WEBVTT

1
00:00:00.000 --> 00:00:07.000
So really getting down to how do we build a powerful culture of trust?

2
00:00:07.000 --> 00:00:12.000
And, you know, the idea around this is that, you know, it's really interesting.

3
00:00:12.000 --> 00:00:18.000
A study from PricewaterhouseCoopers in 2016 did a global CEO survey,

4
00:00:18.000 --> 00:00:24.000
and it showed that 50 percent of CEOs worldwide consider the lack of trust

5
00:00:24.000 --> 00:00:27.000
to be the major threat to their growth.

6
00:00:27.000 --> 00:00:29.000
That's really interesting.

7
00:00:29.000 --> 00:00:33.000
And, you know, so the alternative would be, you know,

8
00:00:33.000 --> 00:00:37.000
if you look at how few people actually love their jobs,

9
00:00:37.000 --> 00:00:43.000
the Gallup poll in 2017 showed that globally only 15 percent of people

10
00:00:43.000 --> 00:00:45.000
love their job.

11
00:00:45.000 --> 00:00:48.000
What a waste of human life that is.

12
00:00:48.000 --> 00:00:50.000
That's 1.2 billion people.

13
00:00:50.000 --> 00:00:53.000
But in the U.S., the numbers are substantially better.

14
00:00:53.000 --> 00:00:56.000
It's 30 percent, but, you know, 30 percent.

15
00:00:56.000 --> 00:00:58.000
That's not great.

16
00:00:58.000 --> 00:01:04.000
So what if you could create a workplace that people really love to work in?

17
00:01:04.000 --> 00:01:07.000
Or if you're, you know, part of a team listening to this,

18
00:01:07.000 --> 00:01:10.000
what if you loved where you worked, really loved where you worked?

19
00:01:10.000 --> 00:01:12.000
What difference would that make to your life?

20
00:01:12.000 --> 00:01:16.000
What difference would that make to your family life if you came home

21
00:01:16.000 --> 00:01:19.000
from a place where you felt that what you did mattered,

22
00:01:19.000 --> 00:01:22.000
that your contribution was seen and received,

23
00:01:22.000 --> 00:01:24.000
that you feel like you're really building something

24
00:01:24.000 --> 00:01:27.000
and you love the people that you worked with?

25
00:01:27.000 --> 00:01:30.000
You know, what's really interesting about that Gallup survey was that

26
00:01:30.000 --> 00:01:34.000
what the survey actually showed is what makes people love their job

27
00:01:34.000 --> 00:01:36.000
is not the job itself.

28
00:01:36.000 --> 00:01:39.000
It's the people they're doing it with.

29
00:01:39.000 --> 00:01:41.000
So that means culture.

30
00:01:41.000 --> 00:01:44.000
And culture, as we know, takes time.

31
00:01:44.000 --> 00:01:46.000
And that's why we do these weekly trainings,

32
00:01:46.000 --> 00:01:50.000
because we're building a culture of learning to work together,

33
00:01:50.000 --> 00:01:53.000
innovate together, where everybody's a leader,

34
00:01:54.000 --> 00:01:57.000
leading their own contribution, leading customers, leading vendors,

35
00:01:57.000 --> 00:02:01.000
leading other team members, but everybody's leadership is developing

36
00:02:01.000 --> 00:02:04.000
and everybody understands the economics of what they're doing.

37
00:02:04.000 --> 00:02:07.000
Everybody understands that what I'm doing here is affecting the team

38
00:02:07.000 --> 00:02:10.000
in some very specific way.

39
00:02:10.000 --> 00:02:13.000
So it turns out, when you look at all the data,

40
00:02:13.000 --> 00:02:17.000
what you do is not as important as who you do it with.

41
00:02:17.000 --> 00:02:19.000
And so here's my personal dream.

42
00:02:19.000 --> 00:02:23.000
My personal dream is to change culture in business

43
00:02:23.000 --> 00:02:28.000
so that people can feel fully alive and love what they do.

44
00:02:28.000 --> 00:02:33.000
So, simply put, my goal is to change the 30% to 80%,

45
00:02:33.000 --> 00:02:35.000
which is pretty dramatic.

46
00:02:35.000 --> 00:02:40.000
In other words, what if we can change the entire way businesses are led,

47
00:02:40.000 --> 00:02:45.000
organizations are led, so that people can love what they're doing,

48
00:02:45.000 --> 00:02:48.000
so that they can feel that what they do matters.

49
00:02:48.000 --> 00:02:52.000
Now, many of us have listened to Simon Sinek's Circle of Safety.

50
00:02:52.000 --> 00:02:53.000
I love that.

