something, the social momentum. And you can apply like this, use subtle urgency when speaking to potential patients.For example, instead of saying we're offering a free consultation, say we have a few free consultations left this month. Would you like to claim one? And you can even get specific, we have three, we have two consultations left this month for free. What's your name and number? So I can put you down, right?Because it's gonna run out. And then watch them put their name and number down. So that is the loss aversion. This you can call it FOMO almost, right? Why people fear missing out. Seven, the power of storytelling. Emotion beats logic. Now you hear Joshua Scott from Studio 88 talk about this quite a bit, So facts tell stories sell. That's by Seth Godin. People don't remember statistics. They remember stories. Ground marketing thrives on relatable, emotionally compelling narratives that make impact. Give you an example before and after patient stories. Share real experiences where treatment changed someone's confidence or life.We know it changes smiles, but how did it change their confidence? How did it change their life? Share that personal journeys. Why did you start your practice? Authenticity breeds connection. Always, if you are a startup, if you haven't opened up yet and you're listening to this right now, please share that in your social media, share that story, share your personal journey.Why did you start your practice? Ask yourself that push record and just riff. Just talk why you started your practice. This is the beginning of your journey. You're going to see a lot of connections happen this way in a lot of new patients. And then three is emotional hooks, right? Use sensory language and patient driven success stories to make your message resonate.I'll give you an example of how you can do this. Instead of simply listing services, tell a short, powerful story at community events. For example, Last year, a mother came to us worried about her son's self confidence due to his teeth. He was being bullied. After Invisalign, he now smiles in every school picture.Look at the before school pictures. Look at the after school pictures. After Invisalign. Look at his confidence. Look how his life is changing. This kid will remember this forever. He will remember what you did forever. You changed his life. That's why we love what we do. And kind of continue with that point on right stories like these create an emotional anchor, making your brand more memorable.So that's the power of storytelling. Eight is the commitment principle. Now these are all principles when I'm mentioning involved in ground marketing, okay, the commitment principle, small yeses. Lead to big yeses. This is so huge. Robert Chiodeni says people who commit to small actions are more likely to commit to larger ones later.By getting people to say yes to a minor request, they become psychologically inclined to say yes to a bigger one.And I'll give you three examples of this, right? Micro commitments, a small step like signing up for a free newsletter makes them more likely to book an appointment. So have that two surveys and engagements. Asking simple questions like, Hey, do you floss daily increases their investment in the conversation.And it doesn't have to be about teeth either. It can be simple questions, open ended questions, right? That you're asking to the patient and then you want them to open up a little bit more, getting them to say yes in those situations or prime them to say yes in bigger situations, especially in real life when you're talking to them.So I like that a lot. And then three is loyalty and follow ups, rewarding small commitments, Give them a welcome kit. Thank you for coming in. Here's your welcome kit, right? Kind of A thing. It builds long term loyalty. And you can apply this like this. Instead of immediately asking people to schedule an appointment, start with low stakes commitments sometimes.Would you like a free smile assessment to see how your teeth could look? Once they engage, they're more likely to take the next step. So that's it. Those are the eight principles involved. In, ground marketing. Now the final thought, trust takes time, but it pays off, right? The psychology behind ground marketing revolves around trust, familiarity, and reciprocity.Now, when you apply these principles strategically, you create a system where people feel comfortable, engaged, and naturally drawn to your brand. The psychology behind ground marketing when it comes to all of this is that you really want to make lasting connections that convert into loyal patients.Every decision, a potential patient makes is influenced by subconscious biases, emotions, and behavioral triggers. Always remember that. I hope this is helpful, now I want to dive into some examples right now on how you can utilize some of these principles from the get go. Right? So number one was the trust formula, right? And we discussed what it meant, Credibility, reliability, personal connection. And then you want to have Less of a perceived self interest, So if you're marketing at a local school event, you know, you're wearing a branded polo display, a well designed clutter free banner, and you simple expert backed messaging, So you can say stuff like, Hey, did you know, 42 percent of kids have cavities by age 11. Let's help your child avoid that, right?If you're doing a specific presentation and parents are there. You want to frame yourself as an expert without feeling like a sales pitch and something like that will help you, but you want to say it in an emotional way, right? From the other things that we, learned from. So that would be more of the credibility.You're establishing yourself credible when it comes to the trust formula. Remember it's credibility, reliability, personal connection. So credibility, that's a good way. Reliability is, Hey, if you partner with a local pediatrician, don't just drop off business cards. Like I've told you, right?Instead. Set a recurring schedule. Dr. Smith, would it help if I came in once a month to answer parents questions about kids dental health? Now, this makes you reliable and on top of mind for referrals. More times out of not, they will say, Yeah, you know, we can create something for the community or we can do that.We can partner up. Reliability. You're building something together. You're seeming reliable. And third is personal connection, right? Now, personal connection, an example of application for this is if a parent at a community event expresses concern about their child's teeth, don't just push a service.Instead, relate personally. Say something like, I totally understand. I have young kids too. I always remind them that brushing is like feeding their teeth good food. Now, this builds emotional trust rather than feeling transactional. You're giving them something they can use when they get home too.And then finally, self interest, An example of this is, instead of saying, we're offering a special on teeth whitening, would you like to book? Say, a lot of people are surprised how much whiter their teeth can get with just one session. I mean, Look at the before and after pictures. Do you want to see a quick before and after preview?For you, we can make that happen, right? This picks curiosity and engagement leading to an easier yes. So these are things you can utilize, especially with the trust formula. Now, when it comes to number two, first impressions are everything. Remember the seven second rule, an example on how you can apply.This is at a local health fair. Don't sit behind a booth looking at your phone. Never ever do that. I can't tell you. And we're going to discuss this in further on how to perform for optimal results at a booth in a later episode. But this is my biggest annoyance when you see someone doing this.Stand up, make eye contact and offer a warm greeting, approach people with a natural question even, You can approach them with, Hey, how's it going? That's a question. But approach people. Have you ever seen what your smile could look like with Invisalign? Let me show you a quick digital preview, right?And then you show them. This makes interactions engaging and welcoming rather than, just pushy. First impressions are everything. Stand up, make eye contact and offer a warm greeting. No. You have to turn it on for those hours. Okay. And like I said, we'll discuss that in a later episode.Reciprocity. Number three, give first and they'll want to give back, right? An example of this is at a local gym, instead of saying, Hey, here's my business card, call us if you need a dentist, say, Hey, would your members find it helpful if we provided free sports mouth cards for youth athletes? For the young ones, If this is one of those type of gyms where they have a sports team and things like that, this works fantastic. They now feel obligated to reciprocate by recommending your practice when you do this. And it happens. Be as involved as you can be. Push the limits when it comes to this. Don't just sponsor something.Don't just make free mouth guards. The name of the game is never convenience in these things, right? Have them go to your practice, have them come to your operatory, get fitted. You know what I mean? Have their families come in because you want their families to become your patients too. There's so much involved in this.And like I say, this is going to be in a later episode as well on how to do this effectively, especially with, want to sponsor like teams and things like that. So number four is the power of, Familiarity. So the more they see you, the more they trust you. An example on how to do this is if you want to create an ongoing partnership, you can say, Hey, we'll be at a local coffee shop every Saturday, offering free coffee for new patients.When you do the coffee shop strategy, which is found in the ground marketing course, you're able to set up at the coffee shop as much as you want. And when you do that, you're able to bring people there as much as you want to, and the coffee shop loves it. And by showing up repeatedly, potential patients become more comfortable with your brand.Now, that's just one thing. Imagine showing up consistently at a gym, consistently at a school, at a senior home, at an apartment, where you feel, hey, I'm going to get a lot of new patients. I saw great results the first event, I'm going to continue to go. Be consistent. You want to be familiar with them. Five was social proof, right?People follow the crowd. Instead of saying, hey, we offer family dentistry services. Say, did you know over a hundred families in this area trust us for their dental care? And this can be written in your marketing material because it leverages social proof and it makes people more likely to consider your practice.Six with scarcity and urgency, people hate missing out. So instead of saying at a school event, we're offering free dental checkups. You can say, Hey, we're only offering 10 free checkup slots for families at this event. I can save you one right now. What's your name and number that creates urgency and drives immediate action.So you can continue to do these things, When it comes to how to apply it, we're going to make specific episodes just for these events, just for these locations, just for these businesses. if you ever wondered. And wanted to know how to get into a school ground market and get the children, the teachers, the staff to come in.We're going to do an episode on that, on gyms, on farmer's markets, on partnerships, on a lot of things, This is it. revealing it all here but if you want to know now and you want the strategies written down and you want the actual real life examples, you want to see me actually call some of these businesses, you want the Excel sheets, you want it all.There's a ground marketing course, and in that ground marketing course, you're, it's like one on one with me, right? And I continue to add to that course as well. And I'm going to put a link to that in the show notes below. Or you can just Google the ground marketing course and see what everybody else is saying about it.Now it's helped their practice as well. hope you enjoy this episode. Feel free to check out the ground marketing course. If you do, I'm excited to see you in there. And the next episode, we're going to be discussing setting up for success, ground marketing foundations, and we'll dive deeper into that.Thank you so much for tuning in and I'll talk to you in the next episode.

What does it take to make your borrowers so happy that they can't stop talking about their experience? In this episode of The Art of SBA Lending, Ray Drew is joined by a panel of SBA lending pros to discuss how to elevate your customer service game and turn borrowers into raving fans. SBA loans can be complex, and the journey to closing is rarely easy. But top producers know that exceptional service isn't about avoiding obstacles—it's about guiding your borrower through them with empathy, attention, and solutions. Today, we're sharing five proven methods that will not only enhance your borrower's experience but also create lifelong advocates for your services. Key topics include: Why empathy is a game-changer in borrower relationships The power of doing the unexpected to create a lasting impression Aligning your services with borrower needs to generate true loyalty With expert insights from our panel of Art of SBA Contributors: Chris Hurn, SBA Lending Expert Javier Jorge, Director of Government Guaranteed Lending at Locality Bank Charles Green, SVP at Harvest Small Business Finance Whether you're an established BDO or just starting out, this episode offers invaluable advice for creating the kind of borrower experience that leads to repeat business and enthusiastic referrals. This episode is sponsored by: The Content Store The Content Store is a video content agency specialized in podcast, YouTube, and short form video editing. Elevate your brand with premium video content today. Go to http://www.thecontentstore.com to get in touch. Rapid Business Plans Rapid Business Plans is the go-to provider of business plans and feasibility studies for government guaranteed small business lenders. For more information, or to set up a Get Acquainted call go to http://www.rapidbusinessplans.com/art-of-sba BDO's…let's start your weeks strong! Sign up for our weekly sales advice series, Sales Ammo. Every Monday morning wake up to a piece of Rays sales advice in your inbox to help you rise to the top. Subscribe here: https://www.artofsba.com/army-of-bdos Loving The Art of SBA Lending episodes? Make sure to follow along with our sister shows, The BDO Show and SBA Today, each week with the links below! https://www.youtube.com/@thebdoshow   www.youtube.com/@sbatoday   Head to http://www.artofsba.com for more information and to sign up for our must-read monthly newsletter to stay up to date with The Art of SBA Lending.

In this episode of The Art of SBA Lending, we're diving into one of the hottest and most complex topics in the industry today: broker compensation in SBA lending. As the competition for volume in the 7(a) space heats up, broker fees are on the rise—sometimes dramatically so. But what does that mean for the industry, lenders, and ultimately, the borrowers? Join us as Ray brings in another panel of expert Art of SBA Contributors to dissect the impact of increasing broker referral fees and the ripple effects they have on SBA lending. Is higher compensation pushing brokers to steer deals toward banks that offer the highest payout rather than the best solution for the borrower? And are those costs being passed on to the small business owner in the form of higher interest rates? In this episode, we'll break down: The ethics and impact of rising broker compensation How higher referral fees could affect borrower pricing Why banks might be "buying" business rather than earning it A proposed solution to ensure transparency and competition in the industry Joining us are top SBA professionals: Charles Green, SVP at Harvest Kay Anderson, SVP at Live Oak Bank Javier Jorge, CEO of Chatbiz and SBA Director at Locality Bank Tune in for a candid conversation on what's driving broker compensation trends and what the future of SBA lending might look like if these practices continue. This episode is sponsored by: Lumos Data Lumos empowers your small business lending growth with cutting-edge analytics and streamlined applications that optimize your performance. If you're ready to take your small business lending to the next level with cutting edge analytics visit lumosdata.com. ‌ Rapid Business Plans Rapid Business Plans is the go-to provider of business plans and feasibility studies for government guaranteed small business lenders. For more information, or to set up a Get Acquainted call go to  https://rapidbusinessplans.com/art-of-sba Join us at FLAGGL! Catch Ray Drew, Chris Hackney, Alan Peterson, and Sterling Birdsong speak at the FLAGGL conference on September 19th in Orlando, FL Loving The Art of SBA Lending episodes? Make sure to follow along with our sister shows, The BDO Show and SBA Today, each week with the links below! Https://www.YouTube.com/@thebdoshow Https://www.YouTube.com/@sbatoday ‌ BDO's…let's start your weeks strong! Sign up for our weekly sales advice series, Sales Ammo. Every Monday morning wake up to a piece of Rays sales advice in your inbox to help you rise to the top. Subscribe here:   ARMY OF BDOs | Art of SBA   Head to www.artofsba.com for more information and to sign up for our must-read monthly newsletter to stay up to date with The Art of SBA Lending.

