WEBVTT 1 00:00:01.061 --> 00:00:03.510 (gentle upbeat music) 2 00:00:03.510 --> 00:00:05.790 This is a crazy thing about trust. 3 00:00:05.790 --> 00:00:07.200 I mean, we're talking about trust. 4 00:00:07.200 --> 00:00:10.830 It's essential for the performance of the team. 5 00:00:10.830 --> 00:00:14.040 It's the foundation of a healthy relationship. 6 00:00:14.040 --> 00:00:19.040 Only 21% of US employees strongly agree 7 00:00:19.590 --> 00:00:23.250 that they trust the leadership of their organization. 8 00:00:23.250 --> 00:00:26.790 You think about how abysmal that is 9 00:00:26.790 --> 00:00:30.150 and how critical trust is 10 00:00:30.150 --> 00:00:32.430 to the quality of our relationships, 11 00:00:32.430 --> 00:00:35.520 to the way we feel about the place we are, 12 00:00:35.520 --> 00:00:38.970 to our sense of belonging, 13 00:00:38.970 --> 00:00:40.560 to our alignment, 14 00:00:40.560 --> 00:00:43.713 to how we view ourselves in the future. 15 00:00:44.940 --> 00:00:48.960 You know, when you think about only 21%, 16 00:00:48.960 --> 00:00:50.370 I mean, you know, 17 00:00:50.370 --> 00:00:52.770 and we can all personally intuit, you know, 18 00:00:52.770 --> 00:00:54.240 would we stay in a relationship 19 00:00:54.240 --> 00:00:56.220 where we don't trust the other person? 20 00:00:56.220 --> 00:00:59.070 You know, how would we feel if we were part of the team 21 00:00:59.070 --> 00:01:01.890 where trust simply didn't exist, 22 00:01:01.890 --> 00:01:04.680 and you know, you don't feel safe? 23 00:01:04.680 --> 00:01:08.340 Trust and safety are very correlated. 24 00:01:08.340 --> 00:01:12.210 Like, think of trust as you giving others 25 00:01:12.210 --> 00:01:14.550 the benefit of the doubt when you take a risk. 26 00:01:14.550 --> 00:01:16.530 And psychological safety really 27 00:01:16.530 --> 00:01:19.230 is about others giving you the benefit of the doubt. 28 00:01:19.230 --> 00:01:21.090 It's like, do you trust the people around you? 29 00:01:21.090 --> 00:01:22.560 Am I safe? 30 00:01:22.560 --> 00:01:25.740 Only 21% of employees state 31 00:01:25.740 --> 00:01:28.350 that they trust the leadership of their organization. 32 00:01:28.350 --> 00:01:33.350 Only 26% of leaders have developed the necessary skills 33 00:01:35.280 --> 00:01:37.380 to create safety on their teams. 34 00:01:37.380 --> 00:01:40.260 When you look at the trust deficit, it's a crisis, 35 00:01:40.260 --> 00:01:41.790 that's like a leadership crisis. 36 00:01:41.790 --> 00:01:46.790 No wonder 72% of people feel stressed 37 00:01:47.040 --> 00:01:49.320 and overwhelmed and anxious, 38 00:01:49.320 --> 00:01:51.840 and one out of three people are burned out. 39 00:01:51.840 --> 00:01:54.690 Go somewhere and spend eight to 10 hours a day 40 00:01:54.690 --> 00:01:56.160 in the absence of trust 41 00:01:56.160 --> 00:01:58.260 and see how you feel after a while. 42 00:01:58.260 --> 00:01:59.850 That's how you're going to feel. 43 00:01:59.850 --> 00:02:01.879 So these things are correlated. 44 00:02:01.879 --> 00:02:04.462 (gentle music) 45 00:02:06.480 --> 00:02:08.850 Trust isn't something you mandate; 46 00:02:08.850 --> 00:02:11.070 it's something that's earned through the consistency 47 00:02:11.070 --> 00:02:11.903 of your behavior. 48 00:02:11.903 --> 00:02:13.950 How does somebody know to trust somebody? 