Today we're back with our Think Again series with Chatper 6.In this episode, we discuss the importance of in-person connections, addressing biases and stereotypes, and fostering empathy in the context of careers, leadership, and teamwork. We share personal experiences and anecdotes, highlighting the value of presence and intentionality in professional settings. The conversation also touches on the future of work, the role of empathy in designing office experiences, and the challenges and responsibilities of being a leader.Key Points:- The value of in-person connections and experiences in professional and personal contexts- Addressing biases and stereotypes in careers, leadership, and building trust- The dangers of group biases and the importance of recognizing and addressing them - The role of empathy in designing future office experiences and fostering trust - The importance of flexibility, visibility, and sharing personal situations in the workplace - The challenges and responsibilities of being a leader, including setting rules and holding others accountable - The future of the workplace and the importance of counterfactual thinking for recent graduates

In this episode, we continue our book tour of Think Again by Adam Grant. We are on Chapter 5 - Dances with Foes. We discuss our personal experiences with debates, negotiations, and the importance of communication. We delve into the concept of quality over quantity in conversations and the significance of adapting to one's counterpart. The episode also touches upon the various ways people deal with conflict and the importance of creating authentic connections.- Focus on quality over quantity in communication; present only top points to avoid overwhelming others.- Avoid being a "logic bully"; consider the human aspect of conversations.- Embrace the dance analogy; adapt and collaborate in communication.- Learn from skilled communicators to improve personal conversation abilities.- Understand and find agreement in the other person's argument for effective communication.- Combine relationship building and questioning for a positive negotiation environment.- Prevent attack-defend spirals and stay open to others' ideas and data.- Ask questions and find common ground for productive conversations and better outcomes.- Skilled negotiators emphasize common ground and questioning.- Align values and opinions for consensus; practice confident humility for nuanced discussions.- Expert witnesses with moderate confidence are more credible.- Negotiation skills impact personal and professional relationships.- Encourage collaboration by inviting counterparts to share their perspectives.- Be flexible in negotiations, as compromise is often possible.- View negotiations as a dance, working together towards a common goal.

Chapter four of Adam Grant's "Think Again" delves into the value of constructive conflict in the workplace. We talk about the differences of "personal conflict" and "task conflict," and we show how encouraging healthy disagreement can improve your team's ability to solve problems and make smarter choices.We discuss the importance of leaders engaging in task conflict and creating a brave space for team members to work through differences without taking it personally, and discuss the importance of having a challenge network: a group of people who can help point out personal and professional blind spots.We also talk about how people-pleasing can be a career-limiting trait, as well as the importance of being authentic and forthcoming about one's own merits and detriments. Moreover, we discuss the significance of a good cultural fit in the workplace, as well as the difficulties of working with team members who aren't a good fit for the organization.Listen in to find out how to create a work environment that respects individuality and encourages development by encouraging healthy debate and establishing a network of people willing to provide constructive criticism.

Today we continue our discussion of Think Again with The Joy of Being Wrong. We talk about different scenarios we have encountered in our careers where we would have been better of admitting our mistakes and adjusting to emergent situations instead of trying to stick with our preconceived ideas.We also talk about how Agile Development practices lend us some ideas on how organizations can more effectively navigate change.Finally, we cover some ideas on how we can adjust our own leadership styles to incorporate acknowledging when we are wrong more quickly, how to communicate it, and how to move forward in a more leadership-forward way.If you enjoyed this discussion of Chapter 3 of Think Again, be sure to tune in for our next episode where we'll be covering Chapter 4 and don't forget to hit the subscribe button or reach out at hello@industryoftrust.com.

Today we continue our discussion on the ideas and insights from the world of psychology and business in Chapter 2 Think Again by Adam Grant - The Armchair Quarterback and the Imposter.The Armchair Quarterback and Imposter Syndrome are the polar opposites of human behavior. On one hand, the Armchair Quarterback operates in a world where their confidence exceeds their competence. The name is popularized by the millions of American Football fans that scream at their television every week when the Quarterback doesn't find the wide open receiver to throw to as he's getting sacked.On the other end, we have Imposter Syndrome (take the quiz here: https://www.psycom.net/imposter-syndrome-quiz) where we are operating in a state where we don't believe we deserve the success we have obtained. We think our success is a fluke, that we don't deserve what we have achieved, and are worried about being "found out" as incompetent.It turns out, like everything else in life, there should be a balance between competence and humility. This balance can be found through objective standards and feedback loops. We discuss the various ways our network can help provide a mirror of reality for us to help combat the Imposter and Armchair Quarterback in all of us.That's it for today's episode. If you enjoyed this discussion of Chapter 2 of Think Again, be sure to tune in for our next episode where we'll be covering Chapter 3 and don't forget to hit the subscribe button or reach out at hello@theindustryoftrust.com.