51
00:02:53.000 --> 00:02:56.000
I think it's a very good foundational discussion,

52
00:02:56.000 --> 00:02:59.000
and in the worksheet, we'll put that link in there.

53
00:02:59.000 --> 00:03:01.000
If you haven't watched it, definitely watch it.

54
00:03:01.000 --> 00:03:07.000
It's a really great concept around what does a circle of safety look like.

55
00:03:07.000 --> 00:03:09.000
And so here are a couple of the effects of trust,

56
00:03:09.000 --> 00:03:12.000
and I want to talk about the effects of trust,

57
00:03:12.000 --> 00:03:17.000
and then I want to talk a little bit about how can we build a culture of trust.

58
00:03:17.000 --> 00:03:22.000
And I want to give you the 10 habits for trust culture.

59
00:03:22.000 --> 00:03:24.000
So let's go through that quickly.

60
00:03:24.000 --> 00:03:26.000
So here are the effects of trust.

61
00:03:26.000 --> 00:03:31.000
You know, when people feel safe, we literally change their brain chemistry.

62
00:03:31.000 --> 00:03:34.000
Dopamine, we could call it the habit-former.

63
00:03:34.000 --> 00:03:36.000
That's that little kick you get.

64
00:03:36.000 --> 00:03:39.000
It's an incredible tool, and when people get that little kick,

65
00:03:39.000 --> 00:03:41.000
it's why every time your phone goes bing or ding,

66
00:03:41.000 --> 00:03:43.000
you look at it, you get a little dopamine kick.

67
00:03:43.000 --> 00:03:45.000
That's the habit-former.

68
00:03:45.000 --> 00:03:48.000
You know, oxytocin is the culture-former.

69
00:03:48.000 --> 00:03:52.000
It's that part that's social, that feeling of belonging and relationships

70
00:03:52.000 --> 00:03:54.000
and trust and that feeling loved.

71
00:03:54.000 --> 00:03:57.000
You know, some people call it the hug hormone,

72
00:03:57.000 --> 00:03:59.000
you know, that feeling of being hugged.

73
00:03:59.000 --> 00:04:02.000
That feeling of, so, you know, we know that these are the elements

74
00:04:02.000 --> 00:04:04.000
of our brain chemistry.

75
00:04:04.000 --> 00:04:09.000
But building that culture-former takes a very intentional process,

76
00:04:09.000 --> 00:04:12.000
and it takes in everybody, not just the leader stepping in,

77
00:04:12.000 --> 00:04:15.000
but everybody acting as a team of leaders.

78
00:04:15.000 --> 00:04:18.000
And serotonin is really the leadership-former.

79
00:04:18.000 --> 00:04:22.000
It's that it's very heavily related to pride and loyalty and status

80
00:04:22.000 --> 00:04:25.000
and influence, that what I do matters.

81
00:04:25.000 --> 00:04:29.000
So those different chemicals in our brain,

82
00:04:29.000 --> 00:04:33.000
when we create an environment, a culture of trust,

83
00:04:33.000 --> 00:04:37.000
what we're doing is we're setting it up to be a team of leaders

84
00:04:37.000 --> 00:04:39.000
where everybody loves to work.

85
00:04:39.000 --> 00:04:43.000
Because when people feel unsafe, what we're actually doing,

86
00:04:43.000 --> 00:04:46.000
if we're the ones leading a team, or you're part of a team

87
00:04:46.000 --> 00:04:51.000
that's poorly led, what's actually happening is we're sabotaging

88
00:04:51.000 --> 00:04:55.000
the creativity and the productivity of people who feel unsafe.

89
00:04:55.000 --> 00:04:58.000
Because cortisol, as we know, is a hormone that's released

90
00:04:58.000 --> 00:04:59.000
when you're stressed.

91
00:05:00.000 --> 00:05:03.280
Because if you're spending all your time protecting yourself,

92
00:05:03.280 --> 00:05:05.480
other people taking credit for your work,

93
00:05:05.480 --> 00:05:08.160
never being able to bring your own ideas,

94
00:05:08.160 --> 00:05:09.960
just doing what you're told,

95
00:05:09.960 --> 00:05:14.440
that is a very demeaning and terrible way to live life.

96
00:05:14.440 --> 00:05:16.000
And in that particular,

97
00:05:16.000 --> 00:05:19.080
that just releases stress hormones.

98
00:05:19.080 --> 00:05:20.040
And so what we're doing

99
00:05:20.040 --> 00:05:21.920
is we're shutting people's minds down.