This week on The Art of SBA Lending we're diving into a critical industry debate: the strategic differences between 504 and 7(a) loans for real estate. This episode will explore: Distinct Features: Analyze the structural nuances and financial mechanisms of 504 versus 7(a) loans. Strategic Considerations: Examine scenarios where each loan type offers superior advantages, focusing on factors like loan flexibility, interest rates, and collateral requirements. Impact Analysis: Evaluate how the choice between these loans affects long-term business relationships and portfolio health. Featuring expert insights from leading industry experts and Art of SBA Contributors: Charles Green, SVP at Harvest Ken Rosenthal, Senior Advisor at Momentus Direct Capital Brooke Mirenda, President and CEO of SEDCO

In today's fast-paced networked economy, professionals (especially CX pros) must work harder than ever to maintain and improve their business skills and knowledge. But technical mastery of one's discipline is not enough and that's why Charles H. Green co-authored the Trusted Advisor (and the recently published the 20th Anniversary edition). The key to change leadership is the ability to earn the trust and confidence of key stakeholders.   The stakes are even higher for CX leaders who typically have constrained budgets, small teams and limited positional authority. Charlie returns to the show and shares some fresh insights that leaders can use immediately to boost their impact on change on this episode of The Delighted Customers Podcast. Highlights include: Why trust and trustworthiness are critical to any change leadership role How trust plays into the decision-making process Busting myths about trust - like it must take time to build or rebuild Lessons from Lincoln: The strategic importance of perception Resources The Delighted Customers podcast website: https://www.empoweredcx.com/podcast Sign up for The Trusted Guide newsletter here: https://www.empoweredcx.com/newsletter Get the latest news and updates on LinkedIn here: https://www.linkedin.com/in/markslatin/ Register for the next Trusted Guide Roadmap™ Master Class here: https://www.empoweredcx.com/ The Agile Brand is produced by Missing Link—a Latina-owned strategy-driven, creatively fueled production co-op. From ideation to creation, they craft human connections through intelligent, engaging and informative content. https://www.missinglink.company

The Virtues and Values of Trust in Business, Part 2 of 2 with author Andrea HoweIn Part 1, Andrea introduced the Trust Equation and how we, as leaders, can apply it to become more trustworthy. In this episode we delve in to some real world examples to consider how the values (applied individually) and virtues (applied institutionally) to earn trust and deepen loyalty.In addition, this episode includes:- The story of a SaaS company breaks trust and how to avoid the same pitfalls- How building trust is highly paradoxical- What to do when you get ghosted (and still be trustworthy)- Trust "Values" and "Virtues" and how leaders can align to build a trustworthy organizationSo many great gems in here you won't want miss!If you haven't already listened to Part 1 with Andrea, I highly recommend you do!Meet AndreaA recovering information technology consultant with nearly 30 years of experience, Andrea P. Howe previously worked for the $1B IT consulting firm American Management Systems (AMS), where her roles included client project manager, client relationship manager, and later, Director of Leadership Development. Andrea is the co-author, with Charles H. Green, of The Trusted Advisor Fieldbook: A Comprehensive Toolkit for Leading with Trust. She is the founder of The Get Real Project which has one simple mission: to kick conventional business wisdom to the curb and transform how people work together as a result. Andrea's focus for the past 15+ years has been teaching people in consultative roles how to get better results by getting relationships right. She has designed and led learning programs for companies like Accenture, BNY Mellon, CGI, Deloitte and PwC, among many others. She has spoken to executives, leaders, and teams throughout the U.S. and Canada, as well as in Mexico, Brazil, Europe, Russia, and the Asia Pacific region—both in-person and virtually. Described by audiences as pragmatic and engaging, Andrea provides a toolkit to increase trustworthiness in any stakeholder relationship that is both practical and provocative. Andrea addresses topics such as how to: - Develop business/sell with trust - Promote customer intimacy and client loyalty- Apply the dynamics of influence to achieve results - Improve business relationships using all four variables of the trust equation - Deal with conflict in a trust-building way. When Andrea's not working, you can find her in her art studio (aka the basement) taking far too long to finish her latest mosaic project, or looking forward to a future opportunity for partner dancing somewhere near her current home town of Annapolis, Maryland, USA. contact her: www.thegetrealproject.comTimestamps[00:02:03] Signed up for unused product, auto renewal, disputed charge.[00:05:19] Missed opportunities, screw ups, transactional, low intimacy.[00:08:27] Challenge self, beware of scarcity mindset, prioritize service.[00:10:54] Trust challenges in business relationships and ghosting.[00:14:46] Break the pattern, be daring, get noticed.[00:20:45] Charlie's framework delves into building trust. [00:24:18] Rich, instructive content for CX leaders. Opportunity to emphasize core values, personalize offers.[00:27:34] Trust is personal; build human connections.[00:30:09] Personal risks build trust and credibility.[00:33:35] Trust instincts, don't ignore unconventional ideas.[00:35:33] Don't miss out, subscribe to our podSubscribe to The Delighted Customer Podcast so you don't miss an episode: https://www.empoweredcx.com/podcast Subscribe to The Delighted Customer Newsletter for practical tips and insights: https://www.empoweredcx.com/delightedcustomersnewsletter

“Focus on what you tend to neglect”Andrea Howe, CEO, Author, Guest on The Delighted Customers PodcastTrust is the centerpiece of influencing others, of making real change happen. There's no one better to learn from than Andrea Howe, who is not only a trust expert, but she's the co-author, The Trusted Advisor Fieldbook and the CEO of The Get Real Project. She's led learning programs and consulted with big companies like Accenture, Deloitte, and Price Waterhouse Coopers, as well as boutique firms.Andea shared some powerful insights on why trust is so critical to change and she offers some practical tips on how leaders can become more trustworthy on The Delighted Customers Podcast.In Part 1 of a 2 part series, this episode of the Delighted Customers Podcast includes:

Det å bygge tillit til merkevaren vår, mener jeg er ekstremt viktig - og jeg tror det bare blir viktigere og viktigere fremover. Informasjonsmengden i samfunnet er ekstrem allerede, og med introduksjon av kunstig intelligens inn i innholdet vårt, som gjør det enda enklere å lage mer innhold, blir nok det å bygge tillit til innholdet som kommer fra vår merkevare, bare enda viktigere i årene som kommer. Så - hvordan gjør vi dette? I denne episoden deler jeg en formel for hvordan bygge tillit for dere, og denne fant jeg først i 'Fisken på disken' av Anita Krohn-Traaset. Hun hadde hentet den fra grunnleggeren av Trusted Advisor Associates, Charles H. Green, som har skrevet bøkene The Trusted Advisor, Trust-Based Selling, and The Trusted Advisor Fieldbook. Jeg nevner og henviser også til Edelman Trust Barometer. Det å bygge Tillit handler om å ha nok fokus på Troverdighet, Pålitelighet og Nærhet, samtidig som vi sørger for å begrense vår Selvopptatthet. Hva tenker du om dette med tillit til merkevarer og virksomheter, og hvordan vi skal få til dette? Hjelper denne formelen deg på noe vis? Om du vil lese mer om temaet, så anbefaler jeg at du kjøper boken min (nå til kampanjepris), for der har jeg skrevet mer om akkurat dette; Hvordan oppnå Suksess i sosiale medier. ------ Jeg vil gjerne høre fra deg, så finn meg som @astridvu eller @valenutvik i alle sosiale kanaler, eller send en e-post til podkast@valen-utvik.no -- og det kan du gjerne gjøre om du har andre spørsmål eller forslag til temaer for podkasten også. Har du lyst til å dele episoden med noen du tenker har nytte av den, så blir jeg veldig glad - og om du vil gi et ærlig antall stjerner på Apple Podkaster eller Spotify, så blir jeg takknemlig og glad! :) Takk for at du lytter til Suksess i sosiale medier!

Meaningful Workplace Transformations 101: Ep. 39 of Red Sky Fuel for Thought Podcast What You'll Learn in This Episode:·     Trends that have influenced the need for increased focus on the employee experience and meaningful work·     What steps an organization can take to maintain the alignment between what they say and what they do·     A framework for building trust with employees August's episode digs into the subject of meaningful transformation and why it's increasingly important for organizations today to think about how to connect the values they espouse with what their employees experience day to day.  Host Linda Descano, CFA®, EVP, Red Havas, starts by asking Hannah Caldwell, principal of Gate One, a London-based business and digital transformation consultancy within the Havas network, to define what “meaningful transformation” means. A “meaningful transformation” is a business transformation that delivers a step change in the impact and results delivered for the business but that's also meaningful for the individuals involved in that change — it's about making it really matter to employees to ensure that it lasts, says Hannah. Hannah cites the statistic that 70% of large transformation projects fail; she then explains why that's the case: “One of the key reasons why those big transformation projects fail is the human element. Fundamentally, it's not organizations that change; it's people that change — or in some cases, they don't. If people don't believe in the vision that leadership is sharing, if they don't trust leadership, they're not going to adjust to new ways of doing things or make the effort required to create a step change in the way you operate, regardless of how brilliant the strategy and rationale is.” Linda and Hanna's exploration of meaningful transformations dovetails with Havas' new 2023 Global Meaningful Brands™ report, “Welcome to the Me-conomy.” The report, which serves as a playbook for how brands can be meaningful in people's lives, was the subject of our May podcast episode. Says Hannah, “A lot of companies are increasingly aware of the need to connect meaningfully with their customers on issues they care about, such as sustainability and supporting Pride, but this has focused more on attracting customers. We're now also seeing a complementary desire to focus on the internal side: what employees experience and the internal culture as a measure of whether organizations are authentically living the values they say they stand for.” So what trends are influencing the increased focus on the employee experience and meaningful work? Three things stand out, says Hannah. First, post-pandemic employees are rethinking the meaning of work and priorities and seeking purpose from work (contributing to the great resignation). And generationally speaking, Gen Z is a purpose-driven generation. Their desire to know how their individual contributions help support the organization's mission differentiates them. Finally, information travels so quickly in the digital age, and social media means many more voices are heard.Linda then asks what steps organizations can take to maintain the alignment between what they say and what they do. What's most critical, says Hannah, is for organizations to listen and understand — without an ego — what people are experiencing within your organization. She also advises bringing together those teams that traditionally only managed elements of external or internal communications so that both have a full view. And if you're building an external campaign on a topical issue such as ESG or DE&I, Hannah says there are a lot of ways to involve employees in those campaigns. When organizations neglect their corporate culture, the repercussions can be enormous. Hannah cites research from MIT that found that toxic corporate culture is 10 times as likely to lead to attrition as poor compensation, whereas positive company cultures are more likely to attract top talent and see 33% higher revenues.The conversation closes with a discussion of practical steps that marketers and communicators can take to drive a positive culture within their teams and the businesses they support. Look and listen for tangible examples of how employees describe your culture and values, says Hannah. “Believe it or not, there's a mathematical equation for building trust!” She tells us of Charles H. Green's Trust Equation, which details four components that affect trust. Three of them increase a person's trustworthiness: credibility, reliability and intimacy. The fourth one, self-interest, reduces a person's trustworthiness.  “If people believe that you're doing these things because you have an ulterior motive, or it's part of a corporate initiative and you're just trying to tick a box, they're all undermined by that,” says Hannah. “So it's really important that you balance that carefully. In an organizational context, there will always be some elements of self-interest because of strategic decisions that need to be made, or economic imperatives, but it's very important that people see that you're very thoughtfully balancing your values with those challenges, and they don't just get pushed to one side when times are tough.” Give “Red Sky Fuel for Thought” a listen, and subscribe to the show on iTunes, Spotify or your favorite podcasting app. Don't forget to rate and review to help more people find us!Also mentioned on this episode:·     What It Takes to Be a Meaningful Brand in the Me-Conomy: Ep. 37 of “Red Sky Fuel for Thought” podcast·     Meaningful Brands 2023 report·     Analyzing the Changing Workforce of Young, Highly Engaged Employees: JUV Consulting ·     Putting Purpose to Work: PwC·     Why transformations fail: A conversation with Seth Goldstrom·     Help your employees find purpose—or watch them leave: McKinsey & Company·     Employees Seek Personal Value and Purpose at Work: Gartner·     Gen Z study: EY·  The Trust Equation Follow Red Havas for a daily dose of comms news:·      Twitter·      Facebook·      Instagram·      LinkedIn Subscribe:Don't forget to subscribe to the show using your favorite podcasting app.·      iTunes·      Spotify What did you love? What would you like to hear about next?Remember to rate and review today's show; we'd love to hear from you!  

