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Psychological Safety: The Foundation of a Thriving and Innovative Culture

GUEST POST from Chateau G Pato

In a world defined by volatility, uncertainty, complexity, and ambiguity (VUCA), the old rules of leadership no longer apply. For too long, we have celebrated organizational cultures built on a foundation of intense competition, relentless efficiency, and a drive for individual brilliance. The implicit message was simple: success belongs to the most competent, the most certain, and the most productive. As a human-centered change and innovation thought leader, I am here to argue that this approach is fundamentally flawed. The most resilient, innovative, and high-performing teams are not the ones with the most talent, but the ones with the most trust. Their secret weapon is a concept known as **psychological safety**, the shared belief that the team is a safe place for taking interpersonal risks.

Psychological safety is not about being “nice” or creating a “safe space” for mediocrity. It’s about building a foundation of trust where people feel safe enough to be vulnerable. It’s the feeling that you can admit a mistake, ask a “stupid” question, or challenge the status quo without fear of being ridiculed, shamed, or punished. This is a crucial distinction. When psychological safety is absent, our natural human instinct to self-preserve kicks in. We self-censor, we withhold critical information, and we stick to the known, a recipe for stagnation and eventual failure. But when it’s present, something magical happens: individual intelligence transforms into collective genius. Teams learn faster, innovate more freely, and adapt to change with a level of agility that is impossible in a fear-based environment.

The Business Case for Safety: Why Trust is Your Greatest Asset

The argument for psychological safety isn’t just a philosophical one; it’s a strategic imperative with a clear business case. Research from a wide range of fields—from organizational psychology to neuroscience—confirms its power. In a landmark study, Google’s “Project Aristotle,” researchers set out to find the secret to the company’s most effective teams. They analyzed everything from individual skills to personality types, but the data revealed a surprising truth: the single most important factor was not talent, but psychological safety. This finding cemented psychological safety as the ultimate foundation for high-performance.

When psychological safety is high, a team can:

Embrace a Learning Mindset: Mistakes are seen as data points for learning, not failures to be punished. This enables rapid iteration and a “fail-fast” culture.
Unlock Creativity and Innovation: When people are free from the fear of looking foolish, they are more likely to share unconventional ideas, leading to genuine breakthroughs.
Improve Problem-Solving: Team members are more likely to speak up about potential problems, raise red flags, and engage in constructive conflict, allowing the team to address issues before they become crises.
Increase Employee Engagement and Retention: People want to work in an environment where they feel valued, respected, and safe. A culture of psychological safety fosters deep loyalty and reduces turnover.

“Talent gets you on the field, but psychological safety is what allows you to win the game.”

Case Study 1: Pixar’s “Braintrust” – A Masterclass in Candor and Trust

The Challenge:

In the high-stakes world of animated filmmaking, a single creative misstep can lead to a disastrous flop. For Pixar, the challenge was to create a mechanism for frank, honest, and even brutal feedback on films in progress without crushing the creative spirit of the director and their team. A typical corporate review process would be too political and hierarchical for the level of candid feedback needed.

The Psychological Safety Solution:

Pixar’s solution was the **Braintrust**, an exclusive group of the company’s most accomplished directors and storytellers. This wasn’t a formal committee; it was a culture built on psychological safety. The core rules of the Braintrust are simple yet powerful: a director is never obligated to act on the feedback, and the group’s purpose is to help the film succeed, not to assert power. The feedback is always on the work, never the person. This deep, shared belief that everyone is there to help and that no one is judging personal worth allowed for a level of open, candid criticism that is almost unheard of in other creative industries. Directors could present their half-finished, deeply flawed films and receive honest input without fear of professional harm.

The Result:

The Braintrust is a key reason for Pixar’s long-term, unprecedented creative success. It is a living testament to the power of psychological safety. By building an environment where candor and vulnerability were not just tolerated but celebrated, Pixar created a collective intelligence that consistently elevated the quality of every film. They proved that honest feedback, delivered with a foundation of trust, is the ultimate driver of creative excellence.

Case Study 2: The Boeing 737 MAX Crisis – The Catastrophic Cost of Silence

The Challenge:

In the years leading up to the two fatal crashes of the Boeing 737 MAX, the company was under immense pressure to compete with Airbus and deliver a new, fuel-efficient aircraft on an aggressive timeline. Internally, a culture of cost-cutting and a rigid, top-down hierarchy created a fear-based environment. Engineers and employees were aware of potential issues with the new flight control software (MCAS), but they felt unable to raise their concerns.

The Psychological Safety Failure:

In this culture of fear, with an emphasis on meeting deadlines at all costs, employees chose silence over speaking up. A damning report by the House Transportation and Infrastructure Committee found that a lack of psychological safety prevented whistleblowers from coming forward. Engineers felt that raising safety concerns would not only fall on deaf ears but could also lead to retaliation or professional damage. Instead of a collaborative problem-solving approach, the culture fostered a dangerous “don’t ask, don’t tell” mentality. The very people who could have prevented the tragedy were silenced by an environment that prioritized speed and cost over human lives.

The Result:

The absence of psychological safety at Boeing led to one of the most devastating corporate crises in modern history. The two fatal crashes killed 346 people and resulted in a massive financial and reputational blow. The case of the 737 MAX serves as a powerful cautionary tale, demonstrating that a lack of psychological safety is not just a cultural problem; it is a critical strategic risk with potentially catastrophic consequences. It’s a stark reminder that when people are afraid to speak up, the cost can be measured in both lives and livelihoods.