100
00:05:21.920 --> 00:05:23.560
We're literally locking them up

101
00:05:23.560 --> 00:05:25.780
and then saying, bring your A game.

102
00:05:25.780 --> 00:05:28.120
It's not possible to bring your A game

103
00:05:28.120 --> 00:05:29.560
in an unsafe environment.

104
00:05:29.560 --> 00:05:32.960
If you're not sure if you're gonna lose your job,

105
00:05:32.960 --> 00:05:36.400
if you made a mistake, would you lose your job?

106
00:05:36.400 --> 00:05:39.880
What level of mistake will cause me to get fired?

107
00:05:39.880 --> 00:05:40.920
Your team members,

108
00:05:40.920 --> 00:05:43.880
every team member should never have that issue

109
00:05:43.880 --> 00:05:44.960
on their minds.

110
00:05:46.000 --> 00:05:48.040
People must not be threatened.

111
00:05:48.040 --> 00:05:49.760
When I see leaders threatening people,

112
00:05:49.760 --> 00:05:51.520
if you do that again, I'll fire you,

113
00:05:51.520 --> 00:05:52.880
all that sort of thing.

114
00:05:52.880 --> 00:05:55.600
It's shutting down their whole brain chemistry

115
00:05:55.600 --> 00:05:59.240
and it's literally crippling their ability to produce

116
00:05:59.920 --> 00:06:01.120
at a high level and then telling them

117
00:06:01.120 --> 00:06:02.760
if they don't produce at a high level,

118
00:06:02.760 --> 00:06:04.160
they're gonna get fired.

119
00:06:04.160 --> 00:06:05.280
What a horrible thing.

120
00:06:05.280 --> 00:06:08.480
In fact, it turns out some research shows

121
00:06:08.480 --> 00:06:11.640
that you're not just changing their brain chemistry.

122
00:06:11.640 --> 00:06:13.080
Cortisol can literally go in

123
00:06:13.080 --> 00:06:14.920
and poison every cell in our bodies.

124
00:06:14.920 --> 00:06:17.560
We're literally making them sick.

125
00:06:17.560 --> 00:06:19.840
You can see why it's my passion

126
00:06:19.840 --> 00:06:24.520
to want to dramatically change the way businesses are led.

127
00:06:24.520 --> 00:06:26.720
But you know, so we have a rule

128
00:06:26.760 --> 00:06:29.560
and I think this is a great rule to install

129
00:06:29.560 --> 00:06:33.040
in a business that wants to make people feel safe

130
00:06:33.040 --> 00:06:35.720
and that we call it the 30 day plan.

131
00:06:35.720 --> 00:06:39.400
If your performance is subpar,

132
00:06:39.400 --> 00:06:41.040
if there is an issue with you,

133
00:06:41.040 --> 00:06:42.520
we will sit down with you and saying,

134
00:06:42.520 --> 00:06:45.200
okay, you're now on the 30 day plan.

135
00:06:45.200 --> 00:06:47.280
In the next 30 days,

136
00:06:47.280 --> 00:06:49.600
we're gonna be measuring these things.

137
00:06:49.600 --> 00:06:52.280
If we don't hit these kinds of results,

138
00:06:52.280 --> 00:06:54.120
then you should have your resume in order

139
00:06:54.120 --> 00:06:56.720
because we're gonna release you back to the marketplace

140
00:06:56.720 --> 00:06:58.160
where you can go and work and live

141
00:06:58.160 --> 00:06:59.440
at a level you wanna live at.

142
00:06:59.440 --> 00:07:00.760
But in this organization,

143
00:07:00.760 --> 00:07:03.000
we're growing at a very steep pace

144
00:07:03.000 --> 00:07:04.960
and we don't want you to feel

145
00:07:04.960 --> 00:07:07.240
like you're the person who's not keeping up.

146
00:07:07.240 --> 00:07:10.240
Who wants to work in an environment like that?

147
00:07:10.240 --> 00:07:14.240
So rule in our organization is silence is golden.

148
00:07:14.240 --> 00:07:18.280
If you're not on the 30 day plan, you are safe.

149
00:07:18.280 --> 00:07:19.920
Super simple.

150
00:07:19.920 --> 00:07:22.440
And if you do have to do a series of layoffs,

151
00:07:22.440 --> 00:07:23.880
just do them in one shot

152
00:07:23.880 --> 00:07:25.760
and call the rest of the team together

153
00:07:25.760 --> 00:07:27.040
and say, okay, that's it.

154
00:07:27.040 --> 00:07:29.160
If you're here, you're safe.

155
00:07:29.160 --> 00:07:31.320
But if we put you on the 30 day plan,

156
00:07:31.320 --> 00:07:32.800
you know we're working through something

157
00:07:32.800 --> 00:07:35.880
and then your job may actually be at risk.