Esperamos que disfrutes esta amena charla que tuve con Víctor Noguera, Co-Founder de Flat.mx

Trust.Isn't that one of those soft, touchy-feely words?In today's word of digital transformation, isn't people skills so...yesterday?From someone who walked the walk as a CX practitioner, one of the most critical skills is the ability to influence - without positional power. The ability to build trust with key stakeholders is a golden asset for any business leader but it's essential for a CX or EX leader! How Do You Build Trust with Key Stakeholders?My guest on this episode of the Delighted Customers Podcast, Charlie Green, knows a thing or two about building trust - he should, he wrote the book on it. Here are just a few of the benefits that trusted advisors enjoy.  CX Leaders can expect their key stakeholders will:1. Reach for your advise2. Be inclined to accept and act on your recommendations3. Bring you in on more advanced, complex, strategic issues4. Share more information that helps you help themCharles H. GreenCharles H. Green is an author, speaker and world expert ontrust-based relationships and sales in complex businesses.Founder and CEO of Trusted Advisor Associates, he isauthor of Trust-based Selling, and co-author of The TrustedAdvisor and the Trusted Advisor Fieldbook. He has worked with a wide range of industries and functions globally.Charles works with complex organizations to improve trust in sales,internal trust between organizations, and trusted advisor relationshipswith external clients and customers.Charles spent 20 years in management consulting. He majored inphilosophy (Columbia), and has an MBA (Harvard).A widely sought-after speaker, he has published articles in HarvardBusiness Review, Directorship Magazine, Management ConsultingNews, CPA Journal, American Lawyer, InvestmentsContact me if: You have feedback you'd like to share about the podcast You would like to be a guest on the show You would like to book me on your show Email me at mark@empoweredcx.com

Trust.Isn't that one of those soft, touchy-feely words?In today's word of digital transformation, isn't people skills so...yesterday?From someone who walked the walk as a CX practitioner, one of the most critical skills is the ability to influence - without positional power. The ability to build trust with key stakeholders is a golden asset for any business leader but it's essential for a CX or EX leader! How Do You Build Trust with Key Stakeholders?My guest on this episode of the Delighted Customers Podcast, Charlie Green, knows a thing or two about building trust - he should, he wrote the book on it. Here are just a few of the benefits that trusted advisors enjoy.  CX Leaders can expect their key stakeholders will:1. Reach for your advise2. Be inclined to accept and act on your recommendations3. Bring you in on more advanced, complex, strategic issues4. Share more information that helps you help themCharles H. Green Charles H. Green is an author, speaker and world expert ontrust-based relationships and sales in complex businesses.Founder and CEO of Trusted Advisor Associates, he isauthor of Trust-based Selling, and co-author of The TrustedAdvisor and the Trusted Advisor Fieldbook. He has worked with a wide range of industries and functions globally.Charles works with complex organizations to improve trust in sales,internal trust between organizations, and trusted advisor relationshipswith external clients and customers.Charles spent 20 years in management consulting. He majored inphilosophy (Columbia), and has an MBA (Harvard).A widely sought-after speaker, he has published articles in HarvardBusiness Review, Directorship Magazine, Management ConsultingNews, CPA Journal, American Lawyer, Investments

If you want to learn anything at all about the impact of increasing the quality of your negotiation skills, THIS is the episode for you. Expert, life-long negotiator Mike Lander shares his wisdom with host Jim Schubert on this episode of Agents Growth Academy, where they discuss the power of the inquisitive mind on your memory recall, how likening yourself to an annoying toddler can increase your sales rate, and how their learning model will naturally secure a better negotiation every time. 3 Key TakeawaysThere are three ways that you can build professional trust with people and it isn't sitting for coffee and quizzing their favorite color.The inquisitive mind holds more power to recall and implement knowledge than it is given credit for. Use Mike's model and see it for yourself. Preparation, preparation, preparation! This is 80% of a successful negotiation. ResourcesPat Flynn's PodcastGetting to Yes by William Ury, Bruce Patton, and Roger FisherVisit higgle.piscari.com for the Higgle Negotiation WorkbookInfluence by Robert B. CialdiniThe Trusted Advisor by David H. Maister, Charles H. Green, and Robert M. GalfordMike's website: piscari.comMike's LinkedinAbout Mike Landerhas negotiated hundreds of deals over the last 24 years, worth well in excess of £450m. He has been a procurement director for a private equity-backed portfolio company, which is now worth $1bn. Mike is a managing partner at one of the UK's largest Procurement Consultancies, selling businesses for large, 7-figure sums. He raised £6m of debt financing to fund the acquisition and growth of a professional services and education business and has provided negotiation support to clients that has helped them deliver gross margins of over 65%. Mike negotiated the restructuring of £4m of creditors as part of a corporate turnaround, resulting in all creditors being paid out in full. More recently, he sold a high-growth SEN school's business for a large 7-figure sum and delivered procurement savings of over £5m.

“Engagement in and of itself isn't good enough. Are we focused on the right things, and are we organized around what matters?” -Tara Lockyer Employee Engagement is a key indicator of success for most organizations and is a critical component for retention in a hot labour market. And yet, what if you have ultra-high engagement scores that don't correlate to customer satisfaction and the bottom line? Listen to this episode to explore what else we need to consider when it comes to creating a great place to work. My guest is Tara Lockyer who is the Chief People Officer at ATB Financial, a large banking company servicing the Province of Alberta. In her role, Tara is responsible for all People programs including Compensation, Talent, Leadership Development, Shared Services Operations and HR Business Partnering. She has deep, global experience in the Talent Management area, and brings great wisdom to our conversation. In this episode of Talent Management Truths, you'll discover:

What does it really mean to be customer centric? It's more than just polite customer service or occasionally asking customers what they think of you. It's an ongoing mindset that is backed up by processes, structures, and tools to continue staying in lockstep with your customers - and engaging their input and needs to drive business decisions. My guest today, Dennis Geelen, shares his formula for customer centric success. We also discuss why some businesses have thrived during the pandemic while others have failed, why data and customer centricity are not the same thing, and tips to help your organization become more customer-centric.  Key Takeaways:The questions you ask of your customers should be in the context of what they are trying to do, not just their thoughts on your products or services.When collecting data, you need to understand if you are doing it to add value for the customer or just to grow, sell, and maximize your quarterly profits.Find a way to go through your customer's journey with your company and see what you learn from that process. "It's so important to have customer centric innovation as your foundation because you don't know when the next disruptor is coming along." —  Dennis Geelen  About Dennis Geelen: Dennis Geelen is the author of the best selling book The Zero In Formula and the Founder of Zero In, a customer experience and innovation consulting company. Dennis has spent the past 20 plus years helping several companies in various industries change, grow, and prosper. He brings a strong background in strategic planning, innovation, and customer experience, combined with his passion for helping companies and giving back to communities. Dennis lives in Lindsay, Ontario with his wife Cindy and their dog Duke and two cats (Peanut and Chica).  Connect with Dennis:Website: www.zero-in.ca (Find the customer centricity assessment tool here, mentioned in the episode)Twitter: https://twitter.com/dennis_geelenLinkedIn: https://www.linkedin.com/in/dennis-geelen-5a95703/Facebook: https://www.facebook.com/dennis.geelen.9Instagram: https://www.instagram.com/dennis.geelen/Book, The Zero In Formula - https://www.zero-in.ca/the-zero-in-formula Mentioned this episode:Competing Against Luck by Clayton Christensen - https://www.amazon.com/Competing-Against-Luck-Innovation-Customer/dp/0062435612The Trusted Advisor by David A. Maister, Charles H. Green, and Robert M. Galford - https://www.amazon.com/Trusted-Advisor-David-H-Maister/dp/0743212347  Don't forget to download your free guide! Discover The 5 Business Benefits of Empathy: http://red-slice.com/business-benefits-empathy  Connect with Maria: Get the podcast and book: TheEmpathyEdge.comLearn more about Maria's brand strategy work and books: Red-Slice.comHire Maria to speak at your next event: Red-Slice.com/Speaker-Maria-RossLinkedIn: Maria RossInstagram: @redslicemariaTwitter: @redsliceFacebook: Red Slice

What does it really mean to be customer centric? It's more than just polite customer service or occasionally asking customers what they think of you. It's an ongoing mindset that is backed up by processes, structures, and tools to continue staying in lockstep with your customers - and engaging their input and needs to drive business decisions. My guest today, Dennis Geelen, shares his formula for customer centric success. We also discuss why some businesses have thrived during the pandemic while others have failed, why data and customer centricity are not the same thing, and tips to help your organization become more customer-centric.  Key Takeaways:The questions you ask of your customers should be in the context of what they are trying to do, not just their thoughts on your products or services.When collecting data, you need to understand if you are doing it to add value for the customer or just to grow, sell, and maximize your quarterly profits.Find a way to go through your customer's journey with your company and see what you learn from that process. "It's so important to have customer centric innovation as your foundation because you don't know when the next disruptor is coming along." —  Dennis Geelen  About Dennis Geelen: Dennis Geelen is the author of the best selling book The Zero In Formula and the Founder of Zero In, a customer experience and innovation consulting company. Dennis has spent the past 20 plus years helping several companies in various industries change, grow, and prosper. He brings a strong background in strategic planning, innovation, and customer experience, combined with his passion for helping companies and giving back to communities. Dennis lives in Lindsay, Ontario with his wife Cindy and their dog Duke and two cats (Peanut and Chica).  Connect with Dennis:Website: www.zero-in.ca (Find the customer centricity assessment tool here, mentioned in the episode)Twitter: https://twitter.com/dennis_geelenLinkedIn: https://www.linkedin.com/in/dennis-geelen-5a95703/Facebook: https://www.facebook.com/dennis.geelen.9Instagram: https://www.instagram.com/dennis.geelen/Book, The Zero In Formula - https://www.zero-in.ca/the-zero-in-formula Mentioned this episode:Competing Against Luck by Clayton Christensen - https://www.amazon.com/Competing-Against-Luck-Innovation-Customer/dp/0062435612The Trusted Advisor by David A. Maister, Charles H. Green, and Robert M. Galford - https://www.amazon.com/Trusted-Advisor-David-H-Maister/dp/0743212347  Don't forget to download your free guide! Discover The 5 Business Benefits of Empathy: http://red-slice.com/business-benefits-empathy  Connect with Maria: Get the podcast and book: TheEmpathyEdge.comLearn more about Maria's brand strategy work and books: Red-Slice.comHire Maria to speak at your next event: Red-Slice.com/Speaker-Maria-RossLinkedIn: Maria RossInstagram: @redslicemariaTwitter: @redsliceFacebook: Red Slice

