August 4, 2025 • 21 mins
In this compelling episode, Roy Reid, Owner of www.roywreid.com/, shares strategies to build trust as a leadership operating system. If you struggle with low trust or team tension, you won't want to miss it.
You will discover:
- Why trust is your leadership operating system for stage 4 success
- How to identify trust levels in team relationships to address tension
- What trust contract fosters accountability and cultural alignment
This episode is ideal for for Founders, Owners, and CEOs in stage 4 of The Founder's Evolution. Not sure which stage you're in? Find out for free in less than 10 minutes at https://www.scalearchitects.com/founders/quiz
Roy Reid helps CEOs, executives, and entrepreneurs go from frustrated, overwhelmed, and weary from the pains of a low-trust culture (or distrust in themselves) to confident, satisfied, and encouraged, improving their health, well-being, and performance. He helps them develop resilient and courageous teams that foster a high-trust culture where people feel safe, do the right thing, deliver outstanding service, and strive to improve daily performance.
Want to learn more about Roy Reid's work at roywreid.com/? Check out his website at thetrusttransformation.com
Mentioned in this episode:
Take the Founder's Evolution Quiz Today
If you’re a Founder, business owner, or CEO who feels overworked by the business you lead and underwhelmed by the results, you’re doing it wrong. Succeeding as a founder all comes down to doing the right one or two things right now. Take the quiz today at foundersquiz.com, and in just ten questions, you can figure out what stage you are in, so you can focus on what is going to work and say goodbye to everything else.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Scott Ritzheimer (00:00):
Hello, hello and welcome. Welcome once
again to the start, scale andsucceed. Podcast, the only
podcast that scales with youthrough all seven stages of
your journey as a founder andas a founder. If you haven't
realized this already, you'relikely to discover that it is
possible to make all the rightdecisions and choose all the
right strategies and stillfall short of your goals. Why?
(00:23):
Because at a certain stage, ifyou don't learn to create and
replicate a high degree oftrust, then you'll find it
virtually impossible to seeany of those decisions or
strategies come to life. Andhere with us today to help us
to transform the trust in ourleadership teams and our
organizations as a whole isthe one and only Roy Reid. And
Roy helps CEOs, executives andentrepreneurs go from
(00:45):
frustrated, overwhelmed andweary, from the pains of low
trust culture, or even adistrust in themselves, to
becoming confident, satisfiedand encouraged, improving
their health, well being andperformance. He helps them
develop resilient andcourageous teams that foster a
high trust culture wherepeople feel safe, do the right
thing, deliver outstandingservice and strive to improve
(01:09):
daily performance. He's alsothe author of the trust
transformation. Trusttransform your health, well
being and performance throughthe power of trust. And he's
here with us today. Roy,thanks for being here. Glad
you're on the show. Firstquestion out of the gate is
for a founder who's navigatingthis world that you and I know
of entrepreneurship,especially when there's some
(01:30):
success that comes with it,and it's fast paced, it's
chaotic, it's firefighting,like everything's going
everywhere all at once, and ina moment of sobriety, they'll
sit back and say they'rereally struggling under the
weight of it. All right, maynot say that openly to a whole
lot of people, but they'refeeling it, and there's some
folks listening today thatfeel that way. What is this
(01:52):
thing that you calltransformational trust, and
why is it so important tohelping them in their
organization right now?
Roy Reid (02:01):
Well, first of all, Scott, thanks for having for
having me. I'm excited to behere. I love the profile of
the audience we're talking to,because in large part, as you
said, it is me and the thingsthat I deal with every day as
leaders in an organization.It's important to understand
that before we can dostrategy, before we can do
(02:24):
sales, before we can do all ofthese other things, it's
critical to have a foundationof trust in the organization
and be able to understand howit works and what it looks
like and Where the practicalideas around trust are
oftentimes, people look attrust through this lens of
(02:44):
this one big, sweeping ideathat either is or isn't. And
what I like to say is I wantto help people understand that
trust isn't just a feeling.It's your leadership operating
system. It's the OS within theorganization that allows you
to do the things that you do.And so if we can look at trust
(03:05):
through that lens, through thelens of of it being this
operating system, just likeyour phone's operating system,
there are things that you needto make sure, stay updated,
stay engaged, that you'reactively involved in,
otherwise, like, like anoperating system or even a
living thing. If you don'tfeed it, it's going to die.
