Be a Trusted Leader who Drives Results | David Horsager | Episode 176

Speaker

we are alive david, walk into the show so good to have you here today. Thanks got great to be here. I saw a target you new book today trust the reader, eight pillars, a drive results, love the ideology, love the name and love the content in there. So first question out

00:00:45

Speaker

the boxes house trusts going to drive peak performance for those leaders out there cause here at the podcast. I talk about your leadership and three domains by hitting peak performance in those three domains. I e leading yourself leading your team to individuals and then leading organization. I eat institution. So let’s kick off from there and go for

00:01:05

Speaker

my argument is this and it goes back to my grad work twenty years ago everything we do out of the institute. I believe a lack of trust is the biggest expense of an organization. The biggest costs is always a trust issue. Most people are solving the wrong issue ad. They entrust as the road issue so on that leadership. Side, trust that you never have a leadership issue.

00:01:25

Speaker

The only reason I follow a leader or not is trust. In fact. The only reason I I I found myself as selfless that self leadership issue a trust issue, because if I don’t let myself well you’d, you said you start with self. You don’t leave yourself while you don’t trust yourself and many people don’t don’t build trust their teams, because I don’t trust themselves well. So it’s always a trust issue in

00:01:45

Speaker

back in every domain. It is it’s not think I have a sales issue. You don’t eat only reason you buy something or not has something to do a trust. If you don’t have an innovation, is she the only reason the only way to increase innovation on team? The research shows increase trust the team, so they share ideas instead of fear, sharing ideas, the only way to amplify a marketing message. One way only and that is increase, trust.

00:02:06

Speaker

The message there’s you know there’s only one way to increase learning in a classroom. You have to increase trust either in the teacher, the content or the psychological safety or trust of the room. The only way to deal with the diversity issues of our day, in fact it divert the biggest harvard study- shows diversity on it’s own pits, people against each other or can- and

00:02:26

Speaker

yes, you increase trust, then you get the benefits which are research based also of diversity, inclusion, equity. So you have to deal to trust issue trusses different than some think I mean dating owed justice transparency, while samir kids are so transparent on social media. Don’t trust him for a second right, so you don’t eat you eat it’s also common in jelly, it’s aegis, but when people can see,

00:02:46

Speaker

trust is the core issue, they can drive results and I kind of jumped in on two questions here and and and I want to interact but here’s the ears. The real answer to your first question, that is, the big reason is the this is back to my grad work and now you know how we show this is a lack of trust is the real biggest expense. It’s always the biggest cost and accompany a board and oregon

00:03:06

Speaker

station. You think of this was my big kind of proof way back. That was interesting to people came out the trust edge, but but in entrust the leader we actually give a a simpler way to show how to apply it quickly, but but but let’s just think really quick about the cost of a lack of trust. Without the research, a lock is a good representation. The reason I put a lock on anything is because I don’t trust you

00:03:26

Speaker

so what’s the cost, while too big cause, I got a paper locked, that’s money and I got it open it. Every time we go through the gate. That’s time. Every time you have a lack of trust. You have cost a tweet, some text, someone you trust. It takes no time now truck reddit, texas, someone, you don’t trust or how they’re going to take this? How going to take that there’s always a cost, so we can go into

00:03:46

Speaker

cause but the fruit, the person people need to see as the root issue. If we want to drive, we’ve used this work on six continents to drive corruption, issues down in east africa, to drive new york, yankees sports in the companies to drive attrition down to triple sales to gain market share they hit once they see it as a trust issue. They actually able to solve the real issue.

00:04:07

Speaker

Wow I’ve actually never had. Someone explained trust in that have a context. Hence why I put you probably wrote the book: how did you come over these eight pillars regarding trust? Yes, so in in the original work in my grad work rallies where they came to light, and then we have now

00:04:26

Speaker

use them in. Like a said, global governments, we have certified certified trusted coaches on six continents. Anybody wants to be one. Let us know there, it’s an awesome community, but we have the the this framework we kept using more and more then someone else built a phd on it than than than at last year was revamped

00:04:47

Speaker

david again by an outside a university as the waitresses build globally. So, first of all it it really. It came out of my grad work. You know- and that was just looking at what actually builds trust in leaders and organizations it kept coming back to these eight, and I believe, I hope, without ego,

00:05:05

Speaker

but a whole lot of research and work on six continents and work across industries. You can solve every organizational leadership issue against these eight. So I’m not saying it’s easy, I’m not saying I know how to do everything. I am saying if you get the right language and solve against these you’re, actually solving the real issue unless it were, except instead of what people think is the issue like many people, we got engaged me

00:05:24

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issue whenever never do. The only way to increasing gave you might have an engagement should be the only way to increase engagement. The research would show is trust. If I a net promoter score, we need more referrals. The promise you don’t get referrals was reverse. The research shows you have to increase trust to get more referrals. So if you want wanna gig increase this lagging indicator, you have to use trust the do it nets these eight pillars.