“The goal of most sales books and training programs is to get more sales. The goal of trust-based selling is to help the customer…The paradox is that if you abandon attachment to the sale as the goal and instead do the sale as a fortunate byproduct, you'll actually do better.” - Charles H. Green The trust equation How do we measure trust? In sales and marketing, the fundamentals of interpersonal trust haven’t changed despite the digitization of the past 20 years. The mediums may change, but ultimately, it’s about people connecting with other people. While that sounds simple, in practice it can be complicated. That’s why Founder of Trusted Advisor Associates Charlie Green has distilled the elements of trust into one equation. Charlie delves into how building trust is a boon to interpersonal and even organizational success. In our conversation, he explains and gives examples of each element of trust, the trends he sees in his work with business leaders, and how showing up for relationships authentically better serves others in the end. Myths of trust: [15:56] “ [that] trust takes a long time to build and a moment to destroy. Time is not the issue. Courage is the issue. It's the ability to react appropriately to the other person in the moment.” Trust helps you serve better: [18:07] “The problem is never what the client said it was in the first meeting. And that's not the fault of the client, they're trying to do their best job of defining what the problem is and have all their own unconscious biases…but the magic that happens between seller and buyer, if it's done right, results in a higher-level, more complex, more accurate shared problem definition. And that's a very valuable part of the consultative relationship, coming to a shared definition of what really is the problem. Position yourself to earn trust: [27:45] “We've all had conversations with people who are checked out, and you can feel, 'they're not paying attention to me', 'they don't care what my answer is to this'…and we don't trust those people. On the other hand, if somebody does us the grace, the dignity, the honor, the respect of actually paying attention, we’re drawn to those people. And we reciprocate and listen to what they have to say. It's a matter of respect, in a way.” Resources mentioned in this Episode: https://trustedadvisor.com/ videos, articles, etc. The Trusted Advisor 20th Anniversary Edition https://trustedadvisor.com/books   https://www.edelman.com/trust/2020-trust-barometer www.rise-leaders.com/podcast Episode 17: The Trust Equation https://rise-leaders.com/trust-equation-guide-2/ Trust Equation Guide https://www.linkedin.com/in/charleshgreen/ To subscribe to the Rise Leaders newsletter for more resources: https://mailchi.mp/426e78bc9538/subscribe To discuss executive coaching, leadership development program design, and workshop facilitation, please visit: https://rise-leaders.com/contact-info/

Interview with Charles H. Green, co-author of the seminal book “The Trusted Advisor” (2001) now celebrating its 20th anniversary. He talks about the trust paradoxes, the shift from trust as a personal attribute to reputation and branding. Is making a genuine connection harder using on-screen connectivity tools? He reflects on the Trust Equation which hasn’t changed over the last 20 years. Potentially the most powerful component, “intimacy” (feeling emotional security in dealing with a person) is more important than most professionals realize and who feel more confident about sharing content than showing intimacy. He reflects on the importance of listening as a profound method of trust, and the future of the Trust Equation.

In the first episode of How To series two, Louise Duffy is joined by Charles H. Green. Charlie is an author, consultant and speaker. He's perhaps best known for co-authoring the classic The Trusted Advisor, though he also authored Trust-based Selling, and co-authored The Trusted Advisor Fieldbook. Before founding Trusted Advisor Associates in 2001 and shifting his career to focus on trust in business, Charlie spent 20 years in management consulting. Louise and Charlie discuss the importance of trust in building business relationships, how we can build that trust, why we should be client-focused as opposed to self-orientated and lots more. Get in touch with us by email - info@communicationsclinic.ie We're also on LinkedIn - https://www.linkedin.com/company/the-communications-clinic-dublin

Welcome to the newest episode of Trust Matters, The Podcast. Listeners submit their personal questions about professional relationships, trust, and business situations to our in-house expert Charles H. Green, CEO, Trusted Advisor Associates, and co-author of The Trusted Advisor. Jennifer from a Telecommunications company writes in and asks, “I know you’ve written about Trust-based Selling. My question is […]

Welcome to the newest episode of Trust Matters, The Podcast. Listeners submit their personal questions about professional relationships, trust, and business situations to our in-house expert Charles H. Green, CEO, Trusted Advisor Associates and co-author of The Trusted Advisor. A solo consultant writes in with this dilemma: “My core services are on the ‘softer’ side  […]

Welcome to the newest episode of Trust Matters, The Podcast. Listeners submit their personal questions about professional relationships, trust, and business situations to our in-house expert Charles H. Green, CEO, Trusted Advisor Associates and co-author of The Trusted Advisor. A leader in a consulting firm writes in desperately trying to figure out how to manage […]

Welcome to the newest episode of Trust Matters, The Podcast. Listeners submit their personal questions about professional relationships, trust, and business situations to our in-house expert Charles H. Green, CEO, Trusted Advisor Associates and co-author of The Trusted Advisor. A technology project manager writes in and asks, “I’ve been responding to postings in my field, […]

Welcome to the newest episode of Trust Matters, The Podcast. Listeners submit their personal questions about professional relationships, trust, and business situations to our in-house expert Charles H. Green, CEO, Trusted Advisor Associates and co-author of The Trusted Advisor. Dr. Peter Johnson, Clinical Professor of Marketing at Fordham’s Gabelli School of Business in New York. […]

Welcome to the newest episode of Trust Matters, The Podcast. Listeners submit their personal questions about professional relationships, trust, and business situations to our in-house expert Charles H. Green, CEO, Trusted Advisor Associates and co-author of The Trusted Advisor. A sales manager from Florida writes us in regards to the podcast’s material, “Great podcast but […]

Welcome to the newest episode of Trust Matters, The Podcast. Listeners submit their personal questions about professional relationships, trust, and business situations to our in-house expert Charles H. Green, CEO, Trusted Advisor Associates and co-author of The Trusted Advisor. The owner of a small consulting firm writes in and says: “We’re getting great inquiries but, […]

Welcome to the newest episode of Trust Matters, The Podcast. Listeners submit their personal questions about professional relationships, trust, and business situations to our in-house expert Charles H. Green, CEO, Trusted Advisor Associates and co-author of The Trusted Advisor. This week we have a special episode. Charles H. Green gives us some great advice on […]

Welcome to the newest episode of Trust Matters, The Podcast. Listeners submit their personal questions about professional relationships, trust, and business situations to our in-house expert Charles H. Green, CEO, Trusted Advisor Associates and co-author of The Trusted Advisor. A customer service manager at a B2B SAS company is in a tricky situation: “I just […]

Welcome to the newest episode of Trust Matters, The Podcast. Listeners submit their personal questions about professional relationships, trust, and business situations to our in-house expert Charles H. Green, CEO, Trusted Advisor Associates and co-author of The Trusted Advisor.  A tech consultant asks, “My boss wants to outsource parts of our client project to several vendors […]

Welcome to the newest of Trust Matters, The Podcast. Listeners submit their personal questions about professional relationships, trust, and business situations to our in-house expert Charles H. Green, CEO, Trusted Advisor Associates and co-author of The Trusted Advisor.  For our 30th episode, a tech expert asks if it is a good idea to OVER-DELIVER for a […]

Welcome to the newest of Trust Matters, The Podcast. Listeners submit their personal questions about professional relationships, trust, and business situations to our in-house expert Charles H. Green, CEO, Trusted Advisor Associates and co-author of The Trusted Advisor.  A manager at a global consultancy firm asks, “How do I mend lost trust with a client whom […]

Charles H. Green is an author, speaker and world expert on trust-based relationships and sales in complex businesses. Founder and CEO of Trusted Advisor Associates. Charles is the author of Trust-based Selling, and co-author of the iconic The Trusted Advisor and the Trusted Advisor Fieldbook.  In this episode, Charles shares how trust is the single most powerful factor driving client relationship effectiveness – including business development.   “People look at the word trust, and they read these things in the press about trust, and it makes it look like it’s a simple problem. And they want to become known for being more trustworthy. ” – Charles H. Green   Why you have to check out today’s podcast:   Learn how to deserve and earn a buyer’s trust. Determine how trust between buyer and seller is created and explains how both sides benefit from it. Discover why trust goes hand-in-hand with profit; how trust differentiates you from other sellers; and how to create trust in negotiations, closings, and when answering the six toughest sales questions.     Learn More about the 3X Value Growth™ Model Go to www.3xvaluegrowth.com/model   Resources|Links    www.trustedadvisor.com      Connect with Charles H. Green   Facebook Twitter Linkedin    

This is the newest of Trust Matters, The Podcast. Listeners submit their personal questions about professional relationships, trust, and business situations to our in-house expert Charles H. Green, CEO, Trusted Advisor Associates. An experienced B2B, technology Product Leader asks, “Should I break out and become a SME Consultant, starting my own practice or should I […]

This is the newest of Trust Matters, The Podcast. Listeners submit their personal questions about professional relationships, trust, and business situations to our in-house expert Charles H. Green, CEO, Trusted Advisor Associates. The owner of a small tech consultancy talks about her recent experience being ghosted by a contractor she hired. She asks “What should […]

This is the newest of Trust Matters, The Podcast. Listeners submit their personal questions about professional relationships, trust, and business situations to our in-house expert Charles H. Green, CEO, Trusted Advisor Associates. A Co-Founder of a small Management Consulting Firm asks, “We need to grow our sales funnel. Can we trust Digital Marketing and SEO […]

This is the newest of Trust Matters, The Podcast. Listeners submit their personal questions about professional relationships, trust, and business situations to our in-house expert Charles H. Green, CEO, Trusted Advisor Associates. A manager at a communications firm writes in and asks “How to you manage qualified sales leads that seem very interested but then […]

This is the newest of Trust Matters, The Podcast. Listeners submit their personal questions about professional relationships, trust, and business situations to our in-house expert Charles H. Green, CEO, Trusted Advisor Associates. A solo consultant asks , “How do I ask a long-standing client, whom I already bill a lot monthly, for a rate increase?” […]

Trust matters when it comes to customer experience. People line up at the Apple Store's Genius Bar in part because they've come to trust that they will get a great customer experience. Whether you're a B2B or B2C, how can you create trust with your customers? To find the answers, I spoke with Charles H. Green, CEO of Trusted Advisor Associates. He's the author of Trust-Based Selling: Using Customer Focus and Collaboration to Build Long-Term Relationships and The Trusted Advisor Fieldbook: A Comprehensive Toolkit for Leading with Trust. For Charles, you create trust by focusing on building a long-term relationship instead of focusing on the current transaction. Charles suggests that you engage in active listening to make your prospects and customers feel like you understand how they're feeling.