158
00:07:35.880 --> 00:07:39.840
So creating the silence is golden rule

159
00:07:39.840 --> 00:07:43.600
sets people free from that nervousness

160
00:07:43.600 --> 00:07:46.000
of I have a family to support.

161
00:07:46.000 --> 00:07:48.320
What am I gonna do if I lose my job?

162
00:07:48.320 --> 00:07:50.160
You know, I don't have enough savings.

163
00:07:50.160 --> 00:07:53.960
People live under tremendous stress at work,

164
00:07:53.960 --> 00:07:55.960
but what if we could shift that,

165
00:07:55.960 --> 00:07:57.920
rewire their brain chemistry?

166
00:07:57.920 --> 00:08:00.360
Because you know, when you create that circle of safety,

167
00:08:00.360 --> 00:08:03.800
it literally does release creativity, innovation,

168
00:08:03.800 --> 00:08:07.480
encourages leadership and creates a sense of belonging.

169
00:08:07.480 --> 00:08:11.080
These people care and that sense of this is my company,

170
00:08:11.080 --> 00:08:12.880
almost emotional ownership,

171
00:08:12.880 --> 00:08:14.800
even if they don't own shares.

172
00:08:14.800 --> 00:08:17.440
That feeling of, you know, this is the place I work.

173
00:08:17.440 --> 00:08:19.000
I love this.

174
00:08:19.000 --> 00:08:21.520
So there's now a desire to move forward

175
00:08:21.520 --> 00:08:23.360
and help the company move forward.

176
00:08:23.360 --> 00:08:26.800
And that's where the heart of innovation comes from.

177
00:08:26.800 --> 00:08:28.200
You know, when people are safe

178
00:08:28.200 --> 00:08:30.120
and have that sense of ownership,

179
00:08:30.120 --> 00:08:34.159
what you're really getting is everybody's mind space

180
00:08:34.159 --> 00:08:36.520
is thinking about how to make stuff better.

181
00:08:36.520 --> 00:08:39.360
They're thinking about how to make a bigger contribution.

182
00:08:39.360 --> 00:08:41.600
They're thinking about how can we move this forward?

183
00:08:41.600 --> 00:08:43.200
Because they've bought into the idea

184
00:08:43.200 --> 00:08:45.120
that I love the people I work with

185
00:08:45.120 --> 00:08:47.720
and I love what we're doing together.

186
00:08:47.720 --> 00:08:51.160
That is actually easier to create than we think

187
00:08:51.160 --> 00:08:53.080
because people naturally want it

188
00:08:53.080 --> 00:08:57.760
and all we have to do is give them the opportunity to do it.

189
00:08:57.760 --> 00:08:59.160
Or perhaps you're listening to this

190
00:08:59.160 --> 00:09:00.640
and you're not the main leader.

191
00:09:00.640 --> 00:09:03.720
You're, you know, somebody who works for a leader.

192
00:09:03.720 --> 00:09:04.600
Then the question is,

193
00:09:04.600 --> 00:09:07.320
what can you do to switch your mindset?

194
00:09:07.320 --> 00:09:11.120
Can you reframe, you know, what your current situation

195
00:09:11.120 --> 00:09:12.800
and start to act like an owner?

196
00:09:12.800 --> 00:09:15.280
In other words, hey, if I were the owner,

197
00:09:15.280 --> 00:09:18.000
what would an owner do in this situation?

198
00:09:18.000 --> 00:09:20.800
Can I become part of the trust culture?

199
00:09:20.800 --> 00:09:23.680
And I wanna talk about how we can do that

200
00:09:23.680 --> 00:09:26.760
because we want to enhance people's ability

201
00:09:26.760 --> 00:09:30.320
to think, to focus, to pay attention, to solve problems,

202
00:09:30.320 --> 00:09:33.440
all the things we know that happens in their minds

203
00:09:33.440 --> 00:09:35.880
when they feel safe.

204
00:09:35.880 --> 00:09:37.360
So what builds trust?

205
00:09:38.400 --> 00:09:40.800
You know, trust a little bit is like, you know,

206
00:09:40.800 --> 00:09:43.200
protecting trust in an organization

207
00:09:43.240 --> 00:09:45.480
is like protecting a child.

208
00:09:45.480 --> 00:09:48.200
You have to be proactive.

209
00:09:48.200 --> 00:09:51.360
And so there are a couple of things that build trust.

210
00:09:51.360 --> 00:09:55.240
One is, are you the same with someone

211
00:09:55.240 --> 00:09:57.920
if they're in the room or they're not in the room?

