Communication

The Inner Source of Stress: The Secrets of Mental Well-Being Part 3 of 5

In this third installment of the Secrets of Mental Well-Being series, we are exploring the inner sources of stress using four simple insights based on neuroscience and cognitive psychology. Based on these insights, we will introduce the “trigger log” to take a closer look into your deep-rooted beliefs and begin to understand how this affects getting your needs met on a daily basis.

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Getting Trust Right Part 3: The Three Stages of Trust and How to Influence Them

In this Part 3 of our 3-part blog post, we’re sharing the three stages of trust-building, and how you can navigate these stages with simple and consistent actions. Stage One – Common Ground
The first stage of trust is finding common ground. This is a deliberate attempt to undo the “us-them” bias in our brains. We are always delighted when we realize that we have something in common with another person. If we don’t know them yet, we tend to automatically move them to the “us” category in our minds. But even with someone we already know and firmly dislike, finding common ground tends to have a positive effect.

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Getting Trust Right Part 2: The Dynamic Trust Model

In part one of our Getting Trust Right series, we discussed three obstacles to trust-building. Despite these obstacles, there is a way to become what I call “an agent of trust”, working specific actions into your way of being that constantly work against the natural erosion and towards a higher degree of trust and psychological safety. You can lead an effort of trust building in your organization no matter where you sit in the hierarchy using the model we’re sharing here.

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Getting Trust Right Part 1: 3 Obstacles to Trust-Building

n companies, marriages, communities, and countries, the one foundational key to success is trust. From Patrick Lencioni’s “Five Dysfunctions of a Team” model, to the research Kerry Patterson, Joseph Grenny and their team did for the book “Crucial Conversations”, to the more recent team studies done by Google, it has been established over and over that the highest performing teams, the best relationships, and the strongest communities have a high level of trust at their core.

But how do you get there? In my years working in organizations I’ve found that most leaders have trouble even seeing where and how trust is broken, much less knowing the first step towards fixing things. In our nation, lack of trust permeates throughout our political leadership, the news, and even the core systems our country was founded on. Loneliness and depression are at an all-time peak, and we continue to lose lives as we argue about how to protect ourselves from a virus – and from each other.

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