Conclusion: The Ultimate Foundation for Innovation

Psychological safety is not a “nice-to-have” or a buzzword from a corporate retreat. It is the ultimate foundation for building teams that are resilient, adaptable, and ready for anything. It is the soil in which innovation grows, where creativity flourishes, and where people are empowered to be their best, most authentic selves. As leaders, our most important job is not to have all the answers, but to create the environment where our teams feel safe enough to find them together.

In a world of constant change, the ability to learn and evolve is paramount. And learning only happens when we are willing to admit what we don’t know, to experiment without fear of failure, and to speak our minds without fear of judgment. The future belongs to the psychologically safe. Let’s start building it, one conversation and one act of vulnerability at a time.

Extra Extra: Because innovation is all about change, Braden Kelley’s human-centered change methodology and tools are the best way to plan and execute the changes necessary to support your innovation and transformation efforts — all while literally getting everyone all on the same page for change. Find out more about the methodology and tools, including the book Charting Change by following the link. Be sure and download the TEN FREE TOOLS while you’re here.

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Striking the Right Balance Between Data Privacy and Innovation

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Striking the Right Balance Between Data Privacy and Innovation

GUEST POST from Art Inteligencia

From my vantage point here in the United States, at the crossroads of technological advancement and community values, I often reflect on one of the most pressing challenges of our digital age: how do we foster groundbreaking innovation without compromising fundamental data privacy rights? There’s a pervasive myth that privacy and innovation are inherently at odds – that one must be sacrificed for the other. As a human-centered change leader, I firmly believe this is a false dichotomy. The true frontier of innovation lies in designing solutions where data privacy is not an afterthought or a regulatory burden, but a foundational element that actually enables deeper trust and more meaningful progress.

Data is the fuel of modern innovation. From AI and personalized experiences to healthcare advancements and smart cities, our ability to collect, analyze, and leverage data drives much of the progress we see. However, this power comes with a profound responsibility. The increasing frequency of data breaches, the rise of opaque algorithms, and growing concerns about surveillance have eroded public trust. When users fear their data is being misused, they become reluctant to engage with new technologies, stifling the very innovation we seek to foster. Therefore, balancing the immense potential of data-driven innovation with robust data privacy is not just an ethical imperative; it is a strategic necessity for long-term success and societal acceptance.

Striking this delicate balance requires a human-centered approach to data management – one that prioritizes transparency, control, and respect for individual rights. It’s about moving from a mindset of “collect everything” to “collect what’s necessary, protect it fiercely, and use it wisely.” Key principles for achieving this balance include:

Privacy by Design: Integrating privacy protections into the design and architecture of systems from the very beginning, rather than adding them as an afterthought.
Transparency and Clear Communication: Being explicit and easy to understand about what data is being collected, why it’s being collected, and how it will be used. Empowering users with accessible information.
User Control and Consent: Giving individuals meaningful control over their data, including the ability to grant, revoke, or modify consent for data usage.
Data Minimization: Collecting only the data that is absolutely necessary for the intended purpose and retaining it only for as long as required.
Security by Default: Implementing robust security measures to protect data from unauthorized access, breaches, and misuse, making security the default, not an option.
Ethical Data Use Policies: Developing clear internal policies and training that ensure data is used responsibly, ethically, and in alignment with societal values.

Case Study 1: Apple’s Stance on User Privacy as a Differentiator

The Challenge: Distinguishing in a Data-Hungry Tech Landscape

In an industry where many tech companies rely heavily on collecting and monetizing user data, Apple recognized an opportunity to differentiate itself. As concerns about data privacy grew among consumers, Apple faced the challenge of maintaining its innovative edge while explicitly positioning itself as a champion of user privacy, often in contrast to its competitors.

Privacy as Innovation:

Apple made data privacy a core tenet of its brand and product strategy. They implemented “Privacy by Design” across their ecosystem, with features like on-device processing to minimize data sent to the cloud, App Tracking Transparency (ATT) which requires apps to ask for user permission before tracking them across other apps and websites, and strong encryption by default. Their messaging consistently emphasizes that user data is not their business model. This commitment required significant engineering effort and, at times, led to friction with other companies whose business models relied on extensive data collection. However, Apple framed these privacy features not as limitations, but as innovations that provide users with greater control and peace of mind.

The Impact:

Apple’s strong stance on privacy has resonated deeply with a growing segment of consumers who are increasingly concerned about their digital footprint. This approach has strengthened brand loyalty, contributed to strong sales, and positioned Apple as a trusted leader in a sometimes-skeptical industry. It demonstrates that prioritizing data privacy can be a powerful competitive advantage and a driver of innovation, rather than a hindrance. Apple’s success proves that safeguarding user data can build profound trust, which in turn fuels long-term engagement and business growth.

Key Insight: Embedding data privacy as a core value and design principle can become a powerful brand differentiator, building customer trust and driving sustained innovation in a data-conscious world.

Case Study 2: The EU’s General Data Protection Regulation (GDPR) and Its Global Impact

The Challenge: Harmonizing Data Protection Across Borders and Empowering Citizens

Prior to 2018, data protection laws across Europe were fragmented, creating complexity for businesses and inconsistent protection for citizens. The European Union faced the challenge of creating a unified, comprehensive framework that would empower individuals with greater control over their personal data in an increasingly digital and globalized economy.