212
00:09:57.920 --> 00:09:59.920
Would you have said what you just said?

213
00:10:00.000 --> 00:10:03.400
about that person in the same way with the same tone

214
00:10:03.400 --> 00:10:05.840
if that person were physically in the room.

215
00:10:05.840 --> 00:10:07.080
You know, when people get to believe

216
00:10:07.080 --> 00:10:09.680
that that's sort of the culture and that's how it is,

217
00:10:09.680 --> 00:10:11.880
there's not that feeling of what are they saying about me

218
00:10:11.880 --> 00:10:12.980
when I leave the room.

219
00:10:14.160 --> 00:10:16.440
A second thing that really, really builds trust

220
00:10:16.440 --> 00:10:18.640
is specific appreciation,

221
00:10:18.640 --> 00:10:22.040
or what I would say precise appreciation.

222
00:10:22.040 --> 00:10:25.200
You know, please avoid all the low-grade stuff.

223
00:10:25.200 --> 00:10:27.840
You know, oh, great, awesome, good job.

224
00:10:27.840 --> 00:10:29.880
That stuff is pretty worthless.

225
00:10:29.880 --> 00:10:32.520
And what it is, it's a very, very low-grade,

226
00:10:32.520 --> 00:10:35.040
it's not, you know, I suppose it's some appreciation.

227
00:10:35.040 --> 00:10:37.520
But we can do a whole lot better.

228
00:10:37.520 --> 00:10:39.480
When we are specific in our appreciation,

229
00:10:39.480 --> 00:10:42.880
I appreciate that contribution you made in the meeting.

230
00:10:42.880 --> 00:10:44.420
That really helped.

231
00:10:44.420 --> 00:10:47.560
Because what we're telling people is what you do matters.

232
00:10:47.560 --> 00:10:49.520
Even if you go, you know, when you do that,

233
00:10:49.520 --> 00:10:52.200
that's so helpful, because what you do matters.

234
00:10:52.200 --> 00:10:54.280
People need to hear that constantly.

235
00:10:54.280 --> 00:10:58.360
Number three, kind negative feedback.

236
00:10:58.360 --> 00:11:00.320
You know, giving an example.

237
00:11:00.320 --> 00:11:02.220
There's nothing more cruel

238
00:11:02.220 --> 00:11:05.600
than giving people generalized negative feedback.

239
00:11:05.600 --> 00:11:06.960
Because you leave it to the imagination.

240
00:11:06.960 --> 00:11:08.320
Well, you're a pretty weird guy.

241
00:11:08.320 --> 00:11:10.320
You know, you get in the meeting, you just act weird.

242
00:11:10.320 --> 00:11:11.920
Can you please stop?

243
00:11:11.920 --> 00:11:13.220
People are like, what does weird mean?

244
00:11:13.220 --> 00:11:15.880
I don't know, can you give me an example?

245
00:11:15.880 --> 00:11:18.440
And so it's shocking to people to know that,

246
00:11:18.440 --> 00:11:21.440
well, you're just weird, you know, can you stop being weird?

247
00:11:21.440 --> 00:11:23.720
And so that's the thing that,

248
00:11:23.720 --> 00:11:26.200
if we really wanna grow our team,

249
00:11:26.200 --> 00:11:28.040
what we have to do is we have to make

250
00:11:28.040 --> 00:11:30.800
that negative feedback specific.

251
00:11:30.800 --> 00:11:33.040
And don't avoid giving the negative feedback.

252
00:11:33.040 --> 00:11:36.280
And the second aspect is do it with a kind tone.

253
00:11:36.280 --> 00:11:39.360
Don't get yourself worked up in giving that feedback.

254
00:11:39.360 --> 00:11:43.160
And by the way, that same is giving feedback to your leader.

255
00:11:43.160 --> 00:11:46.720
Number four, extend trust to others.

256
00:11:46.720 --> 00:11:49.600
Make deposits in their trust account.

257
00:11:49.600 --> 00:11:54.240
You know, leaders are trust initiators.

258
00:11:54.240 --> 00:11:57.160
They not trust recipients.

259
00:11:57.160 --> 00:12:01.000
What I mean by that is, I was speaking to a leader

260
00:12:01.000 --> 00:12:04.200
of a very large company, multi-billion dollar company,

261
00:12:04.200 --> 00:12:07.240
and he said, well, I just don't trust people easily.

262
00:12:07.240 --> 00:12:09.360
And my answer to that was, well,

263
00:12:09.360 --> 00:12:11.220
then you're never gonna be a great leader.