(03:26):
Yeah. And so I initiallystarted on this journey as
early in my career, working asa public relations consultant
with the idea of helpingpeople understand that the
outcome of every communicationought to be to improve trust.
And as I broke that down andlooked at trust, recognized
(03:46):
what are the moving parts, oneof the key ideas that a leader
needs to step back and look atis that trust is built on a
foundation of both emotion andexperience, and so a lot of
people lean into one or theother in their leadership
style, and we've got to focuson both understanding that
that emotional connection thatpeople make often fuels what
(04:10):
that initial idea of trust isgoing to look like, but it's
over time, and that experiencethat they have with us that's
going to nurture, foster andkeep this thing at the level
that it should and as we eventake a look at the two
drivers, one of the keyconcepts that we developed is
that trust has four attributesthat people look for in terms
(04:33):
of wanting to trust you. Thefirst being trustworthy, which
is different than trusted.Trustworthy, congratulations,
you've earned the right to betrusted, and it's the level of
trust that we have withinourselves. The second
attribute is authenticity.People want to have a real and
meaningful relationship withyou, something that goes
(04:54):
beyond the surface, and knowthat you're prioritizing that
relationship equal to the.Work, and the third attribute
is dependability. Do youdeliver a consistent, reliable
performance in the things thatyou do? And then lastly, and
really kind of the outlier, isinfluence. And influence is
leadership. It's when we havethe gift of trust people are
(05:17):
giving us this idea thatallows us to exercise that
influence effectively. Andthen there's, there's details
and attributes within each oneof those larger ideas that we
look at and really inform toin the program and in the
book.
Scott Ritzheimer (05:33):
Yeah, I love that. I want to break a couple
of those down here in just amoment. But before we get
there, one of the things thatI have found is that's tricky
about trust is it's one ofthose things that it's it's
kind of easiest to have whenyou need it the least, right,
and easiest to lose when youneed it the most. And so for
(05:54):
folks who, who's there, it'sjust hair on fire right now,
and trust has taken a beatingbecause they didn't cultivate
it well, because they've justtaken a few losses as a team,
because fill in the blank,yeah, what would you say to
someone kind of sitting inthat right now thinking like I
don't even know where tostart?
Roy Reid (06:16):
One of the first things that I help people
understand is acknowledgingthis and even starting just a
conversation where you thinkit might be weak, one of the
important things that we helppeople understand, just to
give some context to what thislooks like, is you're always
going to have four kind ofrelationships in your life,
(06:37):
the people that you work with,or the people that You do
business with, or even in yourfamily. They may they may flow
in and out of these fourcharacteristics, and the first
one is your advocates. Theseare people that are at the
highest level of trust in yourlife. They show up when you
need them. They're thereprobably even before you know
you need them. The next levelis your allies, people that
(06:59):
tend to support what you do,tend to fall into the same
camp that you do have the sameideas. The largest group are
your agnostics. They're theblank slate, the people that
you don't quite have arelationship with. And then at
the lowest end of thatspectrum are adversaries,
people that you have a hardertime with you. They may have
some tension in terms of whatthat looks like. And the
(07:21):
important idea that goes alongwith this is that those are
conditions, not judgment.We're not saying that those
people are good or bad. We'rejust saying at this point in
time, that's where they fallin that relationship. And so
when your hair's on fire andyou're trying to understand
what's going on really, thefirst thing is to identify
(07:42):
where this person that I'mfeeling that tension with or
that group, where are they onthat spectrum? Where's the
work that I need to go for?What's the goal I need to set?