Regulation as a Driver for Ethical Innovation:

The GDPR, implemented in May 2018, introduced stringent requirements for data collection, storage, and processing, focusing on principles like consent, transparency, and accountability. It gave individuals rights such as the right to access their data, the right to rectification, and the “right to be forgotten.” While initially perceived by many businesses as a significant compliance burden, GDPR effectively forced organizations to adopt “Privacy by Design” principles and to fundamentally rethink how they handle personal data. It compelled innovators to build privacy into their products and services from the ground up, rather than treating it as a bolt-on. This regulation created a new standard for data privacy, influencing legislation and corporate practices globally.

The Impact:

Beyond compliance, GDPR has spurred a wave of innovation focused on privacy-enhancing technologies (PETs) and privacy-first business models. Companies have developed new ways to process data anonymously, conduct secure multi-party computation, and provide transparent consent mechanisms. While challenges remain, GDPR has arguably fostered a more ethical approach to data-driven innovation, pushing companies to be more thoughtful and respectful of user data. It demonstrates that robust regulation, rather than stifling innovation, can serve as a catalyst for responsible and human-centered technological progress, ultimately rebuilding trust with consumers on a global scale.

Key Insight: Strong data privacy regulations, while initially challenging, can act as a catalyst for ethical innovation, driving the development of privacy-enhancing technologies and fostering greater trust between consumers and businesses globally.

Building a Trustworthy Future through Balanced Innovation

Throughout the world, the conversation around data privacy and innovation is far from over. As we continue to push the boundaries of what technology can achieve, we must remain steadfast in our commitment to human values. By embracing principles like Privacy by Design, championing transparency, and empowering user control, we can create a future where innovation flourishes not at the expense of privacy, but because of it. Striking this balance is not just about avoiding regulatory fines; it’s about building a more ethical, trustworthy, and ultimately more sustainable digital future for all.

Extra Extra: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

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Empowering Employees Through Autonomy and Trust

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The Flexible Workforce

Empowering Employees Through Autonomy and Trust

GUEST POST from Chateau G Pato

From my perspective here in the United States, where the blend of thriving tech companies and a strong sense of community highlights the importance of individual well-being, I’ve observed a fundamental shift in what employees expect from their work. The traditional model of rigid schedules and top-down control is increasingly outdated. Today’s workforce, driven by a desire for purpose, balance, and control over their lives, thrives in environments that embrace flexibility, autonomy, and trust. Building a flexible workforce is not just a perk; it’s a strategic imperative for attracting and retaining top talent, fostering innovation, and creating a resilient organization in an era of constant change.

The concept of a flexible workforce goes beyond just remote work. It encompasses a range of arrangements that empower employees to manage their time, their work location, and even the way they approach their tasks. This can include flexible start and end times, compressed workweeks, job sharing, and the freedom to choose where they work best. The underlying principle is a shift from managing inputs (hours worked, physical presence) to focusing on outputs (results achieved). This requires a significant leap of faith from traditional management, a move away from surveillance and towards a culture built on mutual trust and accountability. When employees are given autonomy, they are more likely to be engaged, motivated, and creative, leading to higher productivity and a stronger sense of ownership over their work.

Creating a truly flexible workforce requires a human-centered approach that considers the diverse needs and preferences of your employees. It’s not about a one-size-fits-all policy, but about creating a framework that allows for individual choices within clear guidelines. Key elements for building this empowering environment include:

Clear Communication and Expectations: Establishing clear goals, deadlines, and performance metrics is crucial when employees have more control over their work. Regular and transparent communication is essential to ensure everyone is aligned.
Investing in Technology and Infrastructure: Providing employees with the tools and resources they need to work effectively from any location is a fundamental requirement for successful flexibility.
Fostering a Culture of Trust and Accountability: Shifting the focus from monitoring time to evaluating results requires a strong foundation of trust. Employees need to feel empowered to make decisions and be accountable for their outcomes.
Providing Training and Support for Remote Teams: Ensuring that remote employees feel connected and have the support they need to collaborate effectively and maintain a strong sense of belonging.
Regularly Evaluating and Adapting Policies: Flexibility is not static. Regularly seeking feedback from employees and adapting policies to meet evolving needs is essential for long-term success.

Case Study 1: Netflix’s Culture of Freedom and Responsibility

The Challenge: Scaling Innovation and Maintaining High Performance in a Rapidly Growing Company

Netflix, the streaming entertainment giant, has built a renowned culture based on “Freedom & Responsibility.” This philosophy permeates every aspect of their operations, including how they approach work and empower their employees. In a highly competitive and rapidly evolving industry, Netflix recognized that attracting and retaining top talent, and fostering a culture of innovation, required a departure from traditional hierarchical structures.

Embracing Autonomy and Trust:

Netflix provides its employees with significant autonomy in how they do their work. They have very few formal policies around things like vacation time or work hours. Instead, they emphasize results and trust their employees to manage their time effectively to achieve those results. The company’s “keeper test” – the question managers should ask themselves about whether they would fight hard to keep an employee – reinforces a focus on high performance and mutual respect. This high degree of freedom is coupled with a high degree of responsibility; employees are expected to be self-disciplined, proactive, and deliver exceptional work. The transparency around company goals and performance metrics ensures everyone understands the expectations and the impact of their contributions.

