b'A Moment with Dave Trust: Make it Strategic to Drive World-Class Results Dave Harrison Think aboutpeople you trust. Tell methe following situ Ifto avoid risk, this explainswe\'re also wired theifwe\'re wiredwhy ations aren\'t1) You don\'t typicallypeople you don\'tto evaluate trust-so thatactinformationwill help true?trustweonthat like. 2) Even with the people you trust, you don\'t necessarilyus avoid mistakes. Therefore, trust is strategic for generating trust them on every topic and inwithworld-class results (bethe top 5%Itnever be every situation. 3) Evenandin).can people you trust most, youthatthings maybe nottakengranted, whether among knowonsoforfriends, family, employees, youhearyoutomayand important,maywhatwanthear, and thatcustomereven suppliers. notaccurate. beAs anthese typical human entrepreneur,characteristics \\!\\That\'s the\\!\\Then welistening,aremaybefor you. Butverypeople implication?arewenottrueremember,feware typically skeptical. We don\'t immediatelyto trustleaders. You are a leader-orlikely wouldn\'t be reading tendinfor you mation shared vvith us. We typically wonder, "1hey probablythis article. And a key to world-class leadership is using princihave an agenda that\'s goodthem, butitfor me?"ples thatmost people-andnecessarily you! forisgoodfitnot Tell methis isn\'t true for you. When you meetNowmaywondering, "Dave, what the heck ifpeople,youbedoes brainis tryinggeneratingbuild youris typically multitasking. Your braintothis have to do withworld-class results?" I\'ll evaluate iftrust theatparticular time and for youpersonthaton this core trust conceptfuture articles. But infor now, I\'ll thatandis tryinglistenunderstand specific situation,ittoanddiscuss the "secret sauce" ofcompanies and manyleaders genwhat thattoproblem is that person hassay. ThemultitaskingeratingIfapproachaboutshare world-class results.theI\'mto is notthe brain. As a result, mostour very efficient forofwas obvious, everybodybeit!they\'re not! woulddoingBut efforts areoniftrustperson,The reality is that inpartthe secret to adding focused primarilyjudgingwethebusiness,of most halfto whatvalue is "maling the complexand makingsimple and therefore, at, we\'re onlylisteninghe or simple,the she has to say.complex:\' Read thatagain. Most people and the statement Nowyourself, "Whatofdo you trust?"companies theyfor never figured outsimple askkindspeopleworkthat You might considerthey have been honest, helpful, whetherformula. Butatcore ofinany it\'sthewhy,almostindustry, 20% dependable, andin the past. But ifwe don\'t know the reliablewill always eventually fail, 50% will do okay, anddo 25% vvill andlookreally well. Only 5% achieve world-class results. World-class person well, we consciouslysubconsciouslyfor clues, such as how they speakdress, andtheyand andwhalsayhowcompanies have figured outsimple formula. this they1hese areto determiningthey earn our say it.all cluesif\\!\\Thy? Ifsomethingthoughta commodity. is simple, it\'sof as trust. Inwords, we look for things thatunderstand to otherwe1here is no risk, andis nothingdistrust. For example, thereto determine the level ofbefore we actually listen to them trustwhyfor any reason othera lower price, the opposite buythan share things thatmayunderstand as much. wenotofno risk! Consider Jiffy Lube. 1hey took somevalue? 1here\'s Studies continuouslycharacteristics of most demonstratething perceived as simple and madecomplex, i.e., with ita lot people, including ourselves, thatwant to believe we don\'tofto make a mistale. Theyyou a checklist opportunitiesshow about therace. I believe thatthe best humancapitalism isofofthey\'re doing, therefore implying thatthey tonsthingsif available economic system thatdelivers supeunquestionablydidn\'t perform these tasks, you would be at risk. As a result, rior benefits for everybodythe community. But, cynically, intrustandadded. Huge success! is strategic,value is isn\'t the core tosuccess ofandless attracthecapitalism,theConversely, think ofsomething thatcomplex. buyingis tive driverit,orit behindgreedWIIFM (What\'s infor me)?Most peopleafraid ofa mistalrn. The more comaremaking Another unattractive reality is thattypically peopleareplex, the easier that things go wrong. For example, Microsoft more concerned with avoidingseeking physical rather thanOffice took all sorts ofsoftware-word complexprocessing, or emotionalmore decisions are made to risk. Subconsciously,database, presentation, andsoftware-and spreadsheetinteavoid rather thanrisk. Most people are wired that seekway.grated all ofand removed the risk1he themfor users.result This explains whypeoplenothas beenhuge success for 20 years. mostdolike negative politicala advertising, butofare this typeadvertising works! Most people wired to identifyto avoid mistakes, and negative messag Dave Harrisonisa renowned consultantspeakerthe howandin ing delivers whatto avoid. \\!\\That is the implication?building products industry. He canreached at dharrisoncmo@ mistakesbe gmail.com or 201.803.8583. 18www.mrca.org- Midwest Roofer'