00:05:45

Speaker

It’s interesting so basically look at everything from a framework of trust and that’s where you’re getting it to the core problem of any problem. And then you can look against these eight can we can jump into the eight? I can give a quick overview of them. I guess yet yeah it does through quick overview and then I’ll, probably in a cherry picking, because otherwise the more from you

00:06:05

Speaker

given that someone and no incentive the rude read the book. Well, I mean that in the book you get takeaways. You can use tomorrow morning to apply these eight but context I’ll. Give you the eight because then you actually know framework. It is a problem because people see the all that makes sense and they think they know it all, like I did in in there’s so much. I can talk all day about each a full day on

00:06:25

Speaker

each of these eight in in our work so so on, but let’s just let’s just give given to him, so some people get context very quick overview. These eight posts. I wish it was three points in a poem like people want, but when it come out researching a about trash, you got to give all eight right so number one not in order of importance necessarily silly, but we found that clarity, people

00:06:45

Speaker

trust the clear and they miss trust or distrust the ambiguous or the overly complex. Most people over complexity by most people are not clear about the right things. A salesperson can be clear about how cool they are. How long they’ve been in business without being clear about the benefit of that product to me, and they won’t get the sale because you’re not clear about the right things. Clarity wins number two is compassion. We learn

00:07:05

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that people, don’t trust those that don’t have compassion beyond themselves. If they don’t care about some, they may not even care about me, but if they don’t care about something mission or something beyond themselves,

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it is hard to be accountable to someone who doesn’t care about you at all. So come compassion is number two number three character. We trust those who do what’s right over. What’s easy, there’s a framework for this in the book for companies, because many people incentivize a lack of character and organizations. They say that even incentivize a lack of the character, they say they want to have an an organization. Some care

00:07:35

Speaker

doctor number you’ll, see that these are all see words. That’s not because of some kind of cheesy motivational book to have all c’s. They each represent a research funnel and they end for clarity. Character. Number four is commitment. We trust those that stay committed in the face of adversity. If you, if you find someone, that’s less

00:07:55

Speaker

the legacy in your life or history, martin luther king mandela, ghandi jesus joan of arc, got a he it’s somebody that was trusted, at least in part, because they were committed to something beyond themselves or commitment. In fact, under this pose where you find how to rebuild trust, if you ever want to come back to it so which we all need to do sometimes the next

00:08:16

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pillars connection the ability to actually admit I miss when their competency was one of the pillows, and that is

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why I trust you scotty to take my kids, the ball game. You’ve got compassion. You’ve got character. That doesn’t mean I’ll trust. You you’ve got to give me a root canal right because of competencies. You have to stay calm if you’re leading the way you were ten years ago. I don’t trust you if you’re selling, way or five years ago, trust you, if you’re your teacher, you’re teaching the way you were thirty years ago. Don’t trust you, you gotta, stay fresh and relevant and capable

00:08:44

Speaker

next pillars connection. They really connect and collaborate each of the pillars by the way when we look in organizations or whether it’s entrepreneurs or massive organizations, their counterforces, so a counterforce in a big organization to connection and collaboration would be sailing right for our there’s. There’s several free to be just like compassion, a counterforce would be

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any the isms or

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you know, hateful nurse or even apathy or whatever okay. So next pillar is contribution and the real word that comes under this research reynolds results. We trust those that contribute results. You’ve got to be contributor of results. You can’t just have to bashing character and not contribute the results I expected or asked for and buy.

00:09:27

Speaker

Finally, consistency and consistency, whatever you do, you’re going to be consistently you’re trusted for the only way to build a brand is consistency of experience. The only will way boy to build a reputation as a leader is consistency so for good or bad whenever you do consistently I’ll trust you for, if you’re late all the time, I will in fact trust you to be

00:09:47

Speaker

late right, so that those eight and so these eight I just want to make mention. We could go so deep and wide and contextualize how we use this globally and everything else, but it’s actually can be quite freeing because it can be quite simple: you can solve if you, if people write these down and put him at their desk,

00:10:06

Speaker

they can say. Oh, I see the issue, it’s a clarity issue or icy. They should this because they’re solving the wrong things because engagement issue, like I said or or how about this people say to me david, you love c words. Isn’t it ever a communication issue?

00:10:21

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Ladies and gentlemen, it is never ever ever ever at the core, a communication issue,

00:10:28

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communications happening all the time clear. The first pillar, clear communications trusted unclear is not compassionate. Communication is hateful communications, consistent, isn’t isn’t high character is lowered. So if we can define against see that you actually saw the real issue,

00:10:43

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so that gives you a glimpse for context. So if we take these eight and of course we out of the institute, we measure trust in leaders and organizations. You can measure and close the gap. You can save millions of dollars quickly.

00:10:59

Speaker

When I first got your book, my copy of it and I went, went through but went over to grab a copy through the show notes, folks and you can grab those at moving forward leadership com on one seven six, when some six in the link is at now feel free to get a copy come on, go, get a copy trusted leader, david horsey,

00:11:17

Speaker

eager for only like twenty bucks. You can get like you know this work we’re doing on six continents.

00:11:26

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So anyway, when I got my copy and I looked at it- and I know I skim through the contents as I do- and I noticed the pillars and in thrall see words, but as I looked at them individual mike. Yes, this makes sense. Yes, this makes sense. Yes, this makes sense. Yes, this makes sense,

00:11:42

Speaker

but you said a few things that tweak my interest in a number of them and we’re gonna kind of bounce around. Here I deftly wanna hit character. First in you mention that organizations are incentivizing a lack of character, so one why the hell are organizations out there doing that

00:12:02

Speaker

and two. What should they actually be doing to ensure they get what they need? We have a seven step process for driving in an organization. First, let me say this: there’s a lie. People think that all your character’s built by twelve years old, some psychologists said it’s everybody bought in it’s, not true people changed people can go toward higher character, oh

00:12:22

Speaker

safe from it changes daily basis. Man come up yet exactly yeah. So there’s two sides here of all of these pillars: one is individual leadership like you to start with, which is really important. Is how do I do what is right over what is easy? That was one of the defining factors of high character people.