264
00:12:11.220 --> 00:12:12.060
And he said, what do you mean?

265
00:12:12.060 --> 00:12:13.240
People have to earn my trust.

266
00:12:13.240 --> 00:12:14.680
I said, no, they don't.

267
00:12:14.680 --> 00:12:15.880
That's just an excuse for you

268
00:12:15.880 --> 00:12:18.280
to be lazy about trusting people.

269
00:12:18.280 --> 00:12:19.320
And he said, no, you don't understand,

270
00:12:19.320 --> 00:12:20.200
that's not how I'm wired.

271
00:12:20.200 --> 00:12:22.560
I said, then you're not a leader.

272
00:12:22.560 --> 00:12:26.280
Because what leaders do is leaders take the trust risk.

273
00:12:26.280 --> 00:12:27.800
Is there a risk to trusting people?

274
00:12:27.800 --> 00:12:29.200
Of course there is.

275
00:12:29.200 --> 00:12:31.120
But that's what makes you a leader.

276
00:12:31.120 --> 00:12:35.040
You give people the opportunity to be trustworthy.

277
00:12:35.040 --> 00:12:38.320
Do you know that over 95% of people,

278
00:12:38.320 --> 00:12:41.460
when given the opportunity to be trustworthy,

279
00:12:41.460 --> 00:12:43.000
will be trustworthy?

280
00:12:43.000 --> 00:12:46.760
Will show that your trust was well-placed?

281
00:12:46.760 --> 00:12:47.880
You see, that's what leaders do.

282
00:12:47.880 --> 00:12:50.160
This is the bottom line of this whole talk.

283
00:12:50.160 --> 00:12:53.440
And that is leaders are trust initiators.

284
00:12:53.440 --> 00:12:55.500
They give trust before it's earned.

285
00:12:56.440 --> 00:12:58.560
And they don't demand trust.

286
00:12:58.560 --> 00:13:02.560
Well, so here's how you deal with that,

287
00:13:02.560 --> 00:13:06.280
whether you're a leader of leading the whole organization,

288
00:13:06.280 --> 00:13:09.480
or you're a leader who's further down the organization,

289
00:13:09.480 --> 00:13:11.560
doesn't matter, we're all a team of leaders.

290
00:13:11.560 --> 00:13:13.480
So here's how you help.

291
00:13:13.480 --> 00:13:15.280
When you give someone your trust,

292
00:13:15.280 --> 00:13:19.280
you tell them, you have my trust, I trust you.

293
00:13:19.280 --> 00:13:22.900
I remember speaking to a young man who had come out of a,

294
00:13:23.840 --> 00:13:25.240
he was in his late 20s,

295
00:13:25.240 --> 00:13:28.960
and he'd come out of a very untrusting culture.

296
00:13:28.960 --> 00:13:31.080
And he joined our organization.

297
00:13:31.080 --> 00:13:34.760
And I could see that he was so nervous if he made a mistake,

298
00:13:34.760 --> 00:13:37.920
and, you know, would he lose my trust?

299
00:13:37.920 --> 00:13:39.240
And I said to him one day, I said to him,

300
00:13:39.240 --> 00:13:41.520
so Dave, here's the deal.

301
00:13:41.520 --> 00:13:42.580
I trust you.

302
00:13:42.580 --> 00:13:45.840
If somebody calls me and says, listen,

303
00:13:45.840 --> 00:13:48.120
Dave burnt down the office.

304
00:13:48.120 --> 00:13:50.600
He took gasoline, he poured it over the office,

305
00:13:50.600 --> 00:13:52.160
and he set it alight.

306
00:13:52.160 --> 00:13:54.240
And I've got video evidence.

307
00:13:54.240 --> 00:13:57.400
My answer's gonna be, well, then the building had to go.

308
00:13:58.260 --> 00:13:59.640
Now, of course, when you and I talk,

309
00:13:59.640 --> 00:14:01.320
you better have a really good reason,

310
00:14:01.320 --> 00:14:05.040
but I want you to know that you have my trust.

311
00:14:05.040 --> 00:14:08.640
Number two, I'm gonna tell you how to keep my trust.

312
00:14:08.640 --> 00:14:11.800
Because if we're gonna be innovative environments,

313
00:14:11.800 --> 00:14:14.200
that means there's gonna be a lot of failure,

314
00:14:14.200 --> 00:14:17.640
and a lot of trial and error, and a lot of mistakes made.

315
00:14:18.200 --> 00:14:20.700
Here's how you keep my trust.

316
00:14:21.880 --> 00:14:25.000
We have a rule in our organization that says,

317
00:14:25.000 --> 00:14:29.920
good news travels fast, bad news travels faster.