Neuroscience experts, practitioners, research and methods for making brain-friendly organizations and healthy individuals. Subscribe to Mind Your Noodles!   This is the fifth episode of the Mind Your Noodles podcast. In this episode Charles Green, author of The Trusted Advisor discusses neuroscience utility and ways to build trust in your organization.    Show Notes [00:00:06] Mind Your Noodles Podcast - Episode 5 [00:01:58] Dale Carnegie. . . Deeper [00:05:07] The Philosophy of Trust [00:06:13] Neuroscience - Does It Applies to Organizations? [00:08:29] The Argument Against [00:11:49] A Descriptive Analogy [00:40:48] Forget Neuroscience -  What Should We Do? [00:44:49] Women are Trusted More Than Men [00:46:15] Nurses Most Trusted [00:52:00] The Power of Story   Transcript Tripp: [00:00:06] Take care of The brains that take care of you. with the Mind Your Noodles podcast will keep you up to date on the latest neuroscience research and practices to keep your brain healthy. And strategies to help your organization be brain friendly.   Tripp: [00:00:27] Hi I'm Tripp Babbitt with Mind Your Noodles and our guest today is Charles H. GREEN He is an author who has written many books one which is one of my personal favorites which is the trusted advisor which I believe was written in around 2000 or so. So maybe we should just kind of start there Charles a little bit about you and you've written that looks like three books. You had a field book and then you also had a more recently the trust based selling book. But like I said the Trust Advisors is I'm sure one that's held by a lot of people whether they're in sales or consulting or really any field where you're you're having to deal with people on a daily basis. I'll let you take it from here. Yeah   Charles: [00:01:16] Well that's that's basically right. The whole three books share the common theme of trust in business. A trusted advisor you right came out 2001 that was the first trust they signed in 0 5 and The Trusted Advisor field book. I think about 2013 and the trusted advisor is kind of the one that you know I made my mark with. That's that's the core branding. Not that I check it frequently but as of this morning it was rated about number 7000 on Amazon which was compared to all millions of books it's up against Harry Potter and it's continued to have that level of popularity. So I'm I'm quite happy to have a book that's performed that well that's excellent.   Tripp: [00:01:58] It's it's well written and you know it's interesting I was looking actually on Amazon about you know different reviews people had on it and I thought some of some of the folks out there kind of gave it a good explanation at least for me. Hopefully you like it as a compliment to which is it's it's kind of a deeper Carnegie's Win Friends and Influence People.   Tripp: [00:02:22] There's a lot more to it.   Tripp: [00:02:23] There's a lot more that you can apply into settings maybe that's not a good explanation but I don't know that I thought when I read that I thought Well that's thoughtful and a few other people kind of jumped on that comment.   Charles: [00:02:38] Yeah I think it's fair and I take it as a as a compliment. I think another thing that people find when I am my people in my organization give workshops or keynote is a common takeaway from people is sort of. It's not like I didn't really know that. I guess I kind of knew that but I never put it all together in a coherent thread like that. So I don't claim novelty but I do think it's knitted together a whole bunch of very common themes so I think it's a good company. Thank you.   Tripp: [00:03:09] Yeah. And I have to say also you practice what you preach to as we exchanged e-mails over a few series of days not only did you spend time with thoughtful responses to some of the e-mails that we shared but also the way that you used a a compliment being very specific which is one of the things out of the book I thought was was you know it's just interesting how some people will that they write something but then they don't really live it. But I could tell that you really live the the books that you wrote.   Charles: [00:03:44] Well I've had 19 years to practice it and you know there is no upper limit to to perfection in an area like trusting or being trustworthy. So it's a constant struggle. But yeah over time you can get better at it.   Tripp: [00:03:59] Absolutely. One of the things I want to kind of interject in this conversation as you know we when we were exchanging e-mails you were talking about W. Edwards Deming and you know he's had different influence on people you know Pixar Bama companies Paula Marshall that make the apple pies for McDonald's and and different folks. And I was you were familiar with Deming which not everybody has but I have a tendency to be people at least my age and up I have a tendency to know who at least who Deming was. What your knowledge of that. Dr. Deming and his work.   Charles: [00:04:37] Gosh it's it's not deep and it's it's old I haven't looked into this material in years but what I'm left with is a tremendous amount of respect. He was obviously somebody who had a great idea somebody who was devoted to it somebody who was very good at explaining and had a great deal of impact. So you know I do not claim any in-depth concrete knowledge about it but you know the core message is brilliant and very well said from what I recall.   Tripp: [00:05:07] Yeah his his his last book The New Economics basically addressed looking at an organization as a system theory vague theory of variation theory knowledge and psychology. We're kind of the cornerstones of of his particular work and you know I remember when I. First read the trusted advisor was kind of a combination of things that it kind of brought back come some epistemology type things in my head. And it also brought in some of the psychology piece even though you don't really overtly mention that it seems to be some of that underpinning the writings of that book. Is that a fair assessment.   Charles: [00:05:50] Absolutely. It's very much there. And I think what we what we intended. I was one of three authors on that book and what we intended was to let those kinds of conclusions reveal themselves to the reader so rather than preaching you know here's how you should relate to your kids or your spouse. We said let's let let's let that one emerge to the reader. And it is pretty obvious. It's definitely there.   Tripp: [00:06:13] Ok. So I'm just going to kind of jump into one of the reasons that I came across you and your work again was there was a post that you made or a comment that you made it was very strong. And it's because we're covering off in this particular podcast about neuroscience and it's an application to organizations. One of the things that that you kind of addressed very directly was you didn't you don't necessarily see it that way and some of the people that I've already talked to like Dr. Zak different folks you know are bringing this into organizations and it gave me pause when I read your comment and I thought you know if this is going to be a podcast this podcasts really needs to be about perspective and you offer a different perspective on the usefulness of neuroscience philosophically as you mentioned in your in our emails and our communications back and forth but what kind of give me would set the foundation here for what it is that you see and why you. You have have some such strong feelings about it maybe and this is a few years ago. So to be to be fair this is maybe you've changed your mind or maybe you've dug in deeper I don't know. So I just you whenever somebody gives me a strong reaction and not just the reaction of Oh that that's baloney or something like that but more a thoughtful response I say you know like I said it gives me pause and I want to understand what it is that you see and to be fair to the audience as we start to look at you know neuroscience. Does it have application to organizations right.   Charles: [00:07:59] Well I mean good for you for seeking out you know different perspectives to answer a little question there and probably Doug and a little bit deeper. I think my background I got a graduate degree MBA Harvard Business School many years ago my undergraduate degree was in philosophy. As a matter of fact in my class at HP as eight hundred people only two of us had a philosophy degree and I was one of them. And so that's kind of a schizophrenic background.   Charles: [00:08:29] You know those two. And and in my career I think the value of a degree in philosophy early on in my career was somewhere between none and zero. It's just not what it was that even a mistake. In fact the more more my career progressed the more I began to see the applicability of it. And this subject is really a good example. Feel free to interrupt me here as we go through the tour Tripp. I guess basically I approach the issues of neuroscience as applied to leadership and business from the perspective of philosophy of science and that deals with things like what is an explanation. What is causality et cetera et cetera. Let me just say upfront I'm not an expert in neuroscience as we've already seen I'm not an expert in Deming but I do know a few things about business and I do know a few things about how to talk about the intersection of business psychology management leadership and all those things. And what has struck me about the subject of neuroscience applied to business it's not unique to that field.   Charles: [00:09:41] It happens when you get people who are deep into the let me call it hard science and I know that at the microscopic level physics is always sort of the paradigm of air quote you know good science there is a temptation among people who are really skilled deep in the hard sciences to want to apply the same kind of principles techniques perspectives into the quote softer areas I'm going to be using a lot of air quotes here.   Tripp: [00:10:09] Oh that's OK.   Charles: [00:10:11] And I think it leads to a couple of problems and I'll call them philosophic but they're they're very real. One of them is the notion of explanation. So for example and again I'm not deeply familiar with either Zen. Or Iraq. But I'll I'll sort of key off.   Charles: [00:10:30] Zak wrote an article in Harvard Business Review about a couple of years ago and you can see very much he says I'm going to describe how neuroscience causes certain factors in management behavior. Right there. Anybody who had training in philosophy when you see the word cause you should know red flag. I go back to David Hume and anybody with philosophy signs you can't prove causation in the sense of the word that we normally mean by proving that I would fault the editor HBR are they shouldn't it like that. You could have said what he intended. In a much cleaner way. So there's that little issue you can't really prove causation. Much more importantly though in casual language hard scientists tend to say things like well we can explain management behavior by delving into the neuroscience of it and I'll speak very broadly. You know the neuroscientists people in this case are measuring levels of oxytocin or they're doing brainwave scans and what they're saying is this explains people's behavior or management behavior or leadership behavior. So my problem lies right there. I would argue it doesn't really explain hardly anything in any useful way. And let me give a humble example.   Charles: [00:11:49] If I were in the room with you Tripp I would put my right hand out in front of me six inches above the table top with my fingers lightly flexed and raised my hand by one foot. So it's a foot and a half off the table. Now let me suggest there is an infinite number of ways to describe what I just did. You could say I raised my hand you could say I was acting out the toast that I gave as best man at a recent wedding. You could say I was flexing the muscles. You could say that my brain was sending certain signals via complicated biochemistry that then triggered certain muscles and so forth and sort you could say I was giving a signal. There's an infinite number of ways to describe what I just did. And it's not that one of them is more accurate or more right or more truthful it depends on the situation. If I actually were at a wedding and what I did was you know raised my hand with a glass in it in a toast. That's what you'd want to say. You know Charlie toasted the group.   Charles: [00:12:53] It's useless to describe what I just did in biochemical terms and yet I think people well schooled in the hard sciences tend to believe well the more deep we can get into the physical explanations of the better the explanation. There is a name for that is called the reductionist problem in philosophy and it's the belief that always the deeper you can get the better the explanation is.   Charles: [00:13:17] Well that makes a lot of sense in chemistry. I makes a lot of sense in physics. You know it's when I when I grew up you know the ultimate source of reality where atoms which could be broken into neutrons protons and electrons didn't know anything more you know. Science has advanced since then. Science advanced past Newton and we would now say the ultimate reality is not explained by Newtonian physics you got to get into quantum mechanics and so forth and so the fact in the daily world that's useless. And you know if I swing a bat and hit a ball Newton is just fine to describe that. If I walk into the pathway of a street I'm likely hit by a car and Newtonian physics is perfectly adequate to describe that. So it's only in certain settings where we're very careful if we want to talk about the nature of ultimate reality in the universe it's very appropriate to bring in all these other perspectives and to bring it back home here. If you're going to talk about things in management leadership and business things like recognizing excellence giving people discretion sharing information building relationships these are all sub topics that Zak wrote about in his HP article I would argue that the choice of the neuro chemical language to describe that is pretty much useless. We don't need neuroscience to talk about the notion of leadership or motivation. In fact it's it's it's beside the point it's distracting.   Charles: [00:14:48] So to me defaulting to that micro level of explanation for all explanations is a fairly low level of explaining our sorry. Description is a fairly low level of explanation and description by reducing things to the lowest physical common denominator becomes really useless and useless.   Charles: [00:15:08] So that's the essence of my concern with it we're using one language to describe phenomena which are frankly practically speaking far better described in other languages. So it's akin to saying well should this concept be better expressed in German or in French. Well when you're talking about leadership it doesn't matter. There's certain area. That might be very important but most management and leadership subjects I suggest are very well dealt with with fairly much common language and not by default to some supposedly superior notion of biochemical language. So let me stop there and see if that makes sense.   Tripp: [00:15:46] Yeah. No i i i falling as best I can. I did it not I don't have a philosophy of real depth as far as that.   Tripp: [00:15:55] I've read some of the stuff that Dr. Deming read you know where as he was going along and getting associated with the pistol melody portion of it but there's a few things that you I wrote down as as you were talking in the first one was this this kid the concept of causation versus correlation you didn't mention correlation but just just to mention it you know just because more murders in the summer doesn't mean that summer causes murders you know type of thing.   Charles: [00:16:22] Yeah correct.   Tripp: [00:16:24] And so there's a difficulty which kind of leads me to the second thing I wrote down which is anytime we're doing dealing with science we're in essence and Dr. Deming used something called PDSA which is plan do study act. We know that we're kind of in a scientific setting and just because we have one instance of something happening doesn't prove anything forever. It just means in that circumstance and that's kind of when as you were talking about you know the hand above the table I'm sitting there thinking OK you know from a scientific standpoint we can't draw conclusions about things based off of even multiple experiment experiments of metaphor. One of Dr. Deming is famous saving sayings was no theory has ever proven.   Charles: [00:17:09] Right. So it's he's philosophically exactly correct.   Tripp: [00:17:13] Okay. Okay. And so you know from that standpoint I gather that you know and I and I as I hear you talk and I'm kind of putting the pieces together and there is a third thing that you mentioned in there and I kind of remind me of you know Frederick Taylor versus what Deming taught. So you've got kind of this Taylor mystic thinking during the Industrial Revolution about you know pound whatever you can out of people pay Papa those types of things and Dr. Deming came in and redid all that and now actually was that kind of same transformation from Newtonian you know thinking to quantum physics. I mean it was a whole new level of of thinking and I guess where I get kind of stuck you know as I hear you talk and you say I have some of that logic associated with it. And again probably not the depth you have  I know I don't.   Charles: [00:18:08] Believe me I've forgotten 90 OK.   Tripp: [00:18:10] I'm still working on the two percent you that you know. So the.   Tripp: [00:18:16] But logically there are certain things that I as a read them kind of makes sense and I don't know if it's a familiarity thing or what it might be. But for instance when Dr. Zak talks about the fact that you know you raise as you become an executive you know you raise up through all the levels and you get this power and the testosterone starts kicking in. And in essence you lose empathy. I find that useful from a scientific standpoint does it apply to everyone. Probably not. But. But is it something that would be useful for people to know. I think so and I've and I've heard others that are in kind of the neuroscience field kind of support kind of what Zak's saying. So you know I'm hearing that. So are you countering that type of thing or is it is it something else that that you're you're taking from an argument perspective from an art.   