00:12:42

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So that’s a side. We could dial up a let’s go over to the other side and that esq

00:12:47

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companies organizations. So let’s just take one one question that every leader should ask every at every strategic planning session, and that is: is there any way were incentivizing against the character? We say we want a have. Now you can find the seven step process and the booker in or other work, and I can go into, and I don’t hide anything

00:13:07

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I just want to keep going on tests. So we have things we can really get you, but that that question would be a key ones. So an example would be

00:13:17

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a wells. Fargo was found very, not lie not long ago, a big bank in north america and I’m not sure of a touch as much in canada. But

00:13:27

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a one of the bigger headquarters are here in minneapolis they were incentivizing sales teams against the character. They say one had cost billions of dollars right, but but many times will seek sales teams as an example incentivized against the character they say it on organization wants that you can incentivize sales teams, you should incentivize sales teams for sales, but

00:13:47

Speaker

it’s how you incentivize right. It’s in the work we’re doing in east africa got the intel. We see that we’re dealing with these bribery issues that are been around for hundreds of years until we stop the incentive system for police officers to stop taking bribes. Bribes, the system you’re not gonna, have bright

00:14:07

Speaker

ivory, go down much. There are high character police officers, but it’s so incentivized that you’re incentivizing the character you want to have right in an organization. So if amy this would happen with kids. If you kept tie a kid once and I say not to lie, but you actually give them a chocolate bar every time they lie

00:14:27

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they’re they’re going to learn to lie right,

00:14:31

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so levine. It right now live in it right now. Yes, it might be subtle, but this this is a very important question. I mean that I know there’s so much more to this. We want to get some the other pillars, but about going to take one take away on this side, I would say think about

00:14:47

Speaker

yeah. It’s there anyway, we’re incentivized and go through the seven step process. It’s right. There we consult on you pay thousand dollars. You can just get around the book. The seven step process for an organization, but one of the questions is are am I incentivizing, let’s go to the the people side, leadership side, because I really love your work and that you start with individual, because you know organizations don’t change.

00:15:07

Speaker

Oh yeah teams. Don’t change companies, countries, don’t change, only individuals do, but when an individual does then a team accompany a country. We’ve seen change, so we start with ourselves for those listening. I would. I would start with two questions under the under the characters had one I would ask, would you follow you?

00:15:24

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Would you would you follow you? I want to be there’s a lot of people in it, at least that I’ve seen in my shoes, kind of that are opening keynote or for some of the biggest events in the world and I’ll watch motivational speakers that are on before me or after me, at these big events and I’ll, see them talk about success and then be drunk at the bar afterwards

00:15:43

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or whatever else, and that the thing is they’re adored by fans that don’t know them, but they’re not loved at all by their closest people. To them, I want to be most adored by my kids, my wife, my closest friends, my I’m not perfect at all. They all know that, but I want to be most like followed by my explosives, high character, people,

00:16:03

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our most loved and adored, by the closest people to them not those farthest away. That would be a question to ask your heart and look at the look yourself in the mirror everybody every day, and I have to do it myself, I’m not perfect, either stuff, I teach. I just know it’s true from the research okay.

00:16:16

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The second question I would ask is: do you have? This is a really great process. Many strategic planners are strategic consultants like me, and our advisors and whatnot.

00:16:27

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They might help people with writing values, mission vision, all that kind of stuff, but this is different.

00:16:32

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I would ask you all leaders listening to this: do you have a set of three to five decision making values? What I mean by that is not values in life that I found my kids, my family, my whatever- and this is also in the book, but it is values you make. Every decision by that will increase care

00:16:52

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after inconsistency and can and see in your decision making process I’m going off the rails. It like you, said boatload. I give you so many things, so I guess we’ll stay was there was something one idea right here. So one of our values is my decision making as his excellence out of our organization. You touch her boy,

00:17:13

Speaker

look, it’s use higher quality than most and it’s space. We forced publishers. To do that. We wanted to feel right. Almost no other book and our space have that quality of paper. Almost no other books in our space have to color with. But this didn’t start this way it was twelve years ago, whenever more than that, when I wrote trust edge, I had I was not unknown

00:17:33

Speaker

anybody right and I had this book and I I paid for the design because I wanted to be beautiful. I paid four of the twelve levels of bindings I paid for the highest level binding. I pay I wanted hardcover, I mean we talk about trust and excellence. I needed to feel that way. You know that’s on brand for us. So I finally had a pup to publishers. Interested one was a dinky publisher.

00:17:54

Speaker

One was a new york publisher at the time, but not the biggest new york publisher. But okay with the near publisher, said yeah we’ll take it we’ll put on stuff cut soft cover, yellowish paper, like all of other cheap books that we make the most money, whatever the little publishers had will go. Just like you want, will even put a red ribbon. It like a bible, it’ll feel trusted like and not to take anything away

00:18:13

Speaker

from god, but I’m just saying so so so we went with instead of this new york, publisher, wow, I’d love. To do that, we went with the stinky little publisher. We could go to bed every night, saint, hey! We stuck, we stuck with our values. Now the book did a miracle later became walter journal. Best seller and later was bought out by the biggest publisher in the world. New york publisher,

00:18:33

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you know, but you don’t go for that like either way. I could go to bed every night, some good in that new york, publisher, simon and schuster, free press then printed it exactly how the little publisher had done it minus the ribbon, but quality and- and now you see any of our books- trust edge daily edge. The new book trusted leader.

00:18:54

Speaker

They have that feel and our brand anything you touch out of the institute. You have that feel, but that’s only because we stayed making decisions by our values, not by what seemed like it could have an old electric great when you’re a publisher I could oh, this is like he could reach more people. Isn’t that good? We want to reach people, but we stayed on our values and there were some. You know some great things too that

00:19:14

Speaker

so there their stories of how our kids of held us to our values. I mean we said we’re going to be generous and we’re sitting at the table. My oldest was five years old. I started by the way some of your entrepreneurs listening.