318
00:14:29.920 --> 00:14:30.960
What does that mean?

319
00:14:30.960 --> 00:14:32.720
That means it's great to hear the good news

320
00:14:32.720 --> 00:14:34.340
about the new deal we closed,

321
00:14:34.340 --> 00:14:35.960
but when I just screwed up royally,

322
00:14:35.960 --> 00:14:39.920
I wanna hear that faster than when I heard the good news.

323
00:14:39.920 --> 00:14:41.800
Because the first question I'm gonna ask you,

324
00:14:41.800 --> 00:14:42.840
and I tell people this,

325
00:14:42.840 --> 00:14:44.200
the first question I'm gonna ask you is,

326
00:14:44.200 --> 00:14:45.560
when did you know this?

327
00:14:45.560 --> 00:14:47.040
Oh, three days ago.

328
00:14:47.440 --> 00:14:49.520
You took away three days of our ability

329
00:14:49.520 --> 00:14:51.480
to respond and address this issue,

330
00:14:51.480 --> 00:14:52.800
why would you do that?

331
00:14:54.520 --> 00:14:57.680
You don't break my trust because you made a mistake,

332
00:14:57.680 --> 00:15:00.120
you break my trust is when you won't own it.

333
00:15:00.000 --> 00:15:07.000
When you sat on it, and my question to you is, what did you learn, and what are you going to do to fix the process?

334
00:15:07.000 --> 00:15:11.000
You know what the rule is? Don't get mad at the people, fix the process.

335
00:15:11.000 --> 00:15:19.000
So what destroys trust is speaking negatively about others, you know, who are not there to defend themselves.

336
00:15:19.000 --> 00:15:24.000
Another thing that I see destroys trust is when you're unwilling to quote your source.

337
00:15:24.000 --> 00:15:30.000
Well, you know the team feels. Anybody says that to me, I say, give me their names, or it's just gossip.

338
00:15:30.000 --> 00:15:34.000
There's no the team feels. The customers feel. Give me names.

339
00:15:34.000 --> 00:15:39.000
If you can't quote your source, this is not a trust-building exercise.

340
00:15:39.000 --> 00:15:45.000
And the other one is trading in inferences. Some people are so skilled at this, you know, they trade in inferences.

341
00:15:45.000 --> 00:15:51.000
Well, you know, I would have done better if you had given me more budget, but they never come out and say it.

342
00:15:51.000 --> 00:15:55.000
So what they're doing is they're downplaying their role. Now, as a leader, never do this.

343
00:15:55.000 --> 00:16:01.000
Never downplay your own role or leave out the parts that you know you're responsible for.

344
00:16:01.000 --> 00:16:05.000
Don't generalize the issue. Well, you know, we all make mistakes.

345
00:16:05.000 --> 00:16:09.000
Well, yeah, but we all didn't make this mistake yesterday.

346
00:16:09.000 --> 00:16:16.000
So these generalized inference mechanisms is a way to deflect.

347
00:16:16.000 --> 00:16:26.000
And we know when we're dealing with the three types of people that deflection is somebody that, you know, that somebody is not on a growth path.

348
00:16:26.000 --> 00:16:32.000
And then, you know, or when you're overstating impact of somebody else's mistake.

349
00:16:32.000 --> 00:16:35.000
Well, now the whole thing is, you know, look what you've done. You've blown up the whole thing.

350
00:16:35.000 --> 00:16:38.000
There's no need for these trust-destroying behavior.

351
00:16:38.000 --> 00:16:44.000
So let me share with you quickly 10 habits for building a trust culture.

352
00:16:44.000 --> 00:16:49.000
And I hope you find these helpful. So yeah, they go. And these are in the worksheets.

353
00:16:49.000 --> 00:16:54.000
So, yeah, they are. Number one, present or not, respect a lot.

354
00:16:54.000 --> 00:16:57.000
We always talk about others as though they're in the room.

355
00:16:57.000 --> 00:17:01.000
Number two, shield those who can't shield themselves.

356
00:17:01.000 --> 00:17:07.000
Actively protect those who are not in the meeting, who are not in the conversation, who are not there to protect themselves.

357
00:17:07.000 --> 00:17:12.000
Number three, no inferences, just facts in action.

358
00:17:12.000 --> 00:17:17.000
We don't trade in negative inferences that we were talking about earlier.

359
00:17:17.000 --> 00:17:24.000
Number four, praise with precision. Show appreciation with precision.

360
00:17:24.000 --> 00:17:31.000
When you made that contribution in the brainstorming session, that shifted the whole meeting.

