A Matter Of Trust Pdf
Ariano Waiker
"A Matter of Trust" is a song by Billy Joel from his 1986 album The Bridge.[2] It was released as the album's second single and became a top ten hit. The song gained major traction in the Soviet Union as part of a state-sponsored television promotion of Joel's songs in preparation for his 1987 USSR concerts, recorded on Kontsert.[3]
During the 2020 presidential cycle and COVID-19 pandemic, CNN broadcast commercials promoting the importance of trust and which featured "A Matter of Trust" as background music. CNN states in an email: "This version's stripped-down instrumentals set against the black and white images create space to pause and reflect on this year's chaotic news cycles, and offer hope for how we can grow better together from these unprecedented times."[6]
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I had so much fun in April thinking, writing, and talking about strategy. But May was time to get back to my mission of making teamwork work. There's nothing more central to effective teamwork than trust, so that's where I went.
In April, I got great reactions to a post about what to do if you're told that "you're not strategic enough." A few of you encouraged me to tackle other vague unhelpful feedback lines often brandished against team members. (I never need much encouragement.) In How to be More Trustworthy, I break down what your boss or teammate might be trying to tell you if they suggest (explicitly or implicitly) that they don't trust you. I'm really proud of how this post goes beyond the obvious things you might have done to destroy trust (the "throwing them under the bus" category) and gets to perfectly innocuous things you might be doing that are eroding trust. TL/DR: trust is about whether others can predict how you'll behave when they're vulnerable. The more you understand the different ways your colleagues are vulnerable to you, the more you'll be able to earn (or restore) their trust. I encourage you to give it a read.
After a thought-provoking client session earlier this month, I realized that a big gap in the trust equation is that many leaders don't have confidence in the people who work on their teams (sometimes for good reason and sometimes because they've been so busy micromanaging them that those under them don't have a chance to take accountability--but that's another story). In Trust the Process, I offer a solution where if you don't trust the person, you can instead trust the process. It takes a little investment upfront but it's time well spent to get aligned on expectations. The article includes a conversation guide you can use.
As I was writing "Trust the Process," I realized that my advice only works if the trust issue is about a lack of competence or spotty dependability. My advice is utterly useless if the person has no integrity. And badda-boom, badda-bing, I had the subject for Week 3's post ready to go! In What to do with an Untrustworthy Teammate, I tackled the demoralizing scenario of having to depend on a teammate who has no integrity. You have different options depending on whether their issue is an unwillingness to admit vulnerability versus active blaming or bad-mouthing. I spell out your options in the article.
I'm the first to say that trust is mission-critical for teams and yet I didn't want to leave Trust Month without sharing something I'm becoming increasingly concerned about: Teams that achieve greater trust by removing people who think differently (or never hiring them in the first place). In Why Promoting Diversity is Hard for Teams I argue that we're not going to be successful in achieving our diversity, equity, and inclusion goals if managers aren't willing to sacrifice trust in the short-term. Diversity is hard and it disrupts our comfort in being vulnerable (especially for those with power or privilege who aren't used to being questioned or challenged.) What do you think, do you know any managers who reject diverse thinking because it disrupts their comfy, harmonious, homogeneous team dynamic?
Before I talk about the trust resource, I want to share that I've been working hard on my YouTube channel. It's early days, but with great support from Matt Jenko and Rob Koopman, I'm pleased with the early results.
Trust is a tiny word that packs a wallop of meaning. So, when someone starts brandishing it as a weapon, it can do considerable damage. Use this slide anytime you need to identify exactly what someone means when they say there are "trust issues." It will not only get you on the same page about the nature of the issue but will also help you select approaches and reparations that will allow you to move forward. You'll see how helpful it is to have language for connection, credibility, and dependability when you might have been jumping to the conclusion that mentioning trustworthiness meant questioning someone's integrity. (Click on the image to download the tool.)
Whelp, touched a nerve with this one! Almost 70,000 people read this post about new research suggesting why having cameras on in virtual meetings stifles creativity. (It's because we spend to much time looking at the screen and not enough time looking around, daydreaming, and being inspired.)
Sheila Rosaasen commented that "the Brady Bunch boxes are here to stay. I am just amazed on how even the slightest movement or facial expression (having a smile to a serious look) gives off certain impressions. It's all about perceptions. So true, Shiela. And I suspect that's why the research says that we aren't as productive or accurate in collaborating with cameras on either...we're too busy noting all the changes in how people are holding their eyebrows!
Mark Rosenberg encouraged us to be deliberate about our choice to use or not use the cameras and "recognising there are times when seeing each other on screen is helpful and times when turning off the camera enhances creativity. Rather than just going into default mode." Agreed, Mark!
Clare Kumar added a couple of important ideas. First, "when speaking, turn your camera on so people can have more information to better understand you. Especially for those for whom the language is second, third, or fourth! Lips help." Second, "Leaders (and speakers/workshop facilitators) running a meeting also need to understand how information is landing and seeing people's expressions is very helpful."
Last week, I behaved poorly while facilitating a session. I decided to own it and quickly apologize to the client. Turns out that was the right thing to do and it short-circuited the normal days of beating myself up (who knew, I might have tried apologizing before age 50?!?!). There were lots of great comments (and so much support, thank you!)
The ever-insightful Rox Bartel shared something that really resonated with me. "As I reflected on your story Liane I realized early in my career, instead of apologizing I increased effort to fix what I had done. This sometimes alienated members of my team or slowed down the resolution since I was intent on making up for my mistake rather than owning it and inviting help to resolve." Ugh. So painful when your attempt to make amends drive people further away. I totally get it.
Thank you to WBECS by Coaching.com for having me on Day 1 of your Pre-summit. If you want to learn more about coaching from an all-star cast of 43 presenters, it's not too late to sign up. My talk will be available for free for 3 days over the weekend and there are 3 weeks of amazing sessions still to come. In the talk, I debuted my new leadership fable about a knight, a castle, and some treasure. I was too chicken to make my whole talk into the fable but I do a reading of it here for you if you want to see it.
Thanks to Fred Diamond for having me as a guest on the Sales Game Changer podcast. It was that time that I've talked specifically about productive conflict in sales. Share it with any salespeople you know and love.
Thanks to John for the great comments on my articles and thanks to everyone in this community just trying to make teamwork work. I absolutely love hearing from you, whether that's to share how the ideas are resonating, make a suggestion for a topic you'd love me to cover, or to challenge me on something you don't agree with. Keep it coming!
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Primary medication adherence occurs when a patient properly fills the first prescription for a new medication. Primary adherence only occurs about three-quarters of the time for antihypertensive medications. We assessed patients' barriers to primary adherence and attributes of patient-provider discussions that might improve primary adherence for antihypertensives. In total, 26 patients with incomplete primary adherence for an antihypertensive, identified using their retail pharmacy claims, participated in four focus groups. Following a moderators' guide developed a priori, moderators led patients in a discussion of patients' attitudes and experiences with hypertension and receiving an antihypertensive medication, barriers to primary adherence, and their preferences for shared decision making and communication with providers. Three authors analysed and organized data into salient themes, including patients' anger about and suspicion of their hypertension diagnosis, the need for medication and providers' credibility. A trusting patient-provider relationship, shared decision-making support, full disclosure of side effects and cost sensitivity were attributes that might enhance primary adherence. Developing decision support interventions that strengthen the patient-provider relationship by enhancing provider credibility and patient trust prior to prescribing may provide more effective approaches for improving primary adherence.
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