00:19:26

Speaker

We started our first company nineteen, ninety nine black mold in the walls in a basement with no bathroom or kitchen of eighty six year old, clara miller’s house in not the greatest area of town and that’s where we live for two years. Starting with. We now have anything and we had a dollar forty, two name and that in any way, as we grew a little bit near, your kids can tell too-

00:19:46

Speaker

and we said, one of our values be generous and I was going to. I was flying more and I said I think we should get get a new vehicle for lisa, because I’m gone more with the kids and whatever, and she said I and my daughter said well shouldn’t we give it away. I was going to trade it in

00:20:04

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and we ended up giving that suburban to someone at our church that needed one instead of and six. So that was because of a daughter holding you to the values he said you had

00:20:15

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as awesome as a great story. At the end there for sure,

00:20:18

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swann highly couple themes I heard there one was effectively lead by example. What you said, would you follow you right here? You gotta lead by example, so that you build that trust with your team so that they see that you are actually doing the things that you demand from your team, because, if you’re not doing those things, if you say

00:20:38

Speaker

hey, I need you here by nine and you keep walking and nine forty five, nine thirty nine a m fifty eight, whatever constantly like all the bosses and shown a benign I’ve, no meetings, I have nothing, I’m not a female customer service, anoint, no one’s waiting on me or anything. What actor I’ve been here for not also the nine twenty eight five,

00:20:59

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because he’s never in before nine thirty anyway, and he will never know the difference and suddenly that erode that trust that he gotta lead by that example, you gotta do what you demand from your team and holding to your values. I think that’s so important. I was actually coaching your client not too long ago that earlier this week, actually

00:21:17

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cause I find holding to your values also helps to avoid the shiny object syndrome from a business standpoint. Right, as I could is exactly were they, this guy was going. Here’s a ooh shiny object over here. Ounces like okay, let’s deal with what’s about this in so we’re talking leadership

00:21:36

Speaker

and those dislike okay, so you know how does this fit in with your brand, your overall strategy? You know it the rest, your team you’re, following how are they going to see you as you go over to this shiny object, etc? Know? I start asking these questions in indiana

00:21:54

Speaker

main said: wow yeah, you’re right like this, is not going to help me in a long term whatsoever like you know it. It potentially could but you’re just not at that crossroads yeah, let’s so, let’s take it put it in the idea bank. Leave it there for a while, let it ferment the bed and see if it pops back up when suddenly you’re at that stage

00:22:14

Speaker

each. So you know a lot of that and I felt that you’re holding on to his vows like you, how do you? How do you? How does this reflect your strategy, your brand, your values and all these things? How does that help? In the end, he’s like nope never mind so that I love it. I love the value of saying in in you’re, making decisions be

00:22:34

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first off of that at that’s. How I do it whenever I get a guest requests in like I’ve, turned down

00:22:41

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a couple of big guess.

00:22:44

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Why? Because their message does not align with my values for this podcast.

00:22:51

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It is just that yeah they have massive followings and they make one tweet know how they get you ill x thousand more people downloading my show- and I tell you that is a hard pill to swallow as a podcast yeah right, you want that you’re, like frothing at the mouth, you’re, always trying to get that you’re more subscribers post. Like sorry, your values actual

00:23:10

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we don’t along with my not saying that your message is not right. It’s just not right for my show

00:23:18

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and unfortunately, I’m just plain aren’t right

00:23:22

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at those ones. I have no issues with I decline with them all the stories yeah. I use those values to make that decision or tie this together. Even on the pillars. You know you can see how they fit together. So yeah hundred percent clarity of values helps you lead with higher character.

00:23:40

Speaker

Consistency of someone might say. Well, I was clear about the vision at the annual meeting, I’m so clear day meeting. Well, if you didn’t share it consistently the vision every twenty one days now, probably every fourteen days. Nobody knows the vision. So then they don’t make decisions by it. So they don’t have clarity that you said you had. Even if you had a level of clarity, you lost it because of inconsistency

00:24:00

Speaker

you’re. So we we lack of commitment here, might be directly like a commitment. It might be, there’s not not feeling cared about compassion pillar. So there’s no commitment, so they really all work together and you can, you can see even things. People are suddenly thinking about their head shouldn’t empathy be in here. Well, yes, it is under compassion, shouldn’t vulnerability, be a part of trust. It is under connection

00:24:20

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so how they, how they fit

00:24:23

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they. Really they really work together to gain this being a really truly trusted leader and that’s really. What I’m actually talking about is a trustworthy leader. Yeah people say goodnight, you know it is. If you talk a lot about cutting the most trust, dead leaders, brands, organizations, governments and it’s great to be trusted,

00:24:41

Speaker

but the promise people can kind of manipulate the pillars to look trusted without actually being worthy of it, and what we wanna do is have authentic trust, these eight pillar framework, so that were actually worthy of it,

00:24:54

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absolutely absolutely and artillery they are all connected, and it has to be can’t you as a leader. You can’t be oh this one trick pony or yoga. I do this really! Well, no sorry, you have to be at all you have you have to be trustworthy. You have to have compassion, have to have great character. He half be competent. You have to have connector your team yeah

00:25:14

Speaker

if they have that all the seas, that you mention and I think it’s actually good segway into the second one which aren’t talk about and as compassion, because you to see it more more in the way. I look at it noon that we’ve talked about. I hear emotional intelligence and lose the big, the big, a load of it. Yeah, it’s the it’s the thing that the thing today that a

