Last week’s tip focused on what I’ve recently come to call “micro-moments,” and how you train yourself to respond in them. I included concrete suggestions for the most trustworthy responses in two scenarios. This week, I add two more.

Charlie Green and his The Trusted Advisor co-authors assert that trust is often built with small gestures. Building on that theme, consider the importance of what I’ve recently come to call “micro-moments,” and how you train yourself to respond in them.

I’m on a culture kick the last few weeks, as it’s been a hot topic of conversation with clients lately. This week’s tip focuses on the problem with using conventional measures to figure out whether organization-wide trust initiatives are working, and what to do about it.

In short, there’s a difference between smart metrics, and wise metrics.

Last week’s tip on creating a high-trust culture reminded me of a compelling story about one global CEO’s take on how to resolve the disconnect that can exist between the trust principles we all aspire to and the ways we’re incented to do business.

We shared this story in The Trusted Advisor Fieldbook. It came about when my co-author, Charlie Green, had the opportunity to watch Bill Green, then-Chairman and CEO of Accenture (and no relation). Bill was addressing a very senior leadership group at the end of a two-day offsite.

I’ve been having a lot of conversations with clients lately about how to create a culture of trust. Here’s a four-part “test” to see how well you’re doing on that front.

In The Trusted Advisor Fieldbook, Charlie Green and I asserted that there are two basic dimensions of trust-based organizations: virtues and values. Virtues are the personal qualities that high-trust people embody—tools like the trust equation help here. Values are what guide the decisions and day-to-day actions in the organizations people work in. We said that in high-trust cultures, virtues and values are consistent and mutually reinforcing.