Charles: [00:19:15] It is something else. I don't disagree with that finding. OK. And sort of empirically obvious to me as a manage. Kids huh. But you know hey more more proof. What the heck. That's that's fine. What I'm here arguing about is an example I'm looking at Dr. Zak's article in front of me just to refresh my memory. And he in this article in Harvard Business Review he says quote I identified eight management behaviors that foster trust. These behaviors are measurable and can be managed to improve performance. Close quote. And those eight behaviors are. He calls them behaviors no one recognize excellence. Number two induce quote challenge threats unquote. Number three give people discretion in how they do their work. Number four enabled job crafting. Number five. Share information broadly. Number six intentionally build relationships. Number seven facilitate whole person growth. Number eight show vulnerability. Now those are all you know we understand in plain English we understand what those mean and what he's done what he says he's done in his research. Remind me to come back and comment on the research. OK. But what he what he suggested is that. They've been able to measure different levels of oxytocin in association with these kinds of phenomena. I have no problem with that whatsoever. I'm just saying. Who needs that to talk about. Give people discretion you know share information broadly intentionally build relationships and be vulnerable.   Charles: [00:20:44] Poets have said as much every management consultant I know would say as much people 30 40 50 years ago who were very well respected in business sent as much without any need for any benefit from oxytocin or or neuroscience.   Charles: [00:21:01] What I'm arguing about is the utility the value brought to this set of observations by the field of neuroscience it seems to me pretty minimal. It's like I knew this. This is second grade stuff. Not that it's not important. Believe me. I mean he's absolutely right and picking on these issues for example show vulnerability. That's huge. And in the work that I do and trust that's one of the leading things. My question is why did I need to know that proven through some biochemical study. I don't. And not only that it's it's worse if you actually bring it in demand. What do you do with that observation to say you know chemicals are associated with a certain vulnerability. It's akin to in my experience when some people say well can you make money with trust. You know how do I know it's going to be profitable. Never mind wonder. That's the wrong way to talk about trust. People who ask that question frankly are not going to be persuaded by however much data you could throw at it anyway. And I think the same is true here. If if somebody is questioning why should I be vulnerable citing the evidence of oxytocin levels is very unlikely to convince them. So what's the use of it. If you're a professional advisor a management consultant a financial advisor it's just not a very powerful argument. You know more powerful arguments are well so and so over here in out or think about the Oracle of Omaha you know. Here's what he did. Storytelling is more useful. Drawing on analogies is more useful surveys are more useful way down the list it is let me describe the chemical reaction that happens in people's heads when this issue comes up. So it's really an argument about utility and role and relevance.   Tripp: [00:22:46] When you say utility I think application is that.   Charles: [00:22:49] Yes.   Tripp: [00:22:49] OK. So. So in essence it's kind of like it's not showing us really anything new it may be showing us that the science says that it's something that that's there but it's not telling us anything that we didn't already know.   Charles: [00:23:06] Yes OK in a nutshell that's it. OK. Telling us anything we didn't already know. And furthermore it's not particularly useful in explaining things that even the people know. Okay. So yeah.   Tripp: [00:23:18] Okay. Yeah. I you know I sit there and as I reflect on you say I'm Deming's thinking and I'm trying to pull together some of the or you know theory of knowledge piece or philosophy piece with the only psychology piece which which you do definitely write to you don't see that neuroscience as an advancement on the psychology piece or giving us key insights about how people behave and why they behave that way.   Charles: [00:23:52] That's correct. And it is nothing to do with truth. I mean a description of a phenomenon like me raising my hand a biochemical description of that is 100 percent as accurate as a poetic description or a an argument from me understanding something in context. It's not a question of right or wrong. It is a question of relevance and impact and power.   Tripp: [00:24:13] Okay. All right. So I did so and I'm just going to kind of kind of go back through things because you're giving me a different way of looking at things this way. As your as your email did there.   Tripp: [00:24:25] There's also a gentleman by the name of Orin Clark. I don't know if you're familiar with him. He wrote a book called Pitch Anything.   Tripp: [00:24:33] So he's a guy who's a who is basically in the world of getting money for ventures basically. Right. So might be for movies some might be for business. It could be anything but he is basically that that's his common role and when it thinks he discovered and he was one of kind of first turned me on to all this is you know here are the reasons and there's a lot of it could be an interesting read for you. I'd be curious does that. Oh I don't get. Yeah. What what you're thinking is I. But he kind of pulled in you know the three parts of the brain. He talks about the crocodile brain the bad brain the neocortex and. And that when you're when you first meet somebody you know it's kind of like a fight or flight thing like that first e-mail I say to you you know do I want to write you know what I want to take this on or do I want to you know which. Which way do you want to go and how do I present. I think a lot of the strategies they had in the Trusted Advisor help mitigate some of those issues associated with that because the whole thing is about the things you've already talked about authenticity and those types of things. But he in essence took that process of pitching you know for money and different things and took parts of what I hope. I don't know that he would even say it was neuroscience but but things he learned from Malcolm Gladwell and folks like that.   Tripp: [00:25:57] And he started to say hey there's something here. When we pitch you know we need to be aware that for. For instance he talks about a lot about being the alpha versus the beta. That you get into what's called a beta trap meaning you have low status associated with it with where you are and you don't want to be there. You know how can you set up a situation where you're you don't have you know low status. So I see a lot of the strategies and maybe that's the wrong word to use that you talk about in the trusted advisor that kind of parallels some of things that that he's talking about in there but he's using the neuroscience or my words not his to kind of explain you know what's happening in the brain and why you need to be presented in a different way. And so I found that useful from my perspective because it's kind of like OK people are taking something and that's what made me start to dig deeper into this I'm reading every book I can find on neuroscience now just to you know what are people concluding. And you know interesting as I shared with you Dr. Zak and you know David Rock apparently at odds with each other. So I'm not sure of why but yeah.   Tripp: [00:27:12] So so there's I almost feel like we're in this world and where we got these kind of rough rocks if you will and they're all bouncing against each other and eventually all kind of smooth out into something and maybe it won't be. Maybe the path that you say you were not really learning thing we're new we're getting more reinforcement about kind of what we already knew anyway from interactions with people and in organizations.   Charles: [00:27:38] Yeah. Well again the I I was not aware of the conflict between Zak and David Rock. I'd be curious to find out what that is.   Charles: [00:27:48] But I'll bet you 9 to one. They both are in agreement or disagreement with what I'm talking about.   Tripp: [00:27:54] Yeah. But but again as I told you my my main thing is when people offer a perspective and you're obviously a just pick created and someone who's a een applying this for a long period time this person's got some something to say. And again that's why I wanted to have you on. You're very thoughtful in your in your approach to things and and you know I think people should hear. But you know what you have to say.   Charles: [00:28:18] I think you know just to stay on a little piece that you mentioned there you're really talking about persuasion and influence. Anybody who's interested in that. I find the most persuasive person in that area is Robert Cialdini who writes with I mean he's he's got legitimate scientific background but he writes more in the terms of pop psychology. Mm hmm. So he is first book called influence the science of persuasion lists. I think it's seven different factors that lead to human influence and some of them are pretty well-known. They're like act now supply limited or all your friends are doing it. It's telling to me and what I've taken from him and exploring the notion of trust. The first factor that he mentions and in his later life I see him mentioning more and more doesn't sound like that at all. It's the notion of reciprocity as in if I do X for you you will respond in like terms. It goes back to fight or flight. If I approach somebody in a friendly manner it improves the odds that they will react that way if I approach somebody in a an antagonistic fearful manner. You know you get back what you put out. And in fairness to Zak he actually mentioned his reciprocity yes at the front of his article as well he should. I think he's absolutely correct about that. The question I'm raising is having raised that which is the more powerful way to get that notion across to people in my own work. And again I spent 20 years in management consulting and another 20 doing this trust work. I have found it's far more important. For example are far more useful if I'm in front of a room and I'm trying to explain this notion of reciprocity a walk off the podium walk into the audience go up to some person smile at them lean over and extend my right hand in a gesture that we all know was a handshake.   Charles: [00:30:10] Well guess what. Every single time you do that that other person is going to reciprocate and they're going to shake my hand. Why. Because then it's just hard wired into the human psyche. I mean you can make a very good book on that ninety nine point nine times out of 100 that's going happen. You reciprocate now and so Zak and I agree on that. My question is who's more persuasive in standing in front of a room and explaining saying here's what's happened to the neurochemistry in your brain when I extend my hand. Or me saying let's look at a few examples. When you go into a sale and you do X or you do Y or when you're making a political speech do X or Y and when you look at this historical story that we all know from from literature what's going on here X or Y. Those are persuasive practical ways of getting a point across to human beings. And while there is nothing untruthful you can describe human beings one hundred percent in mechanical chemical ways. But depending on what you're trying to do that explanation is next to useless or it's terribly important. I mean let me be clear if we're trying to develop medicines pharmacological solutions understanding ways to improve brain surgery understanding certain psychological therapies I think the neuroscience stuff is critical. It's cutting edge. It's great. We should celebrate it and get more of it. But when you apply it to some of these other areas of inner human interactions you know and the utility is way down the list compared to things like storytelling examples engagement and so forth.   Tripp: [00:31:43] Okay. Yeah. And actually that's one of the things in pitch anything with a working class a part of the pitch is as a story to in order to ticket people's brains engage.   Tripp: [00:31:54] But I've got one thing I was gonna mention is I didn't actually read Robert's holding his Pre suasion book. I've not read the older and I have it the psychology influence of persuasion. There's a lot of great stuff in there.   Charles: [00:32:06] Oh definitely.   Tripp: [00:32:07] It's a very useful you know type type of book. There's another book I'd be curious on your thoughts about so called Decisive. And again it it it's written by Chip Heath. Oh yeah. And he talks about the fact that you know things like when you're going to make a decision.   Tripp: [00:32:30] People kind of narrow their focus in this kind of backs up some of the things Malcolm Gladwell talks about too as well especially if there's pressure on you. You have a tendency to narrow your focus and and by virtue of the fact that that your focus has narrowed narrowed that becomes kind of an either or type of condition when you're looking at making decisions as opposed to looking at multiple options. And he also then this into confirmation bias and you know he talks about you know things of that sort.   Tripp: [00:33:00] And and to me it starts to crossover and I think you know the fact I guess I guess this is what I kind of what I've concluded especially after going through some of Oren Klaff stuff. And even Danish stuff is you know the story has to be compelling. And one of the things his psychology seems to be old news and forget about philosophy philosophy is like all right.   Tripp: [00:33:28] Since the beginning a man right. You know associated with it and that's not to discount its importance in understanding although I have to say some of the philosophy books you know that are written are seem to be written for each other as far as philosophers go.   Tripp: [00:33:43] I mean I guess I can't get anything out of it.   Charles: [00:33:45] So right yes.   Tripp: [00:33:47] So it becomes very difficult and even Deming when he read Mind and the World Order you know he's he basically said started Chapter 7 and 8 it's that because there is the with. Yeah.   Tripp: [00:34:00] So because it's a little bit difficult to get something out of it I think people today and you know they're looking for that fresh thing and Oren Klaff really hits this hard.   Tripp: [00:34:12] I think even Sodini hits it hits it pretty hard is it has to be that that the newness of something gets people's attention.   Tripp: [00:34:20] And even if it's kind of the maybe not the right thing that they're looking for answers associated with Why is this happening and they're looking for fresh work even if it only supports what's actually already known right.   Tripp: [00:34:35] It hesitancy then to get people's attention.   Charles: [00:34:37] And I think that you know part of why the field of sales will never fall short. Everybody's looking for the newest band you know is like a breath short kind of reason going to be first in line. I mean what you just Yeah right is. I would call that kind of a universal attribute of people were looking for the newest shiny object.   Tripp: [00:34:55] Yeah. So it's in our nature you know like like say you like you like putting out your hand. Most people are gonna know that that's that's for a handshake.   Tripp: [00:35:03] It's kind of the same thing and so I'd say you know from one perspective because I've read you know and I've got many many more books so they want to read that you know associated with the subject neuroscience it's new. And people are saying what can I glean from this and maybe what they glean from it is the old lessons that we learned in philosophy that were then again really reinforced by psych. What did we learn anything really new there or was it just something that we conclude. I think and I don't I think it's too early to know whether neuroscience is going to have any any offering you know associated with that it's just there's too many I know for you kind of the podcast I don't know I think.   Charles: [00:35:45] I think that you know what we just said about newness and the attraction and the ability to let people discover new that's true. I don't think that's going to happen in this area. OK. I just by its nature I mean you know applying neuroscience to management and leadership is based on hope the thought the idea that if you can describe things in chemical terms it's going to lead to something you know terribly useful. I just don't see that happening much at all.   Tripp: [00:36:17] And I don't know how much of a play you know does it offer anything actually new I think is kind of where you go through its new science but does it offer anything new for the perspective that. But but if that's kind of a key that will help people.   Charles: [00:36:36] It's not it's not just new. It's also useful. Yeah I get a I'm I could I could given a new. Yeah this is you know neuroscience is new and fascinating just because of that. But is this going to be a useful again. I don't see it as any different than saying Oh maybe if we translate this into Latin IT'LL BE NO IT'S LIKE IT'S NOT GONNA BE USEFUL it's the same stuff.   Tripp: [00:36:59] Mm hmm.   Charles: [00:37:00] And I think it's it's a distraction. And by the way this is the neuroscience just through neuroscience. Let me not just pick on that. I do a lot with tech companies. You know Google LinkedIn etc..   Charles: [00:37:11] And as you can imagine the people who are adept in those areas they're super deep into analytical left brain explanatory deductive logical thinking and so forth. Those people tend to discount the more conventional wisdom soft skills stuff and so on. And in some ways that you know that the passion to describe for example I get a lot of requests.   Charles: [00:37:33] How do you measure trust. And my argument is Don't even go there. You know that then the compulsion to measure something is itself reflective of not really understanding the boundaries of usefulness. You know it's like if you had a conversation with your spouse and you said you know I want our marriage to get better why don't we set a baseline. Let's agree seventy nine point one on a scale of one hundred and then let's measure every week how I'm doing on improving our marriage if any spouse that I know of is likely to say get out of here. Don't treat this that way.   