00:25:34

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talk like a really win like this is that new, again always say: there’s nothing. New leadership is just how we package it and how it relates the people and stuff like this

00:25:46

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and when those things yet so what I would jump in on that is equally critical. It’s a big part of compassion and connection and really several the pillars. But but I wrote an article not too long ago. Cameron was this was one of the ones that in forbes or ceo world, where I was plucked base, I can’t can’t think of which which placement it was but

00:26:05

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pride, because people can find out our media page. What, but I argue that t que

00:26:11

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beats. I q and e q, and so e q is important. Emotional intelligence iq hits the aid that the the competency pillar, which isn’t necessarily iq like einstein, it’s it’s it’s like smarts and whatever you do, if you’re a surgeon, you need that kind of iq. If you’re a you know whatever it’s being being competent right,

00:26:31

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but it it take. You brings kind of this iq. Competency e que connection compassion, empathy, all those things plus t que, which is trust quotient for us, and that is those together with trust, which is, is also character and commitment right. So, when you eat out to me

00:26:51

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see that’s why teak you trust quotient is the most important. That’s why we manager,

00:26:57

Speaker

but trust you with our enterprise trust index we use and global pharmaceuticals, but universities and and can close gaps and really help them solve key issues, but all the way down to a trusted. Sri sixty ripped a trusted sell a a self assessment. Even our conversational diagnostic people can get a hint at all. I think I should should close this gap next and that would really help people.

00:27:17

Speaker

Oh trust me follow me, be influenced by me more so, let’s dive into a t que aspects. So how do you you you? You mentioned the formula or can we go and live in more detail of that and how do you go bout in figuring that out and and then, how do you apply it to your essentially everyday everyday life? Well, there’s

00:27:37

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everything from simple to complex. So I have if I could grab it quickly for those watching my video, but actually, but you want so,

00:27:49

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and this is why it pays the main thing ethic. So for those watching like we can go everything from off at an assessment built on thirty years of accenture data, plus my grad work that measures trust in companies and that’s against the eight pillars

00:28:06

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framework which in essence, measures take you and measures trust quotient, because it’s measuring trust taxpayer. It’s the e que aspects trusted as an indoor person, the iq aspects, I’m an amateur trust you to lead us like you’re, smart enough to to drive this ship and have us land in london or whatever. I’m like. We gotta have the iq, and then we get the

00:28:26

Speaker

tiki, which I can trust your character, that one where that you’re, not gonna you’re, going to do what’s right for all you’re committed to all. So that’s against the eight pillars. So we would do everything from a big enterprise trust index all the way down to a. I think I have it you’re like a simple. Ah,

00:28:40

Speaker

this one’s up a conversational pulse that art that any coach that certified with us can can converse with in a boardroom or in a

00:28:50

Speaker

you know, with a leader and just kind of talked to one of to ten. How do you feel about this one out of ten? How do you do in with this and cat three questions under each the eight pillars? We also have self assessments that are twenty four prices, that a leader can just use themselves as a ah, I see the else you know this might give me an idea of what I should work on. We we have trusted three sixties, which a three sixty assessed

00:29:09

Speaker

takes into account all the people around you that can’t help you close guess. We have a team assessment. We even have assessment of sipple five question assessment that measures trust in customers, because the net net promoter score and yes, question is, would you refers to others are not great white paper, great idea? The problem is referrals, don’t dry

00:29:29

Speaker

referrals. So we want to know why you refer us, so I can close that gap be like. Oh, if I close, I guess I’ll get more referrals, so those that’s what that does. So we have a four people are certified. Think they get access online to too

00:29:43

Speaker

see the charts, really cool and close gaps in and and help people do that. But we do that too, but you’re always coming back to the eight pillars, because they are measuring in fact t you

00:29:54

Speaker

now. That makes a whole lot of sense, and I, like I, like all those tooth, no different tasks and stuff those boat same time. I like how you had bones for various situations. Sometimes you need that big, complex, tough, it out of homes, you that five minutes or less from that, and that’s enough for some situations like I really like research based, I don’t

00:30:13

Speaker

like cheesy whatever, but it’s a truth is truth to so in a five minute conversation if I can get to the core by looking at it. This way, that’s that can be enough, and in and frankly sometimes this conversational diagnostic, which obviously self assessments are not valid.

00:30:34

Speaker

This taunts, you know technology driven. I have a printed copy here, but this is a validated test right, but sometimes that doesn’t mean this isn’t as valid it just because an approval, because sometimes we just when we look at the basic. Ah, I see the issue that that would have been found through the technology driven test. So yeah

00:30:55

Speaker

awesome. So we talk about compassion. We talk a character in the inverse order. A second competency because lobby whoa there right now the only thing come seized over end all be all you have to know what the heck you’re doing you. You look at any any job description. It’s like hey. You have to have x, summer months or years

00:31:14

Speaker

of doing this. Doing that the other thing I’m not a huge fan of that base. I’ve had makes a rally and george randall from mum echelon for an over watch on the show,

00:31:27

Speaker

and they have a book called the talent war. Were they go after they’re like yeah? We need do you want to go after talent, not necessarily becomes cheaper by dewberry. The premise that you opened up with the you have to have some kind of competency right, but there must be a farewell. I mean lol that so it also depends as diving yeah. Let’s, let’s do that, I it it’s all that is, and I don’t disagree with

00:31:46

Speaker

anything you’ve said I it’s it’s all ain’t.