Am I moving an ally to anadvocate, which is not a big
move, or am I taking somebodywho's maybe at an adversary
level where trust has beenbroken and I know it, or they
(08:05):
know and I'm just becomingaware of it. Am I having to
move them up into a betterposition? Yeah, and one of the
guiding principles that weteach is that we we take
responsibility for therelationship, which doesn't
mean we try to control it,because we can never control
the outcome. But once we takethat initial step, once we
(08:26):
move into that space where I'msaying, Okay, I know something
has to be done. I know that Ihave a portion of that
responsibility, it immediatelychanges the dynamic, both from
the way you're looking at it,but also when people are
engaged, they look and say,oh, okay, I recognize that
(08:46):
problem, or thank you foracknowledging that problem. Or
they may it may not work. Itdoesn't always work, but at
least getting at that pointwhere you're engaging in it
allows you to have an impacton your own perspective. And
when we do that, everyone'swatching. So our team members,
our employees, othercustomers, they're all
(09:07):
watching. And so when we modelthat behavior, that in itself
has a transformational impacton people.
Scott Ritzheimer (09:13):
Yeah, what have you found are some of the
most common behaviors thatfounder, CEOs engage in and
unconsciously destroy trust orreduce it?
Roy Reid (09:29):
Well, that's my favorite question. I tell
people, the most consistentthing that I see leaders doing
that damages trust is just, isto assume it, it's just to
assume it's there. We we getinto business because we have
an idea that we know can helppeople. You know, we pursue
(09:50):
something because we know thatwe can change people's lives
with whatever it is we'veinvented, developed, come up
with or championing. And soour intent. Tension is good
going into it we mean to doand make a positive impact.
However, when we assume trustwe we are neglecting to
(10:11):
understand that not everyonecomes from the same place that
we did, not everyone's had thesame upbringing, training
background, and so forth. Andso when we assume it, we step
past a very important ideathat says, Do I fully
understand their point ofview, what their perspective
is? And I have an amazing coauthor on this program and
(10:35):
journey with me, Dr MeyerMansfield. She's a great
physician, Chief MedicalOfficer at a very large
hospital system, and she tellsa story of being in a position
of leadership and having thiskind of contentious
relationship with a colleague.Every meeting seemed to create
friction, fights and otherwisenegative situations. And she
(10:59):
sat back one day and said,Man, I just don't trust this
person. But as she leaned intothis idea of taking
responsibility for therelationship, she said, You
know what? She doesn't trustme. What do I need to do about
it? And she initiated aconversation. The other person
recognized the same thing.What they discovered, Scott
was that they were bothpassionate about the same
(11:21):
idea, which was caregiverwellbeing, but they were
coming at it from theirgrounding, Elmira being a
physician, this other personbeing a nurse, and there's
just some natural tension inthe mix there. Once they got
that cleared, and they startedto move in a direction where
they were recognizing thatthey were pursuing the same
(11:42):
thing. It changed everything.But had omaira not taken that
initial step, takenresponsibility for that
relationship, acknowledgedthat I have a part in this,
that I'm contributing to howdo we get past that? It might
not have happened, and whather testimony is, she says,
had she not had thatrelationship at an advocate
(12:03):
level, and it remained at thisadversary level, she might not
have ever become a chiefmarketing officer, because she
leaned into that relationshipso much, and it it changed the
way she led and opened up somany doors for.
Scott Ritzheimer (12:17):
Wow, there, there was This thing I kind of
stumbled on as a leader, andit's played out in a lot of
different circumstances. WhatI think we have a tendency to
take disagreement, first andforemost as misalignment,
right? And we are going aftertwo different things, when
probably 95% of the time it'sreally just miscommunication,
(12:41):
yeah, and so what I love abouttaking ownership of the
relationship, taking thatresponsibility, to look at it
through their lens, is itstarts to peel back that
assumption, right, that, Oh,they must just be out of
alignment with Me. It's sopowerful. So for a leader in a
(13:02):
successful but, you know,struggling but successful. You
know, it's both of thosethings all at once
organization that is trying tonot just build trust with them
and their leadership team, butalso replicate that trust
through their organization.What's the key to getting it
reproduced throughout theranks.