Charles: [00:38:12] And so the neuroscience is just one more in in an over inclination to reductionist thinking a little bit over belief that you know we'll discover the cures to all things if we can just get the the artificial intelligence stuff right and we can just scale. I mean look at what Zuckerberg is accused of continually thinking things are going to solve all these problems by just doing more connecting more people in more ways.   Charles: [00:38:38] Meanwhile there's issues and they come from exactly that kind of thinking well.   Tripp: [00:38:43] And you will find any argument from a Deming philosophy perspective. You know he would say the most important figures are unknown and unknowable. All right. So so so there's so yeah.   Tripp: [00:38:55] So from that from that perspective I would agree but maybe we are trained to measure something that that can't be measured can we gain new insights from neuroscience and how do we conduct or maybe a structure the way that the organizations I guess is kind of the question you're. But your response to that is you know kind of a definitive no no. That we're not going to get anything from it.   Charles: [00:39:22] Well again let's let's be clear. I would give ground I'd cede ground on whether we're gonna to learn something new and that's OK we'll say we're going to learn something new meaning in this case a different way of describing phenomena.   Charles: [00:39:33] The practical utility of that is really more of what I'm getting at. Yes. So if you can I would argue that about half of what we call trust. You can definitely measure about half a foot falls into the unmeasurable but even in the measurable. What do you do with the fact that you're going to measure it the default business response is let collect data on it. Let's break it down to the most discrete component that we can. Let's set goals and let's reward people for achieving those goals. Now if you're talking about something like reliability or credibility and you can you can somewhat do that. You can track people's performance against promises that's useful. But if you try to track people on are you achieving better vulnerability or even worse yet. are you benevolent beneficent towards your clients. Do you have your clients best interests at heart. Well if you start measuring how people have their client's best interests at heart and you start rewarding. For doing it you've just ruined everything. How do you reward people for being unselfish. It's self-contradictory. It causes people to mistake the measurement for the thing that it is supposed to be measuring and to behave in perverse ways. So I think that the ultimate question really is is it useful. And I guess that's my concern. It's not terribly useful.   Tripp: [00:40:48] So let me ask you this then Charles as far as what would be useful what's put us put neuroscience to the side here for a minute if we're to advance the thinking that's going on you know from a management perspective where would our time be best spent.   Charles: [00:41:07] Right. Well that's a great question. And let me answer it within the narrow purview of trust which is what I've focused on for 19 years now. It's a great example because trust also suffers from a lot of vagueness and lack of lack of definition.   Charles: [00:41:26] You've seen it all. All your listeners have seen hundreds of examples of headlines as saying new study shows trust in banking is down. Let's just take that kind of thing. Trust in banking is down and we all go out. I believe the study. I believe the statistical accuracy and relevance of whatever came up with. But what does that mean. It could mean one of at least two things it could mean that financial institutions like banks have become less trustworthy. You know just look at the news on Wells Fargo and. Or alternatively it could mean something very different which is that people over time and become less inclined to trust banks. That's a very different thing.   Charles: [00:42:03] The first one is a violation of trustworthiness and norms on the part of it would be trusted organization like a bank and they're in the right responses to that regulatory using the laws to prosecute hiring firing people and so forth. On the other hand if the problem is people become less inclined to trust banks that's a PR problem. That's a communications problem. Very different to go slightly analogous to that. The staff will tell you that in the United States in the last 20 years violent crime has gone down. That's a factual statement reduction in violent crime. At the same time fear of violent crime has gone up. So that's a case where it's the perception that the problem not not the crime itself. And if all you're doing is saying you know if you're a violent you know you're violent crime is up. Oh my gosh. That doesn't tell you.   Charles: [00:43:00] And I think it's like that in trust. So here's my answer you break it down it's practically humanly meaningful components and there are two there's a trustor and a trustee and the result of those two interacting is trust or lack of trust. The characteristics of a trust door to the person who initiates the trust interaction and they're taking a risk. That's the essence of of trusting the person who is trusted or wants to be trust dead is we call them trustworthy or not trustworthy. And the result of their interactions becomes a certain level of trust. So trust is a noun properly belongs to the result of the interactions. Trust is a verb properly refers to the person taking the risk and trustworthiness an adjective properly refers to those who would be trusted. Now you can actually do something. You know my little book The Trusted Advisor I think part of what made it popular was we had a simple for factor equation for describing trustworthiness. And most of our audience likes equations you know and that's their language. And we initially intended it just as a conceptual model for anybody interested it's credibility plus reliability plus intimacy all divided by self orientation. Two of those factors are kind of measurable and behavioral namely credibility reliability and the other to intimacy and low self orientation are much more interior psychological you know quote soft unquote kinds of things. It happens by the way that we have about eight years after we wrote the book it suddenly dawned on me Hey this a book a great many great self-assessment tool. So we pulled five questions together for each of those four factors. Five comes forward is 20.   Charles: [00:44:49] I don't know why I thought 20 was a good number and just seemed to forget and we put it up on the web and wait for the crowds to roll in. Well they trickled in but we've now had over a hundred thousand people take it and we can draw a couple of very clear and very interesting conclusions. I named two of them. Number one women score as more trustworthy than men. Not only that but almost all the outperformance of women on this score is due to their performance on one of those four variables. It's not credibility it's not reliability. It's not self orientation. It is intimacy. And by the way. If you sort of step back and say what would you guess. That's exactly what you guess. In fact I've given a talk about that Dana. Roughly 300 times and two hundred and ninety seven. Literally only three exceptions over the years I've been doing this. Which is about 1 percent only with only three exceptions. When I asked the group the crowd what do you think. They said women comments. And that's right up there with handshakes. Women I mean people say probably women and then asked the Guess Which factor. They're also pretty good at guessing intimacy. Now one more data point. There are lists surveys done by other you know by survey professionals Pew. Gallup Yankelovich who asked most and least trusted professions over the years and across different countries and very consistent results at the bottom of the list.   Charles: [00:46:15] You can guess politicians lawyers used car salesmen top of the list. People have a harder time guessing it's not lawyers it's not doctrines it's not teachers it is nurses nurses with with one exception in the past 20 years and then exception with the year 2002 where firemen were number one. That was the year after 9/11. Unsurprising but with every. And then the next year I went back to nurses. Nursing is an eighty nine percent female profession and if you had to pick one of those four attributes as defining the nature of successful nursing whether it's a male nurse or female nurse it's probably intimacy you know the job of a nurse is to make you feel completely comfortable sharing saying anything you know we are literally and figuratively naked in front of nurses. So it turns out when we ran a regression equation on the data that we had collected you know which of those four factors really is the most powerful describing trustworthiness it's intimacy and we you know we basically define intimacy as the ability to make other people feel secure and comfortable sharing things with you. Now is that is that scientific. Oh it's just the model that we came up with to heuristic we describe. you know what's going on.   Charles: [00:47:29] I don't argue that that has any more physical reality relevance than any other model. It just seemed to work pretty well and I still think it does. It's a common sensical definition and for what it's worth that's what the data show. And that also seems to get pretty general common sense affirmation. So what do you do with all that. That one's pretty clear. I can tell you what to do if you're an accounting firm if you're a law firm. If you're a tech support in a tech company you almost certainly need to get better at your intimacy skills. But what does that mean. That means having conversations in a certain way. It means having a certain amount of personal courage to bring up difficult subjects and to lead with it. It requires a little bit of internal development like you know get over your fight or flight take the risk of not all that bad. That's the kind of stuff you can do something with as opposed to 90 percent of what's out there on the subject of trust which is at the level of trust in banking is down or you know trust in Bolivia is slightly lower than Uruguay. Not that there's anything wrong with those descriptions but I don't think they give you a practical notion and that's kind of the same. The flip side of the argument I was having in neuroscience. What do you do with that right.   Tripp: [00:48:42] Well you know if it's history and probably so it can start to win this down a little bit. But you know in our emails back and forth you mentioned Alfie Kohn. Yeah. And you know so this gets into Debbie Deming philosophy with the four things you talked about earlier. Systems thinking theory variation theory knowledge and psychology and and one of the things that we find over and over again in organizations. No I can't say we did any at a depth of study but you know Dr. Deming worked with a number of and I've worked with many companies over the years is that reward systems drive wrong behavior.   Tripp: [00:49:20] Yes they do have an influence on an individual but right within the organization they will drive the wrong behaviors associated with it. So you know one of the things that that's coming from the neuroscience side is more what I would leverage to help support that thinking.   Tripp: [00:49:40] And that's that's kind of where I grasp on to it I think you know from a Deming perspective is you seen this stuff in there and then basically saying Yeah it does drive that. So in essence the wrong behavior. And here are the things and fundamentally you're right. I mean if I if I if I sat back and I looked at it it's not anything that people haven't written before but the fact that it is kind of new research that it gets people's attention to be able to say geez if if psychology is telling me that and philosophy is telling me that and systems thinking and telling me that in neuroscience maybe I shouldn't be doing that.   Tripp: [00:50:19] And yet even with Dan Pink's you know presentations Alfie come before him with you know can't. Contests and Punished by Rewards to books that really.   Charles: [00:50:29] Great books.   [00:50:30] Yeah. That that he wrote back in the Deming days right. Oh. When Deming was around. They still stand. And they science still stands but people just seem to ignore it. So.   [00:50:42] What does that tell you.   [00:50:43] It's in the culture. Like you said it's the handshake. You know everybody knows that it works. It does work. Nobody can refute the fact that rewards don't work. But it's how they're used and when they're used you know and associated with that. And you know Dr. Zak is a little bit familiar with Deming. So he I get a little concerned when I first started reading this book because he was with you like everybody else that I've written about neuroscience had kind of gotten into this. How do we make better a performance appraisals which is another thing. Deming railed against. Well. The answer is you don't do performance appraisals.   Charles: [00:51:17] Right.   Tripp: [00:51:17] I can give feedback without doing that. And you know so whether it's the reward systems or the performance appraisals some of the things that railed against all the science has pointed basically that we're we're doing this wrong and they talk about something that that compromises trust in an organization when bad behaviors are running. I've got to believe at least and maybe you have a different view on it is that were were designing systems or organizations in such a way that is self-defeating trust it just in the way that they're structured.   Charles: [00:51:58] Let me give you a quick story to that point.   Charles: [00:52:00] I was in first of all stories are very powerful because they help people come to conclusions without thinking they've been bamboozled into doing it. They want it allows them to put their own spin on it. I was standing I was giving a talk to the Top 40 or 50 so people at Accenture some years ago and before me was the CEO guy named Bill Green at the time.   Charles: [00:52:21] No no relation. And Bill Green had just finished outlining some huge reorganization for all of Accenture and somebody raised their hand and said Hey Bill have we lined up the incentives properly so that if I'm sitting in Australia get a call from our guy in Bulgaria I'm going to be incentive to do do the right thing and answer him. And Bill Green got visibly angry got up out of his chair on the stage. Any any leaned out any point and he said I never want to hear that question in this company again if there's ever any conflict between doing the right thing and the incentives. You do the right thing and we'll fix the incentives later.   Charles: [00:52:58] Now in that moment I mean it was a very impressive you know 40 people who were the leaders of Accenture got that message loud and clear in that moment. And that goes to how you actually do this stuff. You don't tweak the cheese for the rats in the maze. You do it by by leadership of living you know walking the talk all that stuff. You do it by repeatedly invoking a few principles and applying into very specific situations. So I think that the role of role modeling is particularly apt in and when it comes to trust. And my quick answer and then we're running out of time. My quick answer how you create this in an organization is don't do the incentives routine. This is higher level human stuff. What you do is you pick a few concepts a few principles and you relentlessly apply them. It doesn't have to be leaders who just have to be influential people who sign up by saying I think I know what we mean by transparency and right here this is an example.   Charles: [00:53:56] I think I know what you mean by collaboration and right here. This is what that means in this situation. So done right. There is room for tweaking and you know the various not nudges and all that kind of thing but the objective should be to create what I call a trust based organization which is an organization within which people individuals behave in trusting and trustworthy manners toward each other and towards all their stakeholders. It's not a characteristic of the organization. The key is not organization design. The key is certainly not metrics and rewards. It's creating an environment in which people behave in a trusting and trustworthy manner towards each other as individuals. And from that grows the culture and from that you can then say well this company is trusted.   Tripp: [00:54:42] Brilliant. Well said that's a that's not only a great example. But that's that's a probably a good way to conclude this although I do have one last question I ask everyone. It's when I people actually make fun of me for which is Is there anything that I fail to ask that you wish I would have. Or is there any clarification of anything that you've said to this point that that you'd like to take the opportunity to to shall offer.   Charles: [00:55:09] I'll offer one quick thing. The question you didn't ask is What's the one single thing people can do to increase trust and and actually as a simple answer we could spend another hour unpacking it. But it's basically listen and it's not listen to find the data it's not listen to verify your hypothesis. It is. As a sign of respect it functions just like the handshake. If you really listen to someone and something is very clear about this they will listen back. So if you want to be listened to if you want people to buy from me if you want people take your advice. The key is shut up and listen and allow the natural human response of reciprocating. And then they'll listen to you and everything gets better. So the key is listening.   Tripp: [00:55:49] Excellent. Very good. Well we certainly appreciate you sharing your time Charles. And like I said.   Charles: [00:55:56] My pleasure Tripp. Thank you.   Tripp: [00:55:57] Oh it's been I mean you've opened my mind quite a few things in this conversation. I'm sure you do that on a regular basis and people will appreciate that.   Tripp: [00:56:09] So thank you very much.   Charles: [00:56:11] Thank you.   Tripp: [00:56:18] Thank you for listening to the minor noodles podcast. We are currently offering a PDA titled Five surprising findings from neuroscience to help you understand your organization. Just go to Mind Your noodles. dot com forward slash five findings.   Tripp: [00:56:41] No spaces. Also if any listeners know of. companies or people applying neuroscience to their organization we are interested in talking to them. Just have them email me at Tripp to our IP. at minor noodles dot com.  