00:31:49

Speaker

Either you eat buffet and others have said higher on character. Teach the competency like characters harder to teach later. I agree with that. On the other hand, you don’t want a surgeon, who’s, just high character and an amputation cuts off the wrong leg, because they’re not competent right. So you do. I have actually seen this much more whole

00:32:10

Speaker

stickley now, in my experience on all the work, we’re doing that we actually do better. If we do it’s, it’s it’s some people think it’s either or- and I think it’s all you there’s. There are great people these days and you can hire. You can number one higher, no one perfect, but you can hire on a t, q. What is taking in consideration e que

00:32:30

Speaker

and and and comedy you know the cave up character and you can hire for certain competencies. Now I in my business of I pointed my camera that way through my glass windows in my office, you’d see a five or so pretty young folks. I’ve had really pretty good luck with them,

00:32:50

Speaker

with hiring young and training them and really kind of helping them know what like right out of college, because they were like the top student in college like they were there learners there, they didn’t have much competency, but because they fit the character and the hunger and all that they were really good fit.

00:33:07

Speaker

However, we’ve grown too in ways that we’re dealing with complex issues on six continents and I’m a college student doesn’t have the competency, that’s needed for certain complex, consulting issues. They’re actually needs to be competency and experience, so I would just I would say overall, as you need all of it to to really gain the highest trust that I’m time and not

00:33:27

Speaker

just character, but don’t that would be first, maybe e. You would be one of the first things, but then the other is important and I would see also just plain in this environment on the competency pillar. You really need continual learners. Musing about you, use your you’re interviewing great people, except for me I mean I’ve had some smart ones on

00:33:48

Speaker

and and you’ve got these great people, you’re learning all the time right on my trusted leadership. That’s one of the fun things. I’ve had the the guy that wrote more books than anybody in the world other than the bible wow. What was that you? The the I’ve I’ve read, I I I get the interview these amazing leaders around the world to like you and I’m learning every week, I’m reading, I’m I’m only six.

00:34:08

Speaker

I want people also that are staying fresh and relevant and capable in some way because just learners, it are

00:34:16

Speaker

our gonna, be better in our world. That’s changing so fast

00:34:21

Speaker

yeah! I live by the mantra of cause and write japanese for can induce some, which I’m sure you heard of before. That is my personal motto: big macho guy. But if you’d say something, that’s one thing. I would say is that continuous improvement, continuous young teens learning, which, oh

00:34:40

Speaker

by the way back to a conversation, that we are part of the conversation earlier? Do we do your character? Change? Yes, because if you went to twenty year olds got a thirty eight year olds got saw twenty world’s got. He would like strangle the crap out of him hometown park style, because it was a complete one. Eighty from that I got when somebody versa, I’m done that’s it and I’ll get the work and whatever

00:35:00

Speaker

failed to realize at the time we have learned. Is that the moment you stop learning is the moment you become useless

00:35:06

Speaker

because the rules changing constantly in every way, because you have how many kids, you have a two two boys. There you go so I’ve got four kiddos, I mean

00:35:17

Speaker

you, don’t stop learnt eat you. We have to learn on leaders. We have to learn to be good husbands. We have to learn to be good parents. I mean we’re. Learning then give a great handbook on parent, and we read so much on parenting that isn’t that isn’t taught that isn’t real world. I mean it’s fake, you know it’s ea. We if we’re going to be great at anything, we have to be continually

00:35:37

Speaker

there’s, there’s a truth and every science, this business. We say it. This way input equals the output right input because it what you put in you get out, but every science has it’s greatly. The first law of thermodynamics, a great german physicist

00:35:50

Speaker

energy put in, is the same energy, get out theology or farming you reap what you sow. Psychology physiology. You eat a bad bowl of chili bad output. Right you, psychology, thoughts that go in lead desires would lead to actions this. He pillar, you gotta, put good input in if you knew one great output and that’s the same in latino.

00:36:10

Speaker

If I put certain things in my body, I get certain things out of it. I get I put certain things in my brain, my audiences, the people I consult, executive presence of countries and companies. They get different things out of it, the

00:36:22

Speaker

a marriage, you put certain input and you get certain things out of it. So this competency, keeping fresh and relevant and capable and putting that input in the mind body- everything that’s that’s critical for health and especially when you started with self leadership,

00:36:38

Speaker

absolutely

00:36:39

Speaker

dave. I want to switch gears little bit. We talkers yoko three of the eight pillars: wanna throw a couple scenarios. You just hear your thoughts on that, so the leaders odorless now they’re frothing at the mouth that they’re dying to learn, obviously right. They they want to be the best leaders possible there. What do you say to the ones that they? This

00:36:59

Speaker

sit? Third they’re sitting here, listening to you and go, I don’t trust my boss, I don’t trust my organization.

00:37:07

Speaker

What’s your advice to them, is it simply get out, go somewhere else or now it’s out how how personable build that yeah? First of all,

00:37:16

Speaker

I’m not saying just trust them, so somebody will hear me say you believe in that trust stuff. You just do trust everybody will for whatever they do. So I had an at an event. The lady come up to me. First told me what this guy did and said. I love this shirt. I’m just going to go start trusting again, yeah start trusting in for what he did to you before. Don’t trust him

00:37:36

Speaker

for something different that you know it’s just like if you’re late, all the time while trusty to be late, I mean this isn’t being dumb. So, first of all I would say this most of my work is around what I individuals can do so yeah poisons boss, I’m gonna get some things you can think about, but mostly I wouldn’t really want to do

00:37:56

Speaker

check back to what can? What can we do, because I can’t tell you how many times am an event after the event, I’m signing books at the back and people are inline, and someone says to me david. I love that stuff. You talked about. I love this trust. My believe that I agree with that. I try to live it. I believe it may. I wish my boss would have been here.