The Impact:

Netflix’s culture of freedom and responsibility has been instrumental in its success. It has enabled them to attract and retain some of the best talent in the world, foster a highly innovative environment, and adapt quickly to the ever-changing landscape of the entertainment industry. Employees feel empowered and trusted, leading to high levels of engagement and commitment. While this model requires a mature and high-performing workforce, it demonstrates the powerful results that can be achieved when an organization truly empowers its employees through autonomy and trust.

Key Insight: A culture built on freedom and responsibility, where employees are trusted to manage their work and are held accountable for results, can drive innovation and attract top talent in highly competitive industries.

Case Study 2: GitLab’s Distributed-First Approach to Work

The Challenge: Building a Global Company Without Physical Offices

GitLab, a company that provides a web-based DevOps platform, has embraced a fully distributed work model from its inception. With employees spread across over 65 countries, GitLab has intentionally designed its entire operating model around flexibility, autonomy, and asynchronous communication. For GitLab, flexibility isn’t just a perk; it’s the foundation of how they build and run their global business.

Empowering a Remote Workforce:

GitLab has developed comprehensive documentation and clear processes to enable effective collaboration across time zones and locations. They heavily rely on asynchronous communication tools and emphasize written communication to ensure clarity and transparency. Employees have significant autonomy over their work schedules and locations, as long as they deliver results. GitLab fosters a strong sense of trust by empowering individuals to make decisions and take ownership of their work. They also invest in regular virtual social events and encourage in-person meetups to build connections and maintain a strong company culture despite the lack of physical offices. Their “bias for asynchronous communication” empowers employees to work when and where they are most productive, maximizing individual autonomy while ensuring team alignment.

The Impact:

GitLab’s distributed-first approach has allowed them to tap into a global talent pool, build a diverse and inclusive workforce, and operate with significant efficiency. Their success demonstrates that a fully flexible work model, built on clear processes, trust, and effective communication, can not only work but can be a significant competitive advantage. By empowering employees with complete autonomy over their work environment, GitLab has fostered a highly engaged and productive workforce that is well-equipped to navigate the complexities of a global, distributed company.

Key Insight: A fully distributed work model, built on trust, clear communication, and a focus on asynchronous collaboration, can enable organizations to access global talent, enhance efficiency, and empower employees with maximum autonomy.

The Future is Flexible

Across the globe, the future of work is undoubtedly flexible. Organizations that recognize the power of autonomy and trust, and actively work to empower their employees with greater control over their work lives, will be the ones that attract the best talent, foster the most innovation, and build the most resilient and engaged workforces. The shift from a culture of control to a culture of trust requires a fundamental change in mindset, but the rewards—in terms of employee well-being, productivity, and organizational success—are well worth the journey. Embracing the flexible workforce is not just about adapting to the present; it’s about building a better future for work.

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Are You Building Trust or Destroying It?

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Are You Building Trust or Destroying It?

GUEST POST from Mike Shipulski

When someone tells you their truth, what do you do? Do you ask them to defend? Do you tell them what you think? Do you dismiss them? Do you listen? Do you believe them?

When someone has the courage to tell you their truth, they demonstrate they trust you. If you want to destroy their trust, ask them to defend their truth. Sooner or later, or then and there, they’ll stop trusting you. And like falling off a cliff, it’s almost impossible for things to be the same.

When someone confesses their truth, they demonstrate they trust you enough to share a difficult issue with you. If you want them to feel small and block them from sharing their truth in the future, tell them why their truth isn’t right. That will be the last time they speak candidly with you. Ever.

When someone reluctantly shares their truth, they demonstrate they’re willing to push through their discomfort due to the significance and their trust in you. If you want them to get angry, explain how they see things incorrectly or tell them what they don’t understand. Either one will cause them to move to a purely transactional relationship with you. And there’s no coming back from that.

When someone confides in you and shares their truth, you ask them to defend it, and, despite your unskillful response they share it again, believe them. And if you don’t, you’ll damn yourself twice.

When someone shares their truth and you listen without judging, you build trust.

When someone sends you a heartfelt email describing a dilemma and your response is to set up a meeting to gain a fuller understanding, you build trust.

When someone demonstrates the courage to share a truth that they know contradicts the mission, believe them. You’ll build trust.

When someone shares their truth, you have an opportunity to build trust or break it. Which will you choose?

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6 Ways to Create Trust with Your Employees

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6 Ways to Create Trust with Your Employees

GUEST POST from Shep Hyken

Last week I wrote an article, 4 Ways to Create Trust with Your Customers. I don’t think anyone would argue (and the stats prove it) that a customer who trusts you is more likely to do more business with you. After all, why would they want to risk doing business elsewhere?

Well, it’s the same for employees. With so many employment issues today, it’s more important than ever to get and keep good employees. One of the crucial areas that can drive employee retention is trust. Just like customers, if employees don’t trust you, they may eventually leave for a competitor. And in the world of employee retention, a competitor is any other company that offers employment opportunities.

With that in mind, here are six ways to build trust with your employees.

1. Listen to your employees. Ask them for feedback. Frontline employees often have a better opportunity to know what customers think and say about you than anyone else in the company. Listen to them. And many employees have suggestions about processes and systems that can be improved. Creating an easy way for employees to share feedback and make suggestions can be a powerful way to improve the experience—for both customers and the employees themselves.