Roy Reid (13:25):
Leaders, people look to the organization to help
define what's important, andwe create culture drivers to
do that. We spend a lot oftime working on our mission,
our vision, our values and ourservice standards. And what I
try to encourage leaders to dois to codify trust in your
(13:48):
organization. And so by onestep, you could, you could
incorporate the concept intothose other areas. What we do
when we train a leadershipteam is is we help them create
what we call a trust contractso that team using those other
parts of their culturalconstruct lean into the idea
(14:09):
of saying, what are specificthings that we need to be
doing on a regular basis? Whatideas do we need to hold
ourselves accountable to whenit comes to the relationship?
How do we deal with conflict?How do we deal with
collaboration? How do we setideas in place and something
that we hold to both aninspirational idea but also an
(14:29):
accountability idea to putinto our structure? And that's
what the trust contract does.So we'll have an organization
develop 10 principles or ideasthat they're going to live up
to. And then everyone signsit, and that becomes part of
that cultural construct. Andif you bring someone new on,
(14:50):
it becomes part of theonboarding that says this is
the expectation that we haveof our leaders in terms of how
we both prioritize theperformance. Performance that
you do and the relationshipsthat you have. A lot of times
we So focus on performancethat we run right past or over
relationships. And it's,again, not mal intended.
(15:13):
There's no devious idea behindit. It just we get caught up
in it. So you need to havesomething within the construct
that reminds people day afterday, this is the priority, so
that when something does gowrong, when there is a break,
the leader can sit down andsay, let's take a moment and
review what we've committed tohere and now it's in the same
(15:36):
it's held at that same levelthat those other culture
drivers are.
Scott Ritzheimer (15:41):
Yeah, so good, so good. I love that. So
much practical wisdom inthere. Roy, before I let you
go, I've got one more questionfor you, and the question I
ask all my guests, and it isthis, what would you say is
the biggest secret that youwish wasn't a secret at all?
What's that one thing you wishevery founder watching or
listening today knew?
Roy Reid (16:00):
I appreciate that too. So Scott, I have four
kids. My three older ones areboys, and my youngest is a
daughter. And when my daughterwas five years old, I came
home one Friday night and shehad turned my entire dining
room into a bracelet factory.And if you have kids, you know
what I'm talking about, it'san OSHA violation. But she was
(16:21):
so excited. I put the braceleton. It was Memorial Day
weekend. I wore it everywhere.I became what's technically
known as show and tell. I gotup on Tuesday morning to go to
work. I took the bracelet off,went to work, came back that
night. She's still making themall all day, all night, and my
wife and I are having makingdinner, and she comes in the
kitchen, and she looks at meand she's got another
(16:42):
bracelet, and I think I'veonly got so much arm to give
to your cause. And Scott, shelooked at me and said, Daddy,
if you didn't like the otherbracelet, will you wear this
one? Oh, wow, that's aheartbreaking moment for a
dad. You've completely letyour child down. So I put the
bracelet on, and I wear itevery day. This is the bead
bracelet here, and I'm sharingthat because the thing I'd
(17:04):
want everyone to walk awaywith today, because and what
this bracelet reminds me isthat every little thing that I
say or do is eithercontributing to or taking away
from the trust that peoplehave in me. So we've got to be
mindful. We've got to beintentional, and we've got to
keep trust at the front ofeverything that we're doing.
Scott Ritzheimer (17:28):
So true. What a story. Roy, what a
story. So there are some folkslistening to this, and they
know that this is somethingthey need to prioritize. They
want to learn more. Where canthey get a copy of your book
or find more about the workthat you do.