“Don’t be flashy” when operating your business warns seasoned commercial lender, Charles H. Green. Armed with 38 years of experience in funding small businesses, Charles knows plenty about running a business by the numbers and not by hunches.  In this episode, he stresses the importance of being able to interpret your financial statements to understand your company’s financial story so that you know where to focus on improving.  Discover what the 3 big categories of financial health metrics are, how it’s possible to be profitable but not have any equity or cash flow, and why an Excel spreadsheet can be more useful than bookkeeping software.  As a former president and CEO of a bank and the author of several bestselling books on small business finance, you definitely don’t want to miss the sage advice Charles offers! 

Peter is joined by The Trusted Advisor Charles H. Green to discuss the power of trust and how to create it in business and how building trust translates to more sales, improved relationships, and better clients. Charles explains why he shares so much of his content for free and how it pays dividends to his business as a thought leader. He also explores how to successfully license content for long term success and what he has learned licensing his own content. There are tons of great tips on building a brand, producing great thought leadership products, and qualifying your customers. 

Charles H. Green | The Trusted Advisor | How to Gain Trust With Your Prospects by Enterprise Sales Podcast

Are you saving enough? Finance and business expert Charles H. Green will join your national award-winning family radio talk show Let's Talk America with Host Shana Thornton to talk about personal and business finance. This show segment is for everyone. Tune in with the youth.   *Visit www.letstalkamericawithshanathornton.com. Thank you.  #LTARadio 

Charles H. Green is the co-author of the well known book, The Trusted Advisor, and founder and CEO of Trusted Advisor Associates. He's taught for Kellogg and Columbia business schools and written for the Harvard Business Review, American Laywer, and the CPA Journal. He also write the blog, TrustMatters. Charles is bringing a revolutionary idea to business, a sense of trust that extends not only to customers, but also to employees. In today's podcast, Danny and Charles talk reciprocity, how being trustworthy isn't enough, staying personal while scaling, and much more.     Key Points At 2:45 - Charles explains what trust actually IS, and it's more than most people realize. This definition of trust is the foundation for businesses and trustworthiness.   At 4:40 - Charles addresses the topic of trust in business, and how they're focusing on the wrong problem.   At 11:00 - Charles tells the story of how being personal with people can establish business relationships that are much more lasting.   At 13:26 - Danny and Charles talk about trust and scale, and Charles dispells a common myth about the personal touch taking too much time.   At 18:23 - Charles talks about how trust extends not just to customers, but also to employees, in building a very flexible company that can scale well.     Enjoying the podcast? Help us spread the word!   When you rate and review, you help us reach others. Leave us a short review and a rating on iTunes, and every week we'll mention a reviewer by name and share what they had to say!  

  Charles H. Green is an author, speaker and world expert on trust-based relationships and sales in complex businesses. Founder and CEO of Trusted Advisor Associates, he is author of Trust-based Selling, and co-author of The Trusted Advisor and the just-released Trusted Advisor Fieldbook. He has worked with a wide range of industries and functions globally. Charles works with complex organizations to improve trust in sales, internal trust between organizations, and trusted advisor relationships with external clients and customers. Charles spent 20 years in management consulting. He majored in philosophy (Columbia), and has an MBA (Harvard). A widely sought-after speaker, he has published articles in Harvard Business Review, Directorship Magazine, Management Consulting News, CPA Journal, American Lawyer, Investments and Wealth Monitor, and Commercial Lending Review, and is a contributing editor at RainToday.com. Email: cgreen@trustedadvisor.comWebsite: http://www.trustedadvisor.com 00:00 Who is Charlie Green? A brief background on his career.00:40 He's written three books, including The Trusted Advisor.1:20 “Vertical's not where it's happening anymore--it's horizontal.”2:50 “No outcomes, no income.”4:10 Trust operates at two different levels: institutional and interpersonal; the latter of the which is the stronger of the two bonds.5:30 What does a trust relationship look like?6:00 How to get people to trust you: Charlie's equation: (Credibility + Reliability + Intimacy)/ Self-Orientation.8:00 Nurses are the number one most trusted profession.8:45 “Women, on average, are more trusted than men.”9:09 “The biggest driver of trust is whether or not we feel comfortable sharing about ourselves with another person.”10:00 Charlie explains Credibility, Intimacy, and Reliability.12:50 Under-promise and over-deliver is not a good thing--you are essentially telling people that you are unreliable when you do this. It is better to make a series of small promises and come through on all of them.14:45 Things that add up to a “reliability gap.”16:00 Charlie explains Self-Orientation.21:05 “I urge people to trust their gut.”23:30 Four trust principles that can help you earn your clients trust and come off as more trustworthy from first impressions onward.30:00 Charlie's words of wisdom for rebuilding lost trust.32:40 “You don't close a sale, you open up a relationship.”33:20 Charlie addresses the looming question: Do we increase our sales the more we push our product?35:00 You get better numbers long-term by focusing on the client, not pushing the product.37:15 “It's less about what they say, and much more about what they do.”38:15 “Walk the talk.”38:30 “If we want to improve our trust, we need to take a long hard look at ourselves.”39:20 Remember: Listen with a sense of curiosity and respect to affirm the other person. This drives reciprocal behavior in other people and will improve trust in your business relationships and relationships with others in general.41:00 Charlie can be reached at his website: trustedadvisor.com or at his email: cgreen@trustedadvisor.com

Brad Farris is the principal advisor of Anchor Advisors, a Chicago area firm that specializes in helping small companies grow their businesses. Brad is also the founder of EnMast.com, a small business owner community. There he's published multiple e-books, how-to guides and small business tools and templates for small business owners. He is also the co-host of the amazing Breaking Down Your Business podcast with Jill Salzman. Talking about networking at events, taking relationships from online to offline, and entrepreneurship. NBN 30 Show Notes Join the NBN Club today, price increases on October 1. Listen to episode 30 in iTunes or Stitcher. Support the show by checking out Contactually a web-based CRM tool that will help maximize your network ROI, get more referrals and gain more repeat business. Thanks to Clark Buckner for his great networking tip. Record your audio comment or networking tip here. See if you can remember the names of these faces. Please pick up a copy of my book, New Business Networking: How to Effectively Grow Your Business Network Using Online and Offline Methods. Breaking Down Your Business podcast. Move from the online world to the offline world. Take it to the meet space. Common mistakes people make in small businesses. Doing too much. Everything good comes out of focus. Take it to the meet space. You need to decide to do one thing and not to do 100 other things. You're not moving forward if you're getting the wrong things done. Tips to avoiding business owner burnout. Work less. Set limits to when you work. The Freaks Shall Inherit the Earth: Entrepreneurship for Weirdos, Misfits, and World Dominators by Chris Brogan. Setting office hours. Who told us we have to reply to every email? When you do, they reply back. Stop the madness! :) Will you read it later? We don't allow the phone to interrupt us anymore. How Brad built his team from networking. Brad's networking evaluation tool. Download it here. Evaluate the value you get from the events you attend. Bring value by connecting people to problem solvers in your network. Brad tags members of his network with their area of expertise, so he can refer them easily. He uses Highrise as his CRM. His email list is by far his lowest cost, highest return marketing effort. Email newsletter growth tips. The more what you're writing about connects with the people reading it the better. Answer common questions. Look at common replies you write in your outbox for ideas to blog about. Ten ideas to blog about. Why podcasting is a great networking tool. App Recommendation: Drafts. Book Recommendation: The Trusted Advisor by David H. Maister, Charles H. Green and Robert M. Galford. Contact Brad:  Brad at enmast dotcom, or call him (he left his phone number). Click HERE to subscribe in iTunes Click HERE to subscribe in Stitcher  

A lot of people think "trust in business" is a little soft, a little oxymoronic, and a little odd. But it's not. It is an essential component of successful client relationships and a key element in winning over prospects. In this podcast, Charles H. Green, founder and CEO of Trusted Advisor Associates, breaks down how trust works in professional services, what the components of trust are, and how trusted advisors can reconcile that role with their responsibility to develop new business.

Welcome to episode #76 of Six Pixels Of Separation - The Twist Image Podcast. There has been a ton of buzz about David Maister showing up (and presenting) at PodCamp Boston 2. I took the opportunity to sit down with Maister and the results are a fascinating conversation about how Marketing is really connecting in this day and age. Saul Colt also coughs up a couple of hairballs (literally) in his latest installment of, The World According To Saul Colt, and C.C. Chapman shares some PodCamp Boston love.  Enjoy this conversation... Here it is: Six Pixels Of Separation - The Twist Image Podcast - Episode #76 - Host: Mitch Joel. Running time: 54:08. Audio comment line - please send in a comment and add your voice to the audio community: +1 206-666-6056. Please send in questions, comments, suggestions - mitch@twistimage.com. Hello from Beautiful Montreal. Subscribe over at iTunes. Comments are now live on the new Blog - sixpixels.com/blog. Facebook Group - Six Pixels of Separation Podcast Society - please join (we have over 1115 members). Check out my other Podcast, Foreword Thinking - The Business And Motivational Book Review Podcast - sponsored by HarperCollins Canada. Foreword Thinking - episode #7 is now live and features Ben Mezrich - author of the books, Rigged, Bringing Down The House and more. BarCamp Montreal 3. Audio Comment – Tim Coyne – The Hollywood Podcast. The World According To Saul Colt. PodCamp Boston. In Conversation with David Maister from PodCamp Boston 2. Managing the Professional Service Firm. The Trusted Advisor with Charles H. Green and Robert M. Galford. The new book - Strategy And The Fat Smoker. Six Points of Separation – Six Ways To Re-think Unconferences: 1. Whiteboard. 2. Fee. 3. Camp fire. 4. Speakers. 5. The rules. 6. Self-organized. Six Pounds of Sound with C.C. Chapman - Managing The Gray - Accident Hash - The Advance Guard. Bill Grady – ‘Let's Sit & Smile'. Please join the conversation by sending in questions, feedback and ways to improve Six Pixels Of Separation. Please let me know what you think or leave an audio comment at: +1 206-666-6056. Download the Podcast here: Six Pixels Of Separation - The Twist Image Podcast - Episode #76 - Host: Mitch Joel. Tags: accident hash advance guard advertising ben mezrich bill grady business cc chapman david maister digital marketing facebook foreword thinking hollywood podcast itunes managing the gray marketing motivational books podcamp podcast podcasting saul colt six pixels of separation social media marketing tim coyne twist image