00:38:16

Speaker

May I wish my spouse my spouse needs this to. My teenager should have been here for this because they really need this. Those people need this and the truth is they’re, not here you’re here and I’m here and I have gaps. I can fill every day and I have things I can do everyday and so, first of all, I would put a bias on focusing what you can do number one. Now that doesn’t

00:38:36

Speaker

take it away. Toxic bosses are situations. Yes, there is a time to get out, but depending on the level, a couple things you can do one is. I would make the case for in a respectful way, if you can’t make the case for trust, that’s great, but what I, what I might do is is

00:38:56

Speaker

is go to my boss, or whoever is just show when you do this. This is actually how people take. I just don’t know. I know your heart. If you can go respectful and say you know, I know you you, you want to leave this. I know you been a great leader in this way. You can find something positive. Some people can hardly find anything positive, but but but

00:39:16

Speaker

you know that when this happens, this is actually how people feel and it costs us a tying always to cost.

00:39:25

Speaker

It costs us time, because people second guess this: it costs us money because people don’t know they don’t put researchers and repost. It cost us what it, because there’s always a cost. So if you can say affirming someone a little bit, I am not a fan of manipulate eight, if, like people have said, do an appreciation sandwich whenever you do performance reviews say something good say something

00:39:45

Speaker

bad say something good barf. I don’t want to do manipulation, but if you can’t authentically say, hey or at least honor the fact that their leader, okay, hate, you’re a leader, I am grateful to get to be here. If you are, I mean you want to eat whatever it is that you can be authentic about, don’t give not truth, but something you can find a truth that stuff

00:40:05

Speaker

it posits just so there’s just so that sorry, it opens the middle mild, but then it is kind of this process of. I just want you to know this in case you don’t eat, you won’t know how it affects people. This is costing us when you do this and it hurts people it puts. You might not think this. This might be your context of growing up, but this costs, so

00:40:26

Speaker

I have not always had the guts to do that. I remember my first leadership role, actually where the leader above many walks out the boardroom, asking a question and shutting the door at the same time. He was not a listener,

00:40:38

Speaker

hey in my natural self and not a good listener. I am I want to be, I believe in it. I, the research shows the impact of it, but I am so like it’s I’m the guy. That’s, like lord, give me patience and give it to me right now,

00:40:56

Speaker

electrics gallops. So I have to work on that, but I watched what happened in that room, especially with him not listening to women

00:41:08

Speaker

and he was out the next year

00:41:10

Speaker

and I was in as director and it changed me and my way of doing things because I saw the nato, but what I should have probably said something to him. But anyway there’s a lot of ways. We you go that one idea is, if you can’t, if you can’t have a conversation type to cost, that’s a way. Some people are sitting there saying. There’s no am have a conversation at all.

00:41:31

Speaker

It’s horrible blah blah, there’s other things you can do, but there’s one tip yeah my voice from personal experience. So I have a us drone. Yeah. Basically direct supervisor mentioned something that publicly that should not have been mentioned and on a friday afternoon I stood on that for all

00:41:50

Speaker

we can and I’m talking like. This is absurd.

00:41:54

Speaker

If you know my background, I’m actually a senior contain army officer. So this is when I was a junior book new brand new and our officer commanding made a comment about something about me and I stood on it all weekend and then finally had no, I’m not I’m not going to let this slide so I walked his office

00:42:14

Speaker

shut. The door said we now have a champ boss, and but my vices, you, you stick to the moral high ground, don’t don’t sling mud because they slow slung mud, stick to facts and stick to the moral high ground at the end he apologizes, like wow, didn’t think of it. From that contacts I just tried to make a joke ball on like

00:42:34

Speaker

well guess what you know. Should I heard that for these reasons and all this shit, so that’s always been my best advice to you to people good good advice,

00:42:43

Speaker

good advice, so the next scenario month, roi those on the list are out there who’s. Listen, this going and my trustworthy.

00:42:51

Speaker

Maybe I’m not nave, I’m the one as toxic, maybe on young, etc, etc, etc.

00:42:58

Speaker

Where’s the best place for them to start. How did he get gonna turn start writing that ship yeah that there’s two things one. If, if, if you want to do a trusted, three sixty that’s a way because you learn gaps, you’d be allah, do that by but yeah we can. We can help with that. That’s how we assess trust in an individual. The other is just have it without all the

00:43:18

Speaker

that contacting us. It just pause for a second rate, these eight pillars down, go to a coffee shop or a pub or a park or by yourself and look at those I understand what they are like. You know: we’ve gone through this so quickly, but understand, is their play and ask for each one of their some questions in the book, but just ask and

00:43:38

Speaker

being clear in these ways I mean: let’s take that first pillars an example k. So it’s an easy one to understand like okay for the leader that they may, they may be, maybe one of the most important clarity to be clear about the vision right for the manager. Maybe one of the most important parts of clarity is clarity of the expectations that

00:43:58

Speaker

those below them, maybe for the

00:44:03

Speaker

sales person. Clarity of benefits like they’re, super clear on so clear. I’m so glad I’m not clear about the benefits of the product right for the teacher. Maybe there’s a teacher that the kids don’t like, and people can’t principal nobody can figure out why they don’t like this secret high character, teacher compassion teacher, but that teacher is so unclear about the assignments.

00:44:22

Speaker

The kids go home prostrate everyday. So even in that case it was actually a clarity issue, not a character issue, as people might assume. So I might just if I could, if you’re not going to do a kind of validated assessment of it.