2. Act on the feedback and insights employees share with you. If you ask your employees for their feedback and insights and do nothing with it, employees eventually resent that they took the time to offer up their ideas and suggestions. And at some point, they will see it as a futile effort and waste of time, even if what they share with you is important. Employees often provide even more valuable feedback than customers. So, even if you choose not to use their suggestions, at least acknowledge their effort, express appreciation and let them know why.

3. Make sure leadership and management are accessible. If there is a metaphorical wall between employees and leadership, employees will always feel like they are on the outside. And if they feel like outsiders, any organization that may make them feel more included and appreciated could be the next place your employee—who you thought was happy—ends up working. There are different ways to go about this. An open-door policy is not always realistic. As an alternative, consider having “office hours”—a special time each week when employees can make an appointment. The point is that it needs to be easy for employees to connect with their managers, supervisors, and leadership.

4. Get out of the office and mingle with “the people.” If the only time employees see management or leadership is when there are problems, then the sight of them will create a level of fear and tension. Years ago, I read Tom Peter’s strategy he referred to as MBWA, Management by Wandering Around. The idea is that employees would not fear the sight of management, because they become used to seeing their bosses and leaders walking around. If a manager shows up just to point out problems or criticize, employees will always have concern whenever they see a manager or leader walking anywhere near them. The goal is to achieve trust, not fear.

5. Trust employees to do the jobs you hired them to do. If you hire good people and train them well, let them do their jobs. If employees feel like they are always being watched, scrutinized for their work and not being allowed to make the decisions you hired them to make, they will feel unfulfilled and frustrated. This is “Empowerment 101.”

6. Treat employees the way you want the customer to be treated. I refer to this as The Employee Golden Rule. You can’t expect employees to behave toward customers and each other in a way that’s different—as in better—than the way they are treated by their managers and leaders. Your actions and attitude toward your employees must be congruent with how you want them to treat your customers. You can’t invite them to your office, yell at them and then them, “Now go out there and be nice to our customers.”

What’s happening on the inside of the organization is felt on the outside by customers. To create the best customer experience, you must create a similar employee experience, if not even better. While there are many components that go into creating a great culture for an organization, trust is one of the essentials. Without it, you can’t expect to get and keep your best employees.

This article originally appeared on Forbes

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4 Ways to Create Trust with Your Customers

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4 Ways to Create Trust with Your Customers

GUEST POST from Shep Hyken

What brands do you trust the most? And why? There are certain products and companies that seem to own the trust of their customers. It stems from product quality, reliability, managing expectations, good customer service and, perhaps most importantly, consistency.

Keep in mind that consistency is related to all of the attributes mentioned. A consistently bad experience and poor quality, while still consistent, is the opposite of what you’re trying to create. And inconsistency is almost as bad. A great experience one day followed by an average or poor experience will cause customers to question what the next experience is going to be. A pattern of inconsistency kills confidence and trust.

Let’s break it down:

1. Quality and Reliability: A product or service must do what it’s supposed to do. When you think of the most successful brands, you trust them because you know what you’re going to get. That comes from confidence in the product and/or the customer service. If that confidence is broken, it can take a long time to rebuild trust—if the customer even chooses to give the company or brand another chance. For example, a popular restaurant chain had an E. coli outbreak. Even with a stellar reputation, it took years to regain the trust of its customers.

2. Customer Experience: Customer service must be easily available. Customer service isn’t a department. The best companies know that serving the customer is more than reacting to problems, answering questions and resolving complaints. It’s the way customers are treated throughout their entire journey with a company or brand.

And while you may want to have a 100% flawless experience in which the customer never has to reach out, it’s impossible. Every company is going to have problems. In the early days of Amazon, Jeff Bezos was famous for saying that Amazon should be so good that it didn’t need a customer support department. Maybe it was that good, but when the product left the warehouse a third party took over the shipping. And if the package was lost in transit, who would the customer blame? To the customer, it was Amazon’s fault. So, Amazon needed a support center, even for problems that weren’t its fault.

It’s not if there will ever be a customer service issue, it’s when. The best organizations recognize the need for an excellent experience combined with excellent customer support, when needed.

3. Managing Expectations: You don’t have to WOW a customer to get them to say, “Wow.” When people describe a “Wow” experience, it’s typically over-the-top. The problem is that you can’t always be over the top. The opportunities to be over-the-top or go above and beyond happen when there are special situations, such as a problem that is handled so well that the customer says, “Wow!”

The key is to not worry about trying to be over-the-top with every interaction, but to be just a little above average. It is consistent and predictable above-average experiences—even just a tiny bit above average—that make customers say, “Wow!” Speaking of consistent and predictable, we move on to the next attribute …

4. Consistency: Anything less than a consistent experience erodes trust. Consistency is where “the rubber meets the road.” As just mentioned, it is the consistent and predictable above-average experience that gets customers to say, “Wow!” What gets them to that point is when they say, “They are always so helpful … always so knowledgeable … they always respond quickly. …” It’s the word always followed by a positive comment. Often, those comments are basic expectations. Shouldn’t all employees be helpful, knowledgeable and respond quickly? Of course. Just meeting a customer’s expectations, with maybe a more positive attitude, will fuel the experience to be better than average. Consistency creates trust. Anything less erodes it!