We're back today after 3 months of time off. We both took some time off over the summer and are getting back in the swing. We cover some of the experiences we've had over the past few months (client offsite, B-Corp progress, and road trips).We also cover how the talent stack of an organization can enable or provide friction to employees trying to pursue their career goals.We hope you found this enjoyable or interesting (or both!) and you can expect us to dive back into our Think Again series now that we are back from a short sabbatical.

“Progress is impossible without change; and those who cannot change their minds cannot change anything.” ― George Bernard ShawToday we start with Chapter 1 in our Think Again series. A Preacher, a Prosecutor, a Politician, and a Scientist walk into your mind.We often favor feeling right over being right:- Preacher mode when our sacred beliefs are in jeopardy. We deliver sermons to protect and promote our ideals.- Prosecutor mode when we recognize flaws in other people's reasoning. We craft the perfect argument to prove them wrong and win our case.- Politician mode when we are seeking to win over an audience: we campaign and lobby for the approval of othersWorse yet, these three personas or modes work together in concert to create some really nasty outcomes. You don't have to browse around on wikipedia or the news for too long until you can see this in effect.During this episode, Tiffany and Robert discuss how to overcome the Preacher, Prosecutor, and Politician modes in ourselves to help accelerate trust with our teams and the people around us.Thanks for joining us today and don't forget to hit the subscribe button or reach out at hello@theindustryoftrust.com.

Today we're thrilled to kickoff a new series on the book Think Again by Adam Grant.This book is about the value of relearning - and rethinking. It’s about adopting the kind of mental flexibility to adapt to the complexities of the world around us to be more effective in our personal and professional lives. And, how to encourage the same mental agility in others. That's a tall order!Intelligence is traditionally viewed as the ability to think and learn. Yet in a turbulent world, there’s another set of cognitive skills that might matter more: **the ability to rethink and unlearn.**During this series, we are going to tackle each chapter individually and discuss how you can apply it to your professional life and organization. Hopefully the content in Think Again can help you navigate the choppy waters we find ourselves in as we kick off 2022.Thanks for joining us today and don't forget to hit the subscribe button or reach out at hello@theindustryoftrust.com.

Today we talk about The Great Resignation and how we, as leaders, can hopefully mitigate this macro-event. Organizations today that do a better job of keeping their people - even if they are experiencing lifetime high attrition - will have a huge competitive advantage over the next 10 years.Thanks for joining us today and don't forget to hit the subscribe button and reach out at hello@theindustryoftrust.com.

Today we dig into the over-use of the term Trust. It seems like organizations are trying to capitalize on the term through targeting a group of people in marketing messaging without going through the actions and behaviors to back it up.Organizations, just like people, build trust through consistent living out of values over time. There is no shortcut.We also dig into the constituent elements of trust as outlined in The Trusted Advisor by David H. Maister are Credibility, Reliability, and Intimacy divided by Self Orientation.Thanks for joining us today and don't forget to hit the subscribe button and reach out at hello@theindustryoftrust.com.

In 2019, business was moving forward at a rapid pace while we all were collectively working on-site, in the office, five days per week. Just like the decades before.In 2020, within the span of around 5 days we all were working 100% remote and have mostly been for the past 15 months.Now, we're talking about figuring out how to collectively come back to work at scale without the global catalyst that enabled the original shift in the first place making it impossible to collectively shift as quickly as before.How do we lead our organizations through the long-journey towards some sort of hybrid work model that looks differently across every organization? How do we remain flexible without overcommitting and forcing ourselves to backtrack based on current events?If I want to work from home more than the average of my peer group, will my career slow down?Listen to find out.Thanks for joining us today and don't forget to hit the subscribe button and reach out at hello@theindustryoftrust.com.

Today we wrap-up our discussion on the Minimally Viable Crisis Leadership Model with the Learn dimension. We talk about making the most of going through a crisis by galvanizing the hard-won skills, wisdom, and experience built from navigating a crisis - either successfully or unsuccessfully. If we don't learn from the situations presented to us, we run the risk of repeating our mistakes in the future. If you want more details on the full framework, check out this overview post: https://robertgreiner.com/leading-through-crisis/.Thanks for joining us today and don't forget to hit the subscribe button and reach out at hello@theindustryoftrust.com.

