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The Republican convention is now a memory and the Democratic convention is upon us.
Numerous polls have shown that trust is a big issue in this election. Depending on who sponsors the poll, Hillary or Donald has more or less trustworthiness.
Speakers on the convention stages try to convince audiences that we can trust their candidate. They know that this trust is critical to secure our vote.
Credibility and trustworthiness are also critical in our workplace. We may not be running for election to a political position, but we often ask people for their “vote” to support our ideas, fund our projects, purchase our products, and accept our feedback/coaching …
What are ways that you can build the trust needed to be successful in your role?
“It’s fine to celebrate success but it is more important to heed the lessons of failure.” – Bill Gates
Wise words from Microsoft’s co-founder & former CEO, now philanthropist.
That quote is especially relevant to two specific occasions in Microsoft’s history in 2012 and 1995 — when the tech giant had epic fails during live product launch presentations.
The most recent incident featured Microsoft’s former President of Windows and Windows Live Division, Steven Sinofsky, as he delivered the official launch presentation for the Surface tablet. Right in the middle of his presentation, the tablet seemed to crash, resulting in a painful 20 seconds where he said, “Excuse me just a second” before running to grab a backup tablet behind a lectern that was ready to go.
A recent participant in a BRODY training program contacted me last week via e-mail.
“I’ve been put in charge of a large project and was told to choose my own team from any departments in the organization,” she wrote. “If successful, it will be the beginning of a whole new direction for our company. I’m very excited.”
She went on to tell me that as she was still fairly new to the company, she didn’t have a title that afforded her any genuine authority. In fact, some of the colleagues she wanted for her team were far more senior than her.
The participant then asked, “Why would these new team members listen to someone without any authority over them? Won’t they resent me?”
This is a classic work dilemma.
At a recent business conference, I had the good fortune to meet many speakers whom I’d admired for a long time. There was one woman in particular that I was eager to chat with — I’d read two of her books, followed her blog and was fascinated by her career and accomplishments.
A mutual friend made an introduction in between workshops.
Within seconds, we were chatting about our respective client experiences in the healthcare and life sciences industries. Except, within moments I noticed something odd. I wasn’t chatting at all.
I couldn’t get a word in edgewise.
This woman took eye contact to new heights, with a laser focus that made me uncomfortable. I took an involuntary step back. She took a step forward, and leaned in even closer.