July 2011

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The Great Twitter Debate: She Said, He Said

July 29, 2011 in Tips of the Trade, Trusted Advisor, Uncategorized by Andrea | No comments

“The Great Twitter Debate: She Said, He Said” can also be found on the Trust Matters Blog.

My co-author Charlie Green (@charleshgreen) and I (@andreaphowe) are both on Twitter. We have rather different ideas about it, however. We talked about our differing perspectives the other day, and decided to share our thoughts. What’s your view?

May I Have Your Attention Please

Andrea: I have a lot of mixed feelings about Twitter. In a world marked these days by a lot of distractions, Twitter is a big one—one more thing that helps shorten my attention span. This troubles me because being focused, present, paying attention—not being distracted—are the thrust of what you and I both teach and talk about.

Charlie: Well, if you’re going to tend bar, you’d better make sure your drinking problem is under control. Twitter is indeed mostly about short attention span. Then again, so are racquetball and improv comedy. Each of them is about impressions, reacting in the moment.

Twitter is where you come to scan, not to find soul mates. There is a time and a place for everything.

Andrea: You know I don’t visit bars much. I do have a soft spot for improv comedy, though. Good point.

Popularity Contest or Personal Growth?

Andrea: As much as I like to think of myself as a somewhat-enlightened grown up, I just can’t seem to avoid the negative emotional component of the Twittersphere. Twitter takes me back to junior high school popularity contests. Sometimes I feel great, like “I’m popular, wow.” Other times, it’s depressing as hell—“Why’d I lose 5 followers today? What did I do wrong?” (laughing).

Charlie: You can take the kid out of the junior high school; the important thing is to take the junior high school out of the kid. I actually see Twitter as a personal growth tool. It forces you to recognize that not every 140-second ADD burst from a stranger is an attack upon your being. It really doesn’t mean much at all.

Andrea: You know I’m a sucker for personal growth. I’m just not sure Twitter is where I want to work this stuff out.

The Downside of Early Adoption

Andrea: As long as I’m listing my complaints, let me add this one: Doing it well requires way too many steps. There’s using different client software programs, mastering Twitter etiquette, making the effort to acknowledge followers appropriately. It can take a lot of steps to create a good Tweet. So much for scanning and reacting in the moment. I’d rather let the process work itself out. Call me (Tweet me?) when the tools are better. I’m not an early adopter; I’m here purely under protest.

Charlie: On this we can agree. Twitter is still immature, and while it is changing—every month something gets easier—it’s still too cumbersome. I want more integration, more platforms, more easily available stats, and so forth.

You don’t want to be an early adopter? I don’t blame you a bit. I am an early adopter myself, but you do a pay a price for the privilege.

Authentically Pre-Scheduled

Andrea: Let’s talk about scheduling tweets. It smacks of being strategic rather than authentic; it doesn’t feel real. If this is such a conversational tool, then why pretend otherwise by pre-writing and then auto-delivering?

Charlie: I think you’re confusing “authentic” with “real-time.” Chat rooms and IRC have been around for decades. Authentic to me means real, not necessarily ‘right now.’ I have no desire to hang around for an hour watching the feed until someone looks me up and replies. I’ve got better things to do.

Also, not everybody reads when I want to write—that’s the great thing about time-shifting technologies. By spreading tweets around, I get to more people, and more people get to me.

Andrea: Hmmm. Interesting point about “authentic” versus “real-time.” I’m going to have to think about that one.

The Big Cocktail Party

Andrea: Maybe what irks me most is that the nature of Twitter tends toward superficial interactions. While there is some substantive stuff getting exchanged out there, a lot of Twitter seems more like idle party chit chat than real connection. And I have never been a big fan of cocktail parties.

Charlie: Remember that song, “Lookin’ for Love in All the Wrong Places?” Of course Twitter is chit chat, of course it’s a big cocktail party. Why do you think they call it Twitter?

Seriously, there’s a place for shallow, and a place for deep. Twitter is shallow; blogs are deeper. Articles are deeper yet. Or books—books are real deep.