49 00:02:13.950 --> 00:02:15.660 When did you trust me? 50 00:02:15.660 --> 00:02:18.390 When did you know you could trust me with the secret? 51 00:02:18.390 --> 00:02:20.370 When did you know you could trust me 52 00:02:20.370 --> 00:02:23.460 to have a conversation outside of business 53 00:02:23.460 --> 00:02:25.532 that was about your personal life? 54 00:02:25.532 --> 00:02:27.930 When did you know you could trust me 55 00:02:27.930 --> 00:02:30.390 to have a transparent enough conversation, 56 00:02:30.390 --> 00:02:31.440 even though I'm a client, 57 00:02:31.440 --> 00:02:32.760 you could tell me about a challenge 58 00:02:32.760 --> 00:02:34.080 you were facing in your business? 59 00:02:34.080 --> 00:02:36.540 It wasn't the first hour you met me. 60 00:02:36.540 --> 00:02:39.570 And then you think about why were you able to trust me 61 00:02:39.570 --> 00:02:40.403 to say those things? 62 00:02:40.403 --> 00:02:43.680 And that's something that's earned incrementally over time. 63 00:02:43.680 --> 00:02:45.450 It's not just handed away. 64 00:02:45.450 --> 00:02:49.110 And it's based on really continual deposits 65 00:02:49.110 --> 00:02:51.450 in the bank of a relationship. 66 00:02:51.450 --> 00:02:53.910 And so trust grows 67 00:02:53.910 --> 00:02:57.549 and is earned incrementally over time through our behavior. 68 00:02:57.549 --> 00:03:01.980 And when there's congruence between our communication 69 00:03:01.980 --> 00:03:05.460 and our action, it becomes a force multiplier. 70 00:03:05.460 --> 00:03:08.730 And it's a catalyst for creating trust. 71 00:03:08.730 --> 00:03:11.580 When there's inconsistencies or discrepancies 72 00:03:11.580 --> 00:03:16.530 between what we say and what we do, it can erode trust. 73 00:03:16.530 --> 00:03:18.570 And that can happen in a second. 74 00:03:18.570 --> 00:03:19.807 If I tell everybody on my team, 75 00:03:19.807 --> 00:03:21.300 "Next Monday, we're going to do this," 76 00:03:21.300 --> 00:03:22.920 and then we don't do it next Monday, 77 00:03:22.920 --> 00:03:24.560 am I a trustworthy leader? 78 00:03:24.560 --> 00:03:27.143 (gentle music) 79 00:03:29.340 --> 00:03:32.160 There are a couple things that leaders can do. 80 00:03:32.160 --> 00:03:35.558 Number one, you have to create standards. 81 00:03:35.558 --> 00:03:39.510 So standards of excellence that are upheld consistently. 82 00:03:39.510 --> 00:03:43.260 So there's what we do in our company, 83 00:03:43.260 --> 00:03:44.970 there's what we do at ImpactEleven, 84 00:03:44.970 --> 00:03:47.310 there's how we're going to do it. 85 00:03:47.310 --> 00:03:50.070 And so how actually is a mechanism 86 00:03:50.070 --> 00:03:51.540 that starts to create trust. 87 00:03:51.540 --> 00:03:53.430 This is how we're going to treat each other. 88 00:03:53.430 --> 00:03:55.050 This is how we're going to communicate. 89 00:03:55.050 --> 00:03:57.720 This is how we're going to hold one another accountable. 90 00:03:57.720 --> 00:04:00.308 This is how performance is going to be evaluated. 91 00:04:00.308 --> 00:04:03.360 This is how we're going to create expectations 92 00:04:03.360 --> 00:04:05.580 and manage to those expectations. 