Minda Hartz

You know, well, thank you for telling that story about transparency, because it's If we're talking about it, then somebody else is going to benefit from it too, right? It's just more trust to go around. In terms of rebuilding trust, I do think it's possible, right? But people have to be willing to do the work. And I think kind of ownership is like the baseline.

You know, well, thank you for telling that story about transparency, because it's If we're talking about it, then somebody else is going to benefit from it too, right? It's just more trust to go around. In terms of rebuilding trust, I do think it's possible, right? But people have to be willing to do the work. And I think kind of ownership is like the baseline.

You know, well, thank you for telling that story about transparency, because it's If we're talking about it, then somebody else is going to benefit from it too, right? It's just more trust to go around. In terms of rebuilding trust, I do think it's possible, right? But people have to be willing to do the work. And I think kind of ownership is like the baseline.

So if we have made a mistake, I know for me, if somebody does something to me and I trust them initially, and then they do some kind of shady move, I would prefer them to come and say, you know what, Minda? Sorry, I failed you. Here's what was going on. You know, no excuses, but this is what it is. And I'm willing to do what it takes to restore however you might feel about me.

So if we have made a mistake, I know for me, if somebody does something to me and I trust them initially, and then they do some kind of shady move, I would prefer them to come and say, you know what, Minda? Sorry, I failed you. Here's what was going on. You know, no excuses, but this is what it is. And I'm willing to do what it takes to restore however you might feel about me.

So if we have made a mistake, I know for me, if somebody does something to me and I trust them initially, and then they do some kind of shady move, I would prefer them to come and say, you know what, Minda? Sorry, I failed you. Here's what was going on. You know, no excuses, but this is what it is. And I'm willing to do what it takes to restore however you might feel about me.

I'm more willing to say, you know what, I'll give that person another chance because I want somebody to give me another chance if I make a mistake and I own my stuff. Right. And so but it's one of the other languages, the follow through. Are you continuously having patterns where we're going back to this thing and you're always apologizing to me for this thing? That's a little bit harder.

I'm more willing to say, you know what, I'll give that person another chance because I want somebody to give me another chance if I make a mistake and I own my stuff. Right. And so but it's one of the other languages, the follow through. Are you continuously having patterns where we're going back to this thing and you're always apologizing to me for this thing? That's a little bit harder.

I'm more willing to say, you know what, I'll give that person another chance because I want somebody to give me another chance if I make a mistake and I own my stuff. Right. And so but it's one of the other languages, the follow through. Are you continuously having patterns where we're going back to this thing and you're always apologizing to me for this thing? That's a little bit harder.

But if we look at, is this a one-time thing? And now I see that this person's behavior is trying to restore something that was lost. And I think we have to, if we want to consider what it's like to allow somebody to demonstrate what that looks like, right? So I do think there are opportunities in the workplace for

But if we look at, is this a one-time thing? And now I see that this person's behavior is trying to restore something that was lost. And I think we have to, if we want to consider what it's like to allow somebody to demonstrate what that looks like, right? So I do think there are opportunities in the workplace for

But if we look at, is this a one-time thing? And now I see that this person's behavior is trying to restore something that was lost. And I think we have to, if we want to consider what it's like to allow somebody to demonstrate what that looks like, right? So I do think there are opportunities in the workplace for

example, managers, if you made a misstep and you made some calls that maybe you shouldn't just say, hey, my bad, I made these calls and I'm going to do what I need to do to make sure that we don't see this situation happen again. And if you do see anything that even looks remotely funny, I have an open door. Come and talk to me about it. Let's solve this right away.

example, managers, if you made a misstep and you made some calls that maybe you shouldn't just say, hey, my bad, I made these calls and I'm going to do what I need to do to make sure that we don't see this situation happen again. And if you do see anything that even looks remotely funny, I have an open door. Come and talk to me about it. Let's solve this right away.

example, managers, if you made a misstep and you made some calls that maybe you shouldn't just say, hey, my bad, I made these calls and I'm going to do what I need to do to make sure that we don't see this situation happen again. And if you do see anything that even looks remotely funny, I have an open door. Come and talk to me about it. Let's solve this right away.

I'm more willing to say, you know what? I can rock with you. Yeah. Who's like nothing to see here. See you next week.

I'm more willing to say, you know what? I can rock with you. Yeah. Who's like nothing to see here. See you next week.

I'm more willing to say, you know what? I can rock with you. Yeah. Who's like nothing to see here. See you next week.

Yes. Trust is so important. It is the business imperative. The Edelman's Trust Barometer is coming out soon. And they talk about 50% of your workforce can be retained when trust is is there, right? You have over 43% employees are more productive when trust is there. So these aren't just like you said, frills and thrills. This is a business imperative, right? We're getting the best out of people.

Yes. Trust is so important. It is the business imperative. The Edelman's Trust Barometer is coming out soon. And they talk about 50% of your workforce can be retained when trust is is there, right? You have over 43% employees are more productive when trust is there. So these aren't just like you said, frills and thrills. This is a business imperative, right? We're getting the best out of people.