But if you want to do a surface scan on what tons of people are thinking or saying about a particular topic—hey, God bless Twitter. And compared to real cocktail parties, at least you don’t have to drink or worry about how you look.

Hello, World

Andrea: Despite all my complaints, I do tweet. And I do see one very powerful thing about Twitter: it connects people who otherwise might not be connected. It lets people share perspectives and interesting pieces of information. Link-shortening is a blessing.

Charlie: Amen to that. Twitter is the new blog comments. Twitter is the new RSS feed (though we both use Feedly and I use AllTop to source some material). It is a whole ‘nother level of content-sharing between article/blog headlines and the articles themselves—and it lets you express your own views along the way.

Twitter lets me efficiently state to the world who I am, by way of sharing what I read and my take on it. You could call that branding.

Also, contrary to all the cocktail party metaphors, I’ve met some really cool people through Twitter–and then I’ve gotten more acquainted with many of them through email, by phone, and in-person. It is a fine way to meet interesting folks relevant to one’s business.

Parlez-vous?

Andrea: One last thing. I wish I didn’t have to invest the time to learn a whole new language with Twitter: “RT,” “TY,” the myriad other abbreviations, and the effort it takes to say something sensible in 140 characters. We humans can barely communicate well in our native tongue. Isn’t our time better spent trying to master our own language?

Charlie: That’s what I keep saying to the French when I visit Paris! But I haven’t been able to convince them yet to speak English.

Andrea: Tell me you did not just try to compare Twitter to Paris.

What’s your perspective? Join the conversation. Post a comment to this blog. Tweet about it. Email us. Or—gasp—give us a call.

Real People, Real Trust: How One Account Executive Stands Apart

July 27, 2011 in Trusted Advisor, Uncategorized by Andrea | No comments

“Real People, Real Trust: How One Account Executive Stands Apart” can also be found on the Trust Matters Blog.

Ralph Catillo is an Account Executive with Gallagher Benefit Services, one of the largest employee benefit agencies in the northeast region of the United States. Read Ralph’s no-holds-barred replies to questions about what it really takes to be a trusted advisor—and how the lessons he has learned apply at home as well as at work.

First Impressions

I know Ralph because he was a champion for a Trusted Advisor immersion workshop I led for his company in 2010. The first time we ever spoke on the phone, I was immediately struck by two things about him: his humor and his candor. Within minutes of interacting with Ralph, it’s crystal clear that he has nothing to hide. You get the sense that he’s quick, yet not in a rush; he’s knowledgeable, yet more interested in what you have to say than what he knows.

I began the interview for this article by asking Ralph a simple question: What does it take to be a trusted advisor? With characteristic dry wit, he immediately said, “I show up with a brown bag full of cash. It’s all been laundered.” Then he got serious for a moment, because more than anything he’s a thoughtful guy. His answer was simple: it takes honesty and purpose.

The 1-2 Punch of a Trusted Advisor: Honesty and Purpose

“You have to be 100% transparent, and 100% with no agenda other than doing the right thing. That’s really all there is. If you put aside your agenda, and your role, and really just come from the perspective of what is the best thing for this situation, whatever it may be, then you’re on the right track.

“The challenge is, the best thing for this situation might not be clear from the onset. So you have to get comfortable being in a zone of not knowing, where others are sometimes uncomfortable, and just put it all out there. You don’t have to have the answer, and you definitely don’t have to be the smartest one in the room. Everyone—me included—gets tripped up trying to be the smartest in the room, as opposed to coming at it with open ears and eyes. The best idea usually comes when you don’t come at it from an angle.”

As for honesty, Ralph says, “We’re in the services business, so it’s all about relationships. You have to be yourself. When you’re not, it’s unhealthy and unproductive.”

I asked Ralph about the courage it takes to do what he prescribes. He laughed. “Courage? I think it’s a lot more courageous to try to skirt an issue or be someone you aren’t—you put yourself at much greater risk. If I put all my cards on the table and I don’t get the business, well, at least I know I did everything I could.”