93 00:04:05.580 --> 00:04:08.880 There are basically agreements about how we're going to work. 94 00:04:08.880 --> 00:04:11.550 And then a leader's job is, one, communicating those, 95 00:04:11.550 --> 00:04:13.410 and then second, upholding them. 96 00:04:13.410 --> 00:04:16.830 Companies have core values, but are the core values lived? 97 00:04:16.830 --> 00:04:18.750 Are they felt, are they embraced? 98 00:04:18.750 --> 00:04:20.100 Do we align to those things? 99 00:04:20.100 --> 00:04:21.960 Again, congruence. 100 00:04:21.960 --> 00:04:24.180 Congruence is the force multiplier. 101 00:04:24.180 --> 00:04:26.880 It's the catalyst of creating trust. 102 00:04:26.880 --> 00:04:30.795 And I think, you know, so that's the first thing. 103 00:04:30.795 --> 00:04:32.610 But there are two other things 104 00:04:32.610 --> 00:04:34.710 that leaders really have to do. 105 00:04:34.710 --> 00:04:38.850 And so it's communication and consistency in communication. 106 00:04:38.850 --> 00:04:40.530 So the quality of our communication 107 00:04:40.530 --> 00:04:43.980 actually can ultimately over time 108 00:04:43.980 --> 00:04:47.550 begin to initiate these bonds and this trust. 109 00:04:47.550 --> 00:04:49.560 But part of the communication, 110 00:04:49.560 --> 00:04:51.720 leaders have to have the courage 111 00:04:51.720 --> 00:04:53.880 to move directly into conflict. 112 00:04:53.880 --> 00:04:55.770 Avoided conflict only grows. 113 00:04:55.770 --> 00:04:58.770 And if you're inconsistent in the way you manage 114 00:04:58.770 --> 00:05:01.500 expectations, standards, performance, 115 00:05:01.500 --> 00:05:04.800 the way you all keep accountable, trust is eroded. 116 00:05:04.800 --> 00:05:08.280 Like, you know, you get what you tolerate. 117 00:05:08.280 --> 00:05:10.830 And so if you tolerate backstabbing 118 00:05:10.830 --> 00:05:12.630 and gossip and infighting 119 00:05:12.630 --> 00:05:15.330 and you know, one week you hold people accountable, 120 00:05:15.330 --> 00:05:20.130 but the next week, you don't, that's inconsistent. 121 00:05:20.130 --> 00:05:22.170 And ultimately it erodes trust. 122 00:05:22.170 --> 00:05:25.080 If I'm a leader, I have to ask those questions, you know, 123 00:05:25.080 --> 00:05:29.370 how trustworthy is our team? 124 00:05:29.370 --> 00:05:31.980 And do people trust one another? 125 00:05:31.980 --> 00:05:36.000 Do I trust everybody, and do people trust me as the leader? 126 00:05:36.000 --> 00:05:38.670 And does everybody feel safe? 127 00:05:38.670 --> 00:05:40.230 I always think it's important to ask, 128 00:05:40.230 --> 00:05:42.720 is there a conversation that I know I need to have 129 00:05:42.720 --> 00:05:44.550 that I'm avoiding right now? 130 00:05:44.550 --> 00:05:46.980 And you know, if the answer's yes, 131 00:05:46.980 --> 00:05:49.050 then you have to think about what it would take 132 00:05:49.050 --> 00:05:52.200 to be able to move into that space 133 00:05:52.200 --> 00:05:55.080 where you're able to have a hard conversation 134 00:05:55.080 --> 00:05:58.083 because they're necessary for a team to function properly. 135 00:05:58.920 --> 00:06:01.650 And, you know, I think as leaders and managers 136 00:06:01.650 --> 00:06:03.240 to create the right kind of environment, 137 00:06:03.240 --> 00:06:05.850 we probably have to be in a position 138 00:06:05.850 --> 00:06:08.673 where we're willing to step into those and facilitate.