361
00:17:31.000 --> 00:17:36.000
And I really appreciate, you know, you have an amazing ability to influence creativity.

362
00:17:36.000 --> 00:17:39.000
Thank you. What you do matters.

363
00:17:39.000 --> 00:17:44.000
Number five, feedback with care shows how much you care.

364
00:17:44.000 --> 00:17:49.000
When you give negative feedback, do it with a kind tone and with very specific examples.

365
00:17:49.000 --> 00:17:55.000
Don't leave, don't make generalized, you know, statements of negativity.

366
00:17:55.000 --> 00:18:01.000
Number six, say thank you first and defense last.

367
00:18:01.000 --> 00:18:06.000
When you receive negative feedback, just go with a straightforward thank you.

368
00:18:06.000 --> 00:18:10.000
I appreciate that. And then leave some time for a defense.

369
00:18:10.000 --> 00:18:15.000
I like to leave two weeks. I found two weeks gets me far enough away from the thing,

370
00:18:15.000 --> 00:18:19.000
so that when I respond, I'm actually responding calmly.

371
00:18:19.000 --> 00:18:23.000
Number seven, up, not sideways.

372
00:18:23.000 --> 00:18:27.000
When you have an issue with someone, go to that person.

373
00:18:27.000 --> 00:18:31.000
If that fails, complain up, don't complain sideways.

374
00:18:31.000 --> 00:18:36.000
Don't stand at the, you know, at the water fountain and complain sideways.

375
00:18:36.000 --> 00:18:43.000
And if in fact the whole culture, because you didn't complain up, complain up, not sideways.

376
00:18:43.000 --> 00:18:49.000
Number eight, gentle correction builds connection.

377
00:18:49.000 --> 00:18:55.000
When somebody makes a mistake, correct them gently with their growth in mind.

378
00:18:55.000 --> 00:18:58.000
How does this, how does this make them a better leader?

379
00:18:58.000 --> 00:19:02.000
How does this encourage them to take even more risk?

380
00:19:02.000 --> 00:19:05.000
How, get back on the horse, right?

381
00:19:05.000 --> 00:19:08.000
That's, that builds connection with people.

382
00:19:08.000 --> 00:19:10.000
I want to say one thing for a leader.

383
00:19:10.000 --> 00:19:18.000
When somebody makes a mistake in our organization, I change the tone from you to we.

384
00:19:18.000 --> 00:19:22.000
So if something went wrong, I go, look, we made this mistake.

385
00:19:22.000 --> 00:19:26.000
At the end of the day, I'm the leader, so the buck stops with me anyway.

386
00:19:26.000 --> 00:19:27.000
So I change it to we.

387
00:19:27.000 --> 00:19:30.000
But when there's a success, it's you.

388
00:19:30.000 --> 00:19:34.000
You know, look at Jenny. Jenny, you're a genius.

389
00:19:34.000 --> 00:19:37.000
When Jenny makes a mistake, then we made the mistake.

390
00:19:37.000 --> 00:19:45.000
That subtle shift makes people feel safe that they can make mistakes and grow.

391
00:19:45.000 --> 00:19:50.000
Number nine, good news travels fast, bad news travels faster.

392
00:19:50.000 --> 00:19:55.000
We proactively admit our own mistakes and report it first and fast.

393
00:19:55.000 --> 00:20:00.000
Number 10, drop the you and I when things go awry.

394
00:20:00.000 --> 00:20:09.600
We never add a personal pronoun to a negative, you know, your negative attitude has to stop,

395
00:20:09.600 --> 00:20:15.000
you know, you're such a downer in brainstorming meetings, etc, etc.

396
00:20:15.000 --> 00:20:20.660
And so we don't add negative pronouns to people personally, because it doesn't, it creates

397
00:20:20.660 --> 00:20:25.320
a generalized sense of, I'm not making it, I'm not good enough.

398
00:20:25.320 --> 00:20:27.920
And what I do doesn't matter.

399
00:20:27.920 --> 00:20:30.200
So we're going to, I hope that was helpful.

400
00:20:30.200 --> 00:20:35.760
And so as you go through the worksheet, think about what would it be like for you to work

401
00:20:35.760 --> 00:20:40.740
with people you love in a culture where you can really make your contribution.

402
00:20:40.740 --> 00:20:44.880
And then what you do is moving the organization forward.

403
00:20:44.880 --> 00:20:49.380
Think about those 10 habits, and maybe you want to build on one or two of them over the

404
00:20:49.380 --> 00:20:51.640
next few weeks together.

405
00:20:51.640 --> 00:20:52.720
I appreciate your attention.