Roy Reid (17:42):
Appreciate that. So if they go to the
trusttransformation.com I havea free leadership community
that I've built, and withinthe framework of that
community, they can actuallybuy the book at a 20% discount
from the retail price. I haveadditional information and
resources available for them,something I call the CEO trust
(18:03):
blueprint, which is sort of aan outline of the program, but
from the perspective of anoperator, Owner, leadership or
founder, that they can havewith some free other
educational informationavailable.
Scott Ritzheimer (18:17):
Brilliant, brilliant, well, head on over,
check it out. We'll get bothall those links in the bio,
highly recommend it. Roy,thanks for being on the show.
Just a privilege and honorhaving you here today, and for
those of you watching andlistening, you know your time
and attention mean the worldto us. I hope you got as much
out of this conversation as Iknow I did, and I cannot wait
(18:37):
to see you next time. Takecare.
Hello, hello and welcome. Welcome once
again to the start, scale andsucceed. Podcast, the only
podcast that scales with youthrough all seven stages of
your journey as a founder andas a founder. If you haven't
realized this already, you'relikely to discover that it is
possible to make all the rightdecisions and choose all the
right strategies and stillfall short of your goals. Why?
(00:23):
Because at a certain stage, ifyou don't learn to create and
replicate a high degree oftrust, then you'll find it
virtually impossible to seeany of those decisions or
strategies come to life. Andhere with us today to help us
to transform the trust in ourleadership teams and our
organizations as a whole isthe one and only Roy Reid. And
Roy helps CEOs, executives andentrepreneurs go from
(00:45):
frustrated, overwhelmed andweary, from the pains of low
trust culture, or even adistrust in themselves, to
becoming confident, satisfiedand encouraged, improving
their health, well being andperformance. He helps them
develop resilient andcourageous teams that foster a
high trust culture wherepeople feel safe, do the right
thing, deliver outstandingservice and strive to improve
(01:09):
daily performance. He's alsothe author of the trust
transformation. Trusttransform your health, well
being and performance throughthe power of trust. And he's
here with us today. Roy,thanks for being here. Glad
you're on the show. Firstquestion out of the gate is
for a founder who's navigatingthis world that you and I know
of entrepreneurship,especially when there's some
(01:30):
success that comes with it,and it's fast paced, it's
chaotic, it's firefighting,like everything's going
everywhere all at once, and ina moment of sobriety, they'll
sit back and say they'rereally struggling under the
weight of it. All right, maynot say that openly to a whole
lot of people, but they'refeeling it, and there's some
folks listening today thatfeel that way. What is this
(01:52):
thing that you calltransformational trust, and
why is it so important tohelping them in their
organization right now?
Roy Reid (02:01):
Well, first of all, Scott, thanks for having for
having me. I'm excited to behere. I love the profile of
the audience we're talking to,because in large part, as you
said, it is me and the thingsthat I deal with every day as
leaders in an organization.It's important to understand
that before we can dostrategy, before we can do
(02:24):
sales, before we can do all ofthese other things, it's
critical to have a foundationof trust in the organization
and be able to understand howit works and what it looks
like and Where the practicalideas around trust are
oftentimes, people look attrust through this lens of
(02:44):
this one big, sweeping ideathat either is or isn't. And
what I like to say is I wantto help people understand that
trust isn't just a feeling.It's your leadership operating
system. It's the OS within theorganization that allows you
to do the things that you do.And so if we can look at trust
(03:05):
through that lens, through thelens of of it being this
operating system, just likeyour phone's operating system,
there are things that you needto make sure, stay updated,
stay engaged, that you'reactively involved in,
otherwise, like, like anoperating system or even a
living thing. If you don'tfeed it, it's going to die.
(03:26):
Yeah. And so I initiallystarted on this journey as
early in my career, working asa public relations consultant
with the idea of helpingpeople understand that the
outcome of every communicationought to be to improve trust.