00:44:36

Speaker

That’s that’s one way is to pause and just look at these eight and think what are my gap year. We all have gaps. What what’s my key one and then think about what can I do to start building that now in the book in entrusted leader different than my other books? The first portion is a great story. It’s a business leadership

00:44:55

Speaker

parable to have people ship thinking about trust, so they see trust from a different lens and the last half is actionable tips for how it can apply this tomorrow morning right, but in that story even ethan, he really is kind of a trustworthy guy, that’s in character in his marriage in all these other ways, but he’s

00:45:15

Speaker

not trusted by his team at this epiphany that I can be kind of trustworthy in one way, but actually I’m not trusted. That’s kind of that. That’s that’s that’s something so anyway, it has an epiphany there and realization. So so I’m saying three things: one self reflect on the eight number two: if you want to get a three sixty

00:45:35

Speaker

assessment, trust edge, dot com, we can help you with that number three would be to ask and create space. Ask people that you trust hey. This is the problem with most people and customers like they. They do all these new initiatives and they don’t ask a customer what they most want. So the great the wrong products rights same with the leader. They don’t ask their people. What could I do

00:45:56

Speaker

like? Is there any gaps I have under these? Or is there anything that really like with questions and then stop and actually listen,

00:46:04

Speaker

ashley lotta love, it love it.

00:46:07

Speaker

So one of my jobs over the officer commanding so communities quarter of two hundred military members and I am powered both by my second in command and my right hand, man, my my squadron sergeant major said: when ever

00:46:21

Speaker

you need you walk in you shut that door and you let me have it

00:46:26

Speaker

because you don’t know right. Sometimes you you, you just don’t know, and you need to empower the people to basically tell you straight up, because if they’re too fearful to let you know then you’re, never gonna know you eat your blind spots, don’t get revealed and then you just keep going down the wrong path and then that’s gonna road, all those different, a

00:46:46

Speaker

pillars of road truss, and suddenly you don’t have that p performing team performing organization. Nor are you performing leader you’re, actually the inverse vote on. So

00:46:58

Speaker

I love it. He said you, you inspired me to think about something passionately, see any death and boy am. I am a pen right, I’m a I’m, a writer, theater area, there’s like no. This is this is

00:47:10

Speaker

actually love. This gonna keep this in, because the show the authenticity of conversations like there’s the power of conversations like this, because the rally what you’re showing read there is that, despite being the high functioning leader, you are, we never know at all, and I apparently I know something because you just wrote it

00:47:29

Speaker

it. You definitely know something, but also even her own mind, big conversation and human touch week. We jog our own minds to think of something that we might not have thought of for a while or something like like. I still remember this. The first time I taught a leadership piece at the us coast guard academy, which would be up on the uss. That’s that’s one of the top five military cat.

00:47:49

Speaker

Okay, I I’m twenty something years old.

00:47:54

Speaker

All these cadets- I don’t know if there’s a thousand or whatever, but the commanding officer, michael awful, just awful those who is now an admiral which is equal to general animal in the navy right. So he he. He sat in the front row taking notes

00:48:13

Speaker

from me a twenty something sitting there taking notes furiously, and I that that example of humility he has a he’s, a double phd, any that in all these things, I’m like wow and that that’s an example of that’s who we want to be like and stuff anyway

00:48:31

Speaker

awesome. But you didn’t get me some areas. This was authentic, like thank you

00:48:36

Speaker

awesome, they’ve, they’ve david. This been a great conversation and said: do want to respect your time in certain about up here. So before we wrap up a deal, got a couple boss questions for you

00:48:48

Speaker

first being process, all the guess here at the peak performance leadership us as creative it. What makes a great leader!

00:48:56

Speaker

Well, it’s simple and it’s very complex

00:49:00

Speaker

trust

00:49:03

Speaker

could a product that isn’t that have he yeah

00:49:06

Speaker

that’s going to give yeah. I’ve talked too much every other time I felt like today like while I went on a rant instead of going back and forth more with questions, so there you go trot, that’s it! That’s as good as I was the core issues. Trust is the key you get theirs complex. Yet do the work. No, absolutely no work is not easy. Hence we have great people like yourself and myself

00:49:26

Speaker

in work. We do to help others get there and take a lot less time and money in not making so many mistakes so that point most people waste millions on leadership development because they don’t do it. What works in they don’t do it the right way. That’s

00:49:43

Speaker

all question of the show. How can people find you can you follow? You’re shameless plugs are allowed, it’s all, but you right now.

00:49:49

Speaker

Well I mean, and everything about me wants to serve others. That’s so trusted leader book dot com, that’s one place to find out or anywhere books are sold. It’s trusted leader not like just like facebook. Take off the word, though not the facebook, it’s not the trussell. You just trust the leader, the red book, honest that would be. That would be one way right now. That’s just

00:50:08

Speaker

gotten great reviews, I’d love it! If, if people interviewer or let people know on an on amazon’s great number to trust the edges, our main site, you get the free, we can get free research and assets there. But if anybody wanted a demo they’re like I’m an executive coach- and I would love these tools to use that my people, I would love to be a part of this coup

00:50:29

Speaker

watching community or I’m a chief learning officer. I want to use this in this organization, I’m a mid level manager. I want to use this in our organization than just for free yeah to go to trust, edge, coaching dot com and get a free demo of what we offer, because it’s so cool and now price, so much less than we used to be that it’s just as amazing platform. Community and support

00:50:49

Speaker

are people that are really driving performance on trust around the world

00:50:55

Speaker

awesome and for you, the lister, it’s easy. It’s always just go to moving forward leadership, dot. Four slash! One seven six one: seventy six and their insurance if my friend fantastic conversation loved every second of it. Thank you again.

00:51:09

Speaker

Thank you. Scott.