Today we continue our discussion on the Minimally Viable Crisis Leadership Model with the Forgive dimension.We have a terrible habit as humans to forgive ourselves quickly when we make mistakes - by knowing and assuming our own positive intent - and not offering those around us the same grace. We tend to attribute behaviors we don't like to maliciousness, stupidity, apathy, or any other number of derogatory terms.In today's episode we talk about how to combat that tendency as leaders, especially during a crisis when the stakes are higher and we tend to be more sensitive to our mistakes and the mistakes of others.If you want more details on the full framework, check out this overview post: https://robertgreiner.com/leading-through-crisis/.Thanks for joining us today and don't forget to hit the subscribe button and reach out at hello@theindustryoftrust.com.

Today we continue our discussion on the Minimally Viable Crisis Leadership Model with the Communicate dimension.In good times, we rarely communicate as effectively or regularly or with the right people as we should. Just like the rule-of-thumb with decision making speed - you should be communicating around 5-10x more than feels natural. Use asynchronous communication to your advantage here. Create audio/video artifacts that can be shared, edited, and consumed at leisure. Everyone around you is not always ready to listen when you are ready to speak - especially in a crisis. And, most importantly, don't forget communication with your closest family and friends - your life is going to be different for a little while, make sure everyone knows what's going on in your head and how you are planning on operating so they know what to expect from you.If you want more details on the full framework, check out this overview post: https://robertgreiner.com/leading-through-crisis/.Thanks for joining us today and don't forget to hit the subscribe button and reach out at hello@theindustryoftrust.com.

Today, we continue our discussion on the MInimally Viable Crisis Leadership Model. A leadership framework for effectively navigating crises.In a crisis, time kills. You must make decisions faster than you feel comfortable - and most of the time without all of the context you with you had. First, decide you want to be part of the solution. During some crises, you will not be in a position to help. That's OK, not everyone needs to run into the burning building (just don't get in the way if you aren't in a position to help). After that, have a perspective about what you think the future holds and what the best path forward is - then go and make adjustments over time. Effective and rapid decision-making will have an outsized impact on the ripple effects you are creating into the future.If you want more details on the full framework, check out this overview post: https://robertgreiner.com/leading-through-crisis/.Thanks for joining us today and don't forget to hit the subscribe button and reach out at hello@theindustryoftrust.com.

Have you ever experienced feedback so on-point that it completely changes the way you operate in your professional life? As we grow in our careers, the ability to get timely and regular feedback diminishes exponentially.Today, we discuss some of the benefits of leveraging vulnerability as leaders to help create more positive feedback loops in your career through sharing growth areas.Thanks for joining us today and don't forget to hit the subscribe button and reach out at hello@theindustryoftrust.com.

In today's episode, Tiffany and Robert discuss a new book in the positive psychology space Transcend: The New Science of Self-Actualization by Scott Barry Kaufman. We discuss the newly imagined Sailboat metaphor as a way to think about personal and organizational wellbeing and how the pandemic's effect on our lives hampers our ability to grow and do creative work.Thanks for joining us today and don't forget to hit the subscribe button and reach out at hello@theindustryoftrust.com.

Today we start a series on leading in a crisis by covering the Minimally Viable Crisis Leadership Model. When times are good, we can get lulled into a false sense of security or competence in our personal and professional lives. Then, one day, the game changes, and we find ourselves in the middle of a crisis - seemingly out of nowhere.In times of crisis, leaders must focus on what they can control and we have developed a simple model to help you get moving in the right direction - especially if you don't know where to start:Decide to be part of the solution, and make decisions quicklyCommunicate frequently with those around you (5x more)Forgive yourself and othersLearn from this experience and your mistakes Thanks for joining us today and don't forget to hit the subscribe button and reach out at hello@theindustryoftrust.com.

Today, Tiffany and Robert discuss the benefit of defining Rules of Engagement for your team as a way to clearly set meta-expectations for the group and facilitate the building of trust over the long term. Tiffany gives a real life example of an executive team she lead in her previous role that used the following three rules of engagement:Judge positive intentTalk to one another, not about one anotherMake the entire team successfulOn the surface, these may seem straightforward - and they are - but the consistent implementation over time is the true challenge for a leader.Thanks for joining us today and don't forget to hit the subscribe button and reach out at hello@theindustryoftrust.com.

How do we, as leaders, build trust when there isn't enough time?Today we discus how leaders can build trust rapidly on a team. We start with the classic Five Dysfunctions of a Team framework and double-click on each area how we can use it to effectively lead and build trust in times of crisis.Thanks for joining us today and don't forget to hit the subscribe button and reach out at hello@theindustryoftrust.com.