And as I broke that down andlooked at trust, recognized
(03:46):
what are the moving parts, oneof the key ideas that a leader
needs to step back and look atis that trust is built on a
foundation of both emotion andexperience, and so a lot of
people lean into one or theother in their leadership
style, and we've got to focuson both understanding that
that emotional connection thatpeople make often fuels what
(04:10):
that initial idea of trust isgoing to look like, but it's
over time, and that experiencethat they have with us that's
going to nurture, foster andkeep this thing at the level
that it should and as we eventake a look at the two
drivers, one of the keyconcepts that we developed is
that trust has four attributesthat people look for in terms
(04:33):
of wanting to trust you. Thefirst being trustworthy, which
is different than trusted.Trustworthy, congratulations,
you've earned the right to betrusted, and it's the level of
trust that we have withinourselves. The second
attribute is authenticity.People want to have a real and
meaningful relationship withyou, something that goes
(04:54):
beyond the surface, and knowthat you're prioritizing that
relationship equal to the.Work, and the third attribute
is dependability. Do youdeliver a consistent, reliable
performance in the things thatyou do? And then lastly, and
really kind of the outlier, isinfluence. And influence is
leadership. It's when we havethe gift of trust people are
(05:17):
giving us this idea thatallows us to exercise that
influence effectively. Andthen there's, there's details
and attributes within each oneof those larger ideas that we
look at and really inform toin the program and in the
book.
Scott Ritzheimer (05:33):
Yeah, I love that. I want to break a couple
of those down here in just amoment. But before we get
there, one of the things thatI have found is that's tricky
about trust is it's one ofthose things that it's it's
kind of easiest to have whenyou need it the least, right,
and easiest to lose when youneed it the most. And so for
(05:54):
folks who, who's there, it'sjust hair on fire right now,
and trust has taken a beatingbecause they didn't cultivate
it well, because they've justtaken a few losses as a team,
because fill in the blank,yeah, what would you say to
someone kind of sitting inthat right now thinking like I
don't even know where tostart?
Roy Reid (06:16):
One of the first things that I help people
understand is acknowledgingthis and even starting just a
conversation where you thinkit might be weak, one of the
important things that we helppeople understand, just to
give some context to what thislooks like, is you're always
going to have four kind ofrelationships in your life,
(06:37):
the people that you work with,or the people that You do
business with, or even in yourfamily. They may they may flow
in and out of these fourcharacteristics, and the first
one is your advocates. Theseare people that are at the
highest level of trust in yourlife. They show up when you
need them. They're thereprobably even before you know
you need them. The next levelis your allies, people that
(06:59):
tend to support what you do,tend to fall into the same
camp that you do have the sameideas. The largest group are
your agnostics. They're theblank slate, the people that
you don't quite have arelationship with. And then at
the lowest end of thatspectrum are adversaries,
people that you have a hardertime with you. They may have
some tension in terms of whatthat looks like. And the
(07:21):
important idea that goes alongwith this is that those are
conditions, not judgment.We're not saying that those
people are good or bad. We'rejust saying at this point in
time, that's where they fallin that relationship. And so
when your hair's on fire andyou're trying to understand
what's going on really, thefirst thing is to identify
(07:42):
where this person that I'mfeeling that tension with or
that group, where are they onthat spectrum? Where's the
work that I need to go for?What's the goal I need to set?