Think of the brands you trust and why. The product does what it’s supposed to and meets your expectations. The experience is consistent, and the customer service is great. And to emphasize just how important the customer service part of this is, our 2022 customer service research found that 83% of customers trusted a company or brand more if it provided an excellent customer service experience.

If all of this seems like common sense, it is. Unfortunately, common sense is not always so common. So, be a little uncommon. Deliver quality and reliability, manage expectations and create a consistent and predictable experience that gets customers to say, “I’ll be back.”

This article originally appeared on Forbes

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5 Ways to Encourage Employee Engagement

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5 Ways to Encourage Employee Engagement

GUEST POST from Douglas Ferguson

How do we become disengaged? What triggers disengagement in employees? When employees are engaged they embody the vision, values, and purpose of the company. The ultimate goal is to have a team of passionate contributors who are driven toward innovation and are positive and innovative problem solvers. As Leaders, we need to understand what causes our team to be disengaged if we want to shift them towards innovation.

Problems

When considering the signs of disengagement, often the first thing that comes to mind is laziness, apathy, and dissidence. These are merely symptoms, and as leaders, we need to dig deeper to discover what is happening at the core of our company and organizational culture that is causing these symptoms to surface.

To fully understand disengagement we first need to realize there are 3 employee classifications, according to Gallup; engaged, not engaged, and actively disengaged. Less than 31% of U.S workers were engaged in their jobs in 2014 and while it is easy to see the signs of an employee who is not engaged, actively disengaged employees tend to blend in as they are choosing this path, and just want to blend in.

There are a few telltale signs to look out for:

No initiative in employee performance
Unhealthy Activities
Silence can indicate a problem in the workplace
Lack of learning and lack of motivation
Wasted weekends

When we begin to look at our company culture and organizational culture we can start defining what the cause of this dissidence is. Systemic cultural issues can be due to:

Lack of challenge in the workplace
Lack of recognition
Lack of communication
Lack of trust
Siloed teamwork
Missing transparency

Employee Burnout

Disengaged employees sometimes need a spark. They are almost never bad employees, check out these 5 tips to reengage the disengaged.

1. How Might We

Addressing a lack of challenge in the workplace can seem like a difficult task, but one easy shift a leader can make lies in reframing. The first step in this type of reframing is identifying themes and insights for your company. This sheds light on problem areas for clients and employees alike. Reframing the insights to include ‘How might we’ creates an opportunity for would-be innovators to freely share ideas openly because it is framed as a possibility rather than a perfected final product. Reframing to these 3 words suggests that a solution is possible and it opens the door for a variety of creative ideation and problem-solving. When we pose a question to the team in the form of ‘How Might We’ we are encouraging them rather than inhibiting them. This combats disengagement by inviting each member of the team to voice their ideas in determining the solution. Every idea is valuable, and when you create a psychologically safe environment for all voices to be heard, your team will be fully unleashed.

2. Embrace Flexibility

The future of work is shifting, and with it many organizations are realizing that the traditional way we worked in the past, 9-5 in the office, may not necessarily be the best for unlocking teams’ full potential. The Bureau of Labor Statistics estimates that 50 million jobs are work-at-home capable. This means offering employees options for in-office, remote, or hybrid schedules is not only feasible, but it could increase positive productivity, and decrease the percentage of disengaged employees.

3. Employee Experience

Understanding the expectations and needs of your employees is vital to a company’s team health. When we work to recognize employees on a deeper level we can begin to change the culture to one that is thriving with ideas. Transparency and psychological safety will elevate your team and pave the way for healthy interactions that are sure to combat disengaged employees. A critical organization system we utilize is our Employee User Manual. This document is intended to open up conversations company-wide, to ensure every employee has the ability to share preferences, growth plans, and core values. By leading teams with an exercise such as this, you are building a foundation of psychological safety, transparency, and trust.

United Employees

4. Compassion and Empathy

As leaders, there has never been a better time to build meaningful relationships with employees and communities alike. Nurturing these relationships is key to keeping disengaged employees happy, productive, and satisfied with their work.

Happy Employees

“High-performing leaders of today are different. They’re empathetic, they think about people and society, and they really listen. There will always be financially-driven executives, but they’re getting pummeled and won’t be effective today,”

leading industry analyst, Josh Bersin.

Empathy, ethics, and values lining up between leaders and teams has the potential to increase retention, cultivate ideas, and deliver a healthy work environment.

5. Motivation and Talent

Disengaged employees may simply be lacking the recognition to develop their talents. It is reported that 69% of employers say they are struggling to find the talent that they need, but with a shift in organizational culture, that talent may be present and in need of a little nurturing to fully blossom. As Terry Lee outlines, there is great potential inside everyone. It’s up to great leaders to bring it out in four nurturing ways:

Training

Leaders should connect with their teams as they help them better understand their importance and the value they bring to the organization.

Employee Engagement

Connection

Leaders should connect with their teams as they help them better understand their importance and the value they bring to the organization. Every leader should understand their company’s mission and articulate that message to staff consistently and authentically.

Challenges

When team members complete meaningful tasks, they may receive an intrinsic reward. One way to amplify this reward is by talking to teams to determine what they think are the most important parts of their job. Then leaders can help them structure their day around tasks that give them a feeling of purpose.

Coaching

Team members need coaches to meet them where they’re at. They help staff identify what options they may have to reach goals and then set the appropriate challenges that lead them to success.