Nature or Nurture

I asked Ralph if he came by his approach naturally, or if he had learned it over time.

“I’ve evolved to it. When you’re in school, you’re trained to get the right answer. No one teaches you how to have conversations and day-to-day interactions. Then you take that right-answer mindset into business and it doesn’t work. In fact, that’s why I think so many managers struggle and fail—because they try to force what they think is right on others.

“I’ve definitely butted heads with people a lot along my own learning curve. Fortunately, I had a great role model and mentor along the way.”

Mentoring and Stewardship

Ralph credits David Friedman with his mindset about building trust in relationships. David, who joined his father and a part-time secretary 28 years ago in a small insurance practice located above a storefront on Main Street in Moorestown, NJ, later became the company’s first and only President when they incorporated as RSI in 1994 (later merging with Gallagher). Ralph says, “My first foray into trust-based relationships was through the RSI Fundamentals, which David created.”

The Fundamentals, which have since been published as a book, are 30 tenets that inform every employee’s day-to-day behavior. They include directives like:

  • Work from the assumption that people are good, fair, and honest.
  • Create a feeling of warmth and friendliness in every client interaction.
  • Take responsibility.
  • Be quick to ask and slow to judge.

“Those 30 Fundamentals changed my whole thought process and approach. Because of the Fundamentals, we’re deliberate about the mindset we bring to our interactions. We use a common language. And we have the right people too—we’re careful about hiring.”

Ralph credits David for David’s personal mentoring and stewardship of Gallagher Benefit Services. “It’s thanks to David that our company has developed and sustained this kind of culture. I’m not a lone ranger in my organization; it’s a top-down thing. That doesn’t mean it isn’t sometimes a challenge. It’s still uncomfortable to walk the talk, and not everyone is great at it. But at least we have a shared understanding about what we aspire to.”

It’s Business; It’s Personal

Ralph sees a lot of parallels between trust in business relationships and in personal relationships.

“Consistency breeds trust. I see that as a professional, as a friend, and as a father. With my kids, all I want them to do is communicate, without fear of repercussions. That takes a lot of time and experiences and leading by example.

“Just yesterday my teen-aged son had his buddies over after school, before I came home from work. They’d come from the pool, and one of my son’s friends sat in my chair in his soaking wet suit. As soon as I got home, my son pulled me aside, told me what happened, and took responsibility for it. He was surprised when I thanked him for being up front and direct about it, instead of getting angry. I reminded him what I want more than anything is for him to just keep talking to me. A chair is a chair; it can be cleaned up. But the next time it might be something far more worrisome, like someone approaching him with drugs. I want to be a parent, and a resource, not the judge and jury.”

Keeping it Simple

Ralph’s perspective on leading with trust in all his relationships is a lot like the guy himself: uncomplicated, direct, thoughtful, real.

In the words of the famous artist, Leonardo DaVinci, “Simplicity is the ultimate sophistication.” Thank you, Ralph, for sharing your art with all of us.

Connect with Ralph on LinkedIn.

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The Real People, Real Trust series offers an insider view into the challenges, successes, and make-it-or-break-it moments of people from all corners of the world who are leading with trust. Check out our prior posts: read about Chip Grizzard, a CEO You Should Know.

Creating a Culture of Trust: Virtues and Values

July 21, 2011 in Trusted Advisor, Uncategorized by Andrea | No comments

“Creating a Culture of Trust: Virtues and Values” can also be found at the Trust Matters Blog and is co-authored by Charles H. Green of Trusted Advisor Associates LLC.

This post comes from our upcoming book, The Trusted Advisor Fieldbook: A Comprehensive Toolkit for Leading With Trust, from the chapter on Implementing a Culture of Trust. Tools for trust initiatives include principles, or values, at the organizational level, and personal attributes, or virtues, at the individual level. The chapter explores five tools for implementing trust change initiatives: leading by example, stories, vocabulary, and managing with wisdom. This post explores two diagnostic tools: the Trust Temperament™ and the Trust Roadmap™.