Am I moving an ally to anadvocate, which is not a big
move, or am I taking somebodywho's maybe at an adversary
level where trust has beenbroken and I know it, or they
(08:05):
know and I'm just becomingaware of it. Am I having to
move them up into a betterposition? Yeah, and one of the
guiding principles that weteach is that we we take
responsibility for therelationship, which doesn't
mean we try to control it,because we can never control
the outcome. But once we takethat initial step, once we
(08:26):
move into that space where I'msaying, Okay, I know something
has to be done. I know that Ihave a portion of that
responsibility, it immediatelychanges the dynamic, both from
the way you're looking at it,but also when people are
engaged, they look and say,oh, okay, I recognize that
(08:46):
problem, or thank you foracknowledging that problem. Or
they may it may not work. Itdoesn't always work, but at
least getting at that pointwhere you're engaging in it
allows you to have an impacton your own perspective. And
when we do that, everyone'swatching. So our team members,
our employees, othercustomers, they're all
(09:07):
watching. And so when we modelthat behavior, that in itself
has a transformational impacton people.
Scott Ritzheimer (09:13):
Yeah, what have you found are some of the
most common behaviors thatfounder, CEOs engage in and
unconsciously destroy trust orreduce it?
Roy Reid (09:29):
Well, that's my favorite question. I tell
people, the most consistentthing that I see leaders doing
that damages trust is just, isto assume it, it's just to
assume it's there. We we getinto business because we have
an idea that we know can helppeople. You know, we pursue
(09:50):
something because we know thatwe can change people's lives
with whatever it is we'veinvented, developed, come up
with or championing. And soour intent. Tension is good
going into it we mean to doand make a positive impact.
However, when we assume trustwe we are neglecting to
(10:11):
understand that not everyonecomes from the same place that
we did, not everyone's had thesame upbringing, training
background, and so forth. Andso when we assume it, we step
past a very important ideathat says, Do I fully
understand their point ofview, what their perspective
is? And I have an amazing coauthor on this program and
(10:35):
journey with me, Dr MeyerMansfield. She's a great
physician, Chief MedicalOfficer at a very large
hospital system, and she tellsa story of being in a position
of leadership and having thiskind of contentious
relationship with a colleague.Every meeting seemed to create
friction, fights and otherwisenegative situations. And she
(10:59):
sat back one day and said,Man, I just don't trust this
person. But as she leaned intothis idea of taking
responsibility for therelationship, she said, You
know what? She doesn't trustme. What do I need to do about
it? And she initiated aconversation. The other person
recognized the same thing.What they discovered, Scott
was that they were bothpassionate about the same
(11:21):
idea, which was caregiverwellbeing, but they were
coming at it from theirgrounding, Elmira being a
physician, this other personbeing a nurse, and there's
just some natural tension inthe mix there. Once they got
that cleared, and they startedto move in a direction where
they were recognizing thatthey were pursuing the same
(11:42):
thing. It changed everything.But had omaira not taken that
initial step, takenresponsibility for that
relationship, acknowledgedthat I have a part in this,
that I'm contributing to howdo we get past that? It might
not have happened, and whather testimony is, she says,
had she not had thatrelationship at an advocate
(12:03):
level, and it remained at thisadversary level, she might not
have ever become a chiefmarketing officer, because she
leaned into that relationshipso much, and it it changed the
way she led and opened up somany doors for.
Scott Ritzheimer (12:17):
Wow, there, there was This thing I kind of
stumbled on as a leader, andit's played out in a lot of
different circumstances. WhatI think we have a tendency to
take disagreement, first andforemost as misalignment,
right? And we are going aftertwo different things, when
probably 95% of the time it'sreally just miscommunication,
(12:41):
yeah, and so what I love abouttaking ownership of the
relationship, taking thatresponsibility, to look at it
through their lens, is itstarts to peel back that
assumption, right, that, Oh,they must just be out of
alignment with Me. It's sopowerful. So for a leader in a
(13:02):
successful but, you know,struggling but successful. You
know, it's both of thosethings all at once
organization that is trying tonot just build trust with them
and their leadership team, butalso replicate that trust
through their organization.What's the key to getting it
reproduced throughout theranks.