Shifting Work Culture to Engage the Disengaged

At Voltage Control we believe that every team member has potential that is waiting to be released. We believe that change is necessary to remain relevant in the world of work, and through interventions and training, we can help leaders and teams unlock and unleash that potential.

Article originally appeared on VoltageControl.com

Image credit: Pexels

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Building Trust in a Virtual Workplace

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Strategies for Remote Leaders

Building Trust in a Virtual Workplace: Strategies for Remote Leaders

GUEST POST from Chateau G Pato

In today’s rapidly changing work landscape, remote work has become the new norm. As more teams transition to virtual workplaces, leaders face the daunting task of building trust amongst team members who may never meet face-to-face. Trust is the foundation of effective collaboration, and remote leaders must adapt their strategies to foster a sense of trust and connection in the virtual realm. In this thought leadership article, we will explore two case studies that exemplify successful strategies for building trust in a virtual workplace.

Case Study 1: Company X – Establishing Open Communication Channels

Company X, a tech startup with a globally distributed team, faced the challenge of building trust within their remote workforce. The CEO recognized that clear and open communication was the key to success. To address this, the company implemented the following strategies:

1. Transparent Communication: The leadership team started sharing detailed updates about the company’s direction, challenges, and wins. They encouraged employees to ask questions and participate in discussions openly. This not only increased transparency but also created a sense of belonging and trust amongst team members.

2. Regular Video Conferences: To foster personal connections, Company X scheduled regular video conferences instead of relying solely on email or chat platforms. These virtual meetings allowed team members to see each other’s faces, making interactions more meaningful and building trust through nonverbal cues.

3. Individual Check-ins: To address the unique challenges faced by remote employees, each team member had regular one-on-one check-ins with their managers. These check-ins were not only focused on work-related matters but also served as an opportunity to discuss personal concerns. This personalized approach helped leaders understand their team members on a deeper level, leading to stronger trust bonds.

Case Study 2: Company Y – Encouraging Autonomy and Empowering Remote Teams

Company Y, a marketing agency with a global client base, had a fully remote workforce. The challenge for them was building trust when physical supervision was not possible. Their strategies focused on autonomy and empowerment:

1. Outcome-based Performance: Company Y transitioned from monitoring daily work hours to focusing on deliverables and outcomes. Instead of micromanaging, remote leaders set clear goals and expectations, allowing employees to take ownership of their work. This approach demonstrated trust in employees’ abilities and motivated them to perform at their best.

2. Empowering Decision-Making: Remote leaders at Company Y empowered their teams by involving them in decision-making processes. They sought inputs from diverse perspectives, encouraged collaboration, and took team members’ suggestions seriously. This inclusive approach not only built trust but also fostered a culture of ownership and innovation.

Conclusion

Building trust in a virtual workplace is essential for remote leaders to ensure productivity, collaboration, and employee satisfaction. The case studies of Company X and Company Y demonstrate that effective communication, transparency, personal connections, autonomy, and empowerment are critical strategies for remote leaders. By adopting these techniques, leaders can create an environment where employees feel valued, trusted, and motivated, ultimately resulting in a high-performing virtual team.

SPECIAL BONUS: The very best change planners use a visual, collaborative approach to create their deliverables. A methodology and tools like those in Change Planning Toolkit™ can empower anyone to become great change planners themselves.

Image credit: Pixabay

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Building Trust with Customers Through Transparency and Authenticity

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Building Trust with Customers Through Transparency and Authenticity

GUEST POST from Chateau G Pato

Trust is the cornerstone of any successful business relationship. In today’s digital age, customers are more informed and skeptical than ever. They seek brands that not only promise quality but also practice transparency and authenticity. This article explores how companies can build trust with their customers through honest communication and genuine actions.

The Importance of Transparency

Customers today demand transparency from the brands they engage with. Transparency involves openly sharing information that is usually kept behind the curtains – whether it is about business practices, sourcing, pricing, or internal challenges.

Benefits of Transparency

Builds credibility
Enhances customer loyalty
Mitigates risks during crises
Fosters a culture of accountability

Case Study 1: Patagonia’s Commitment to Environmental Transparency

Patagonia, the outdoor clothing brand, has long been celebrated for its commitment to environmental sustainability. Their transparency about the supply chain and environmental impact has garnered significant trust from their customers.

Key Transparency Efforts

Detailed Footprint Chronicles: They provide detailed reports on the environmental and social impact of each product.
Worn Wear Program: Encourages customers to recycle garments by offering discounts on future purchases.
Open-Source Supply Chain: They allow customers to trace the origins of their products and verify ethical practices.

By making their processes visible and accountable, Patagonia reinforces their commitment to environmental stewardship and gains customer’s respect and trust.

The Power of Authenticity

Being authentic means staying true to one’s values and promises, even when it is challenging. Authenticity in business creates a genuine connection with customers that goes beyond transactions.

How to Demonstrate Authenticity

Stick to your brand values and mission
Engage in real conversations with your customers
Admit to mistakes and take accountability
Showcase real stories and user-generated content

Case Study 2: Ben & Jerry’s Advocacy for Social Issues

Ben & Jerry’s, the beloved ice cream brand, is not just known for its delicious flavors but also for its upfront stance on social and environmental issues. Their authenticity in standing up for these causes has built a loyal customer base that resonates with their values.