We will be sharing selected portions of the book with our readers leading up to the publication date. The Trusted Advisor Fieldbook will be available from Wiley Books on October 31, 2011, or you can pre-order The Trusted Advisor Fieldbook today.

What Is a High-trust Organization?

Our definition: an organization of people who are trustworthy, and appropriately trusting, working together in an environment that actively encourages those behaviors in employees as well as stakeholders.

Creating a culture of trust requires a different emphasis than do most change initiatives. What works to reduce accident rates, increase customer-centricity, or become ISO-9000 compliant isn’t the same as what’s needed to create a high-trust organization.

Trust is about interpersonal relations. For people to trust and be trusted by others, they must take personal risks and face personal fears in ways that cannot, by their nature, be fully planned and structured in ways that typical change initiatives can rely on.

That suggests a different emphasis: an initiative built around personal change.

Two Keys to Trust Culture Change: Virtues and Values

Creating a high-trust culture boils down to two main thrusts: virtues and values. “Virtues” are the personal qualities that high-trust people embody, and “values” are what guide the organizations they work in. In trust-based organizations, virtues and values are consistent and mutually reinforcing.

We use these words very intentionally, because they’re commonly understood–and common language matters. Each deserves its own word and understanding, and both are required for trust culture change. In our experience, some companies rightly focus on organizational values, but few focus enough on personal virtues.

The virtues of trust are personal, and involve your level of trustworthiness and your ability to trust. The virtues of trust are contained in the trust equation: credibility, reliability, intimacy, and self-orientation.

It is virtuous for someone to tell the truth, to behave dependably, to keep confidences, and to be mindful of the needs of others. Unless people take personal responsibility for their own behavior around trust, the organization will never be a trust-based organization.

The values of trust are institutional, and drive the organization’s external relationships, leadership, structure, rewards, and key processes. The values of a trust-based organization are reflected in the four trust principles: other-focus, collaboration, medium- to long-term perspective, and transparency. An organization that espouses these values treats others with respect, has an inclination to partner, has a bias toward a longer timeframe, and shares information.

Trust-based organizations take values very seriously. If your organization has never fired someone for a values violation, then either you’ve been astoundingly successful in your hiring and development efforts, or you’re not a strongly values-driven organization.

Diagnosing Trust

To improve virtues and values, it’s helpful to know where you’re starting from—to have some kind of diagnostic. For virtues, there is the trust quotient: for values, there is the Trust Roadmap™.

Virtues.

The trust quotient is a self-diagnostic taken at the individual level, based on the four values of the trust equation. With individual data aggregated anonymously at the group level, you can profile the organization in terms of Trust Temperaments (the pair of highest-scoring values in the trust equation for an individual), as follows:

Trust Temperament™ Highest Ranked Attributes Motto
The Expert C, R “Lead, follow, or get out of the way.”– Anonymous
The Doer R, I “As for accomplishments, I just did what I had to do as things came along.”– Eleanor Roosevelt
The Catalyst C, I “A genuine leader is not a searcher for consensus but a molder of consensus.”– Martin Luther King, Jr.
The Professor C, S “The important thing is not to stop questioning. Curiosity has its own reason for existing.”– Albert Einstein
The Steward R, S “My goal wasn’t to make a ton of money. It was to build good computers.” – Steve Wozniak
The Connector I, S “It’s not what you know, it’s who you know.”– Anonymous

Values.

The Trust Roadmap is a diagnostic tool that surveys the Trust Values across components of organizations, as below:

Collaboration Medium- to Long-Term Perspective Transparency Other Focus
External Relationships
Leadership
Structure
Rewards
Processes

Generic and organization-specific questions are developed for each of the 20 cells, and the survey administered to groups of stakeholders: customers, employees, managers, for example. For example, the question for Leadership and Medium-to-Long Term Perspective might be “Your leaders are willing to sacrifice short-term gains for the long-term benefit of the organization.”

The survey results allow a management team to assess, in a structured manner, where the organizational values that drive trust are being implemented, and where they’re not; how those patterns vary across constituencies; and what they feel the priority should be in addressing the issues. In short, a Trust Roadmap.