Minda Harts

We talked about how it's more of an internal piece, but when you do have somebody that's coming saying, hey, I don't trust you, but that's not really the leaders necessarily their fault that you don't trust them.

Yeah, that's very important. And I love that distinction. You know, I'm also thinking about how psychological security has changed in these hybrid work models in the digital age. Can you talk a little bit about that and how leaders can and even how as individuals we can think about that in the context of trust?

Yeah, that's very important. And I love that distinction. You know, I'm also thinking about how psychological security has changed in these hybrid work models in the digital age. Can you talk a little bit about that and how leaders can and even how as individuals we can think about that in the context of trust?

Yeah, that's very important. And I love that distinction. You know, I'm also thinking about how psychological security has changed in these hybrid work models in the digital age. Can you talk a little bit about that and how leaders can and even how as individuals we can think about that in the context of trust?

Yeah, that's a good point. And I think that's important to know. I'm sure we both could trade war stories about different companies and clients that we went into and they have all the materials, but the behaviors haven't been changed or modified in terms of, you know, if you were a micromanager in the office, then you're probably going to be one virtually.

Yeah, that's a good point. And I think that's important to know. I'm sure we both could trade war stories about different companies and clients that we went into and they have all the materials, but the behaviors haven't been changed or modified in terms of, you know, if you were a micromanager in the office, then you're probably going to be one virtually.

Yeah, that's a good point. And I think that's important to know. I'm sure we both could trade war stories about different companies and clients that we went into and they have all the materials, but the behaviors haven't been changed or modified in terms of, you know, if you were a micromanager in the office, then you're probably going to be one virtually.

You know, what's the real reason why we're doing this?

You know, what's the real reason why we're doing this?

You know, what's the real reason why we're doing this?

Yeah, that part. Well, listen, I could talk to you all day about this and hopefully we can have tea and talk about more of it. But I want to shift gears just a little and talk about trust in a different way. But I want to play a little game that I call trust tipping points. I'll describe a workplace scenario, very short, where trust hangs in the balance.

Yeah, that part. Well, listen, I could talk to you all day about this and hopefully we can have tea and talk about more of it. But I want to shift gears just a little and talk about trust in a different way. But I want to play a little game that I call trust tipping points. I'll describe a workplace scenario, very short, where trust hangs in the balance.

Yeah, that part. Well, listen, I could talk to you all day about this and hopefully we can have tea and talk about more of it. But I want to shift gears just a little and talk about trust in a different way. But I want to play a little game that I call trust tipping points. I'll describe a workplace scenario, very short, where trust hangs in the balance.

And you tell us the moment that trust tips either towards security or insecurity. Does that make sense? I think so. Okay.

And you tell us the moment that trust tips either towards security or insecurity. Does that make sense? I think so. Okay.

And you tell us the moment that trust tips either towards security or insecurity. Does that make sense? I think so. Okay.

A team member shares a vulnerable mistake. Where's the moment where that could either go really well or it could be really bad, you know?

A team member shares a vulnerable mistake. Where's the moment where that could either go really well or it could be really bad, you know?

A team member shares a vulnerable mistake. Where's the moment where that could either go really well or it could be really bad, you know?

And many of us have probably experienced that too many times to count. So you just got a tip on how you tip it toward the right direction. Let's try another. That was really good.