Notable Authenticity Efforts

Active Campaigning: They consistently involve themselves in contemporary issues like climate change, racial justice, and LGBT equality.
Transparency in Ingredients: They advocate for GMO labeling and provide accessible information about their products’ ingredients.
Honest Communication: They openly communicate their beliefs and the steps they are taking to make a difference.

Their unapologetic, honest approach to activism mirrors their brand values and helps them connect with customers who share similar views.

Conclusion

Transparency and authenticity are not just buzzwords; they are vital strategies that can significantly enhance customer trust. By being open, honest, and true to their values, companies can foster lasting relationships with their customers. The cases of Patagonia and Ben & Jerry’s illustrate how embracing transparency and authenticity can not only build trust but also distinguish a brand in an increasingly competitive marketplace.

Image credit: Unsplash

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Weighing the Effectiveness of a Leader

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Weighing the Effectiveness of a Leader

GUEST POST from Robert B. Tucker

As a college student, I was a volunteer on Joe Biden’s initial race for U.S. Senate. I recalled him saying something like, “If I’m elected, come see me in Washington.” Twenty or so years later I did just that. I put Biden to the test.

It was after a speaking engagement in Washington, D.C. I was about to head to the airport when I spotted the majestic Capitol dome in the distance. I remembered Biden’s promise. I had the cabbie to take me over to the Senate Office Building wherein the Delaware senator’s receptionist dutifully passed along my request.

Moments later a smiling and familiar figure appeared. The senator shook my hand and barely slowed down long enough to usher me to accompany him over to the Senate floor where he needed to cast a vote. We visited on the tram back and forth, and shortly we were back at his office, whereupon he thanked me for my service and disappeared.

Brief though it was, Biden passed my little test. He kept his word. He walked his talk. It was just that simple, yet I never forgot it.

I recall that incident from long ago because right now because it seems that leaders everywhere are being put to the test. Constituents, employees, and everybody else is asking tough questions about the competence and character of leaders.

As an innovation coach and public speaker, I’ve had a 35 year ringside seat to observe leadership in action. Working in 54 countries, and in every state and with businesses and trade groups of every size and industry, I’ve seen examples of great leadership that inspired me no end. I’ve worked with top teams of businesses in Rome, Charlotte, Bangkok and Abu Dabi. I’ve observed leadership in mobile phone companies in Bahrain, staffing companies in Kansas City, energy companies in Kenya, and direct selling companies in Peru. And lately, as we all have, I’ve seen dysfunctional and self-serving leadership at the national level that has disgusted me and made me fearful for future generations.

Never has there been such an urgent need for leadership as right now. Many of the readers of InnovationTrends are CEOs and senior leaders of large organizations. This is my call for you to step up to the plate: your company, your country needs you to lead.

And as leaders, you and I face three distinct challenges going forward:

Can we build trust where trust is lacking?
Can we anticipate change and think ahead of the curve?
Can we execute skillfully and turn vision into reality?

Let’s examine these one-by-one:

The first thing leaders must do is build trust.

From the White House to the schoolhouse to the state house and to businesses and nonprofit organizations large and small, followers are asking those in leadership positions: are you the “real deal” and can I trust you? Do you have my back? And can I trust you to keep me and my family and my community safe? Can you steer and navigate this organization to a better place, or will you stand idly by as it is disrupted by forces you don’t understand, and don’t have a strategy to counteract?

The second thing leaders must do is to anticipate future threats and opportunities.

This week I’m interviewing Rick Sorkin, CEO of Jupiter Intelligence, a climate risk startup with headquarters in Silicon Valley, and whose business booked ten times as many contracts in the first quarter of this year as it did in the prior year. “I think that the pandemic was a bit of a near death experience,” Sorkin told the Washington Post. “Once people got past [it], they were like, ‘Oh, what else is there like this that we’re not worrying about?’” Climate change is at the top of that list.

By using advanced computer modeling, Jupiter forecasts the likelihood of a wildfire disaster, or the threat of a flood engulfing your chemical plant. Jupiter offers a whole new level of insight into what might previously have been considered “unforeseen” risks. Post Covid/Post Jan 6 everyone instinctively realizes we are living in a period of ever-broader “unsustainable” risks. Today’s leaders can no longer kick cans down the road. They must lead, for their anticipation skills are on full display. All leaders need to develop and use better tools and methods to help anticipate threats, but also, as Jupiter is doing, to position, wherever and whenever possible to translate them – using creativity and innovation thinking — into opportunities.

The third thing that leaders need to do is to execute successfully and turn vision into reality.

I once interviewed Warren Bennis, the late leadership guru and former president of the University of Cincinnati. Professor Bennis believed in the adage that great leaders are not born but made, insisting that “the process of becoming a leader is similar, if not identical, to becoming a fully integrated human being,” as he put it in an interview with the New York Times. Both, he said, were grounded in self-discovery.

Yet It was Bennis’s definition of leadership that I recall now, as being particularly appropriate to the times we are living in. Leadership, as Bennis saw it, is “the capacity to translate vision into reality.”

And that vision-to-reality transformation is what we need to study now, to celebrate now, and to strive to get better at. Instead of “just getting by” or muddling through, true leaders develop a vision of where they want to take the organization. They study the trends, they look back to be guided by history, and they inform themselves consciously and consistently as to where today’s trends are headed, and they take risks and make investments, rather than merely “kicking the can down the road” for future leaders to deal with.

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