We’re about halfway through our countdown of Trust Tips leading up to the release of “The Trusted Advisor Fieldbook: A Comprehensive Toolkit for Leading with Trust,” a new book written by the two of us—Charles H. Green and Andrea P. Howe—to be published by Wiley Books, on October 31, 2011.
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™.
Chip Grizzard(@chipgrizzard) is the CEO of Grizzard Communications Group, a nonprofit marketing and fundraising agency. Chip is the fourth-generation member of the Grizzard family to work at the 91-year-old company. Discover Chip’s candid replies to questions about what it really takes to be a Trusted Advisor and how to create a company that leads with trust, every day.
This post was written by Shawn Westfall, Improv Guru.
We’ve all had those moments when we realized we knew something that someone else didn’t know and it was awkward. Think of the last time you were at lunch and you noticed your tablemate’s big, toothy grin adorned by a piece of big, leafy spinach—yep, that’s the kind of awkward we’re talking about. Even though most of us probably ascribe to a principle of Transparency—being honest, open, candid except when illegal or injurious to others—we’ve all made the choice at some point to say nothing.
The question is: did we do the right thing?
Use the Three Question Transparency Test to find out.
The last two blogs have hailed the unique benefits of improv comedy skills as an essential part of anyone’s work toolkit. Highlights include:
When I lead our Being a Trusted Advisor and Trust-Based Selling programs, I ask participants early on what’s the “one big thing” they want to get out of their participation. Invariably, at least a quarter of people in the room will say something along the lines of “tools for accelerating trust-building.” And those who don’t say it usually vigorously nod their heads in agreement.