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One of the most effective tools for building a culture of trust is simply saying, “I trust you to do the right thing.” Backing those words with action shows people that you’re serious. Larry once had about 40 people reporting to him in a research unit of a major consulting firm. As a manager, he was expected to read and approve all travel and expense forms. Since many of these consultants traveled extensively, this would have meant spending a half-day or more on paperwork each week. This struck him as a tremendous waste of time and energy that did not add any value to his unit. At a group meeting, he told the team that he trusted them to stay at a Marriott rather than a Four Seasons hotel, and that he wasn’t going to dive into their expense reports. He realized that the cost of not trusting the group would be far greater than an infrequent upgrade from coach to business class. This not only gave Larry time to do more worthwhile work, but it added to the group’s social capital.11 They knew they were trusted and proved to be trustworthy over the years.
The Smart Mission
Edward J. Hoffman, Matthew Kohut, and Laurence Prusak
Inversion: Avoiding stupidity is easier than trying to be brilliant. Instead of asking, “How can I help my company?” you should ask, “What’s hurting my company the most and how can I avoid it?” Identify obvious failure points, and steer clear of them.
50 Ideas That Changed My Life - David Perell
perell.com
When business leaders describe their organisational cultures as embracing what it means to ‘fail fast’ or suggesting that we are all in a ‘learning organisation’, it rings hollow if the aspirations are not lived and structurally supported. Employees see through the public relations of an organisation that markets itself as innovative yet executes the same playbook year after year.
Driving Data Projects: A Comprehensive Guide
Haskell, Christine
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