Roy Reid (13:25):
Leaders, people look to the organization to help
define what's important, andwe create culture drivers to
do that. We spend a lot oftime working on our mission,
our vision, our values and ourservice standards. And what I
try to encourage leaders to dois to codify trust in your
(13:48):
organization. And so by onestep, you could, you could
incorporate the concept intothose other areas. What we do
when we train a leadershipteam is is we help them create
what we call a trust contractso that team using those other
parts of their culturalconstruct lean into the idea
(14:09):
of saying, what are specificthings that we need to be
doing on a regular basis? Whatideas do we need to hold
ourselves accountable to whenit comes to the relationship?
How do we deal with conflict?How do we deal with
collaboration? How do we setideas in place and something
that we hold to both aninspirational idea but also an
(14:29):
accountability idea to putinto our structure? And that's
what the trust contract does.So we'll have an organization
develop 10 principles or ideasthat they're going to live up
to. And then everyone signsit, and that becomes part of
that cultural construct. Andif you bring someone new on,
(14:50):
it becomes part of theonboarding that says this is
the expectation that we haveof our leaders in terms of how
we both prioritize theperformance. Performance that
you do and the relationshipsthat you have. A lot of times
we So focus on performancethat we run right past or over
relationships. And it's,again, not mal intended.
(15:13):
There's no devious idea behindit. It just we get caught up
in it. So you need to havesomething within the construct
that reminds people day afterday, this is the priority, so
that when something does gowrong, when there is a break,
the leader can sit down andsay, let's take a moment and
review what we've committed tohere and now it's in the same
(15:36):
it's held at that same levelthat those other culture
drivers are.
Scott Ritzheimer (15:41):
Yeah, so good, so good. I love that. So
much practical wisdom inthere. Roy, before I let you
go, I've got one more questionfor you, and the question I
ask all my guests, and it isthis, what would you say is
the biggest secret that youwish wasn't a secret at all?
What's that one thing you wishevery founder watching or
listening today knew?
Roy Reid (16:00):
I appreciate that too. So Scott, I have four
kids. My three older ones areboys, and my youngest is a
daughter. And when my daughterwas five years old, I came
home one Friday night and shehad turned my entire dining
room into a bracelet factory.And if you have kids, you know
what I'm talking about, it'san OSHA violation. But she was
(16:21):
so excited. I put the braceleton. It was Memorial Day
weekend. I wore it everywhere.I became what's technically
known as show and tell. I gotup on Tuesday morning to go to
work. I took the bracelet off,went to work, came back that
night. She's still making themall all day, all night, and my
wife and I are having makingdinner, and she comes in the
kitchen, and she looks at meand she's got another
(16:42):
bracelet, and I think I'veonly got so much arm to give
to your cause. And Scott, shelooked at me and said, Daddy,
if you didn't like the otherbracelet, will you wear this
one? Oh, wow, that's aheartbreaking moment for a
dad. You've completely letyour child down. So I put the
bracelet on, and I wear itevery day. This is the bead
bracelet here, and I'm sharingthat because the thing I'd
(17:04):
want everyone to walk awaywith today, because and what
this bracelet reminds me isthat every little thing that I
say or do is eithercontributing to or taking away
from the trust that peoplehave in me. So we've got to be
mindful. We've got to beintentional, and we've got to
keep trust at the front ofeverything that we're doing.
Scott Ritzheimer (17:28):
So true. What a story. Roy, what a
story. So there are some folkslistening to this, and they
know that this is somethingthey need to prioritize. They
want to learn more. Where canthey get a copy of your book
or find more about the workthat you do.
Roy Reid (17:42):
Appreciate that. So if they go to the
trusttransformation.com I havea free leadership community
that I've built, and withinthe framework of that
community, they can actuallybuy the book at a 20% discount
from the retail price. I haveadditional information and
resources available for them,something I call the CEO trust
(18:03):
blueprint, which is sort of aan outline of the program, but
from the perspective of anoperator, Owner, leadership or
founder, that they can havewith some free other
educational informationavailable.
Scott Ritzheimer (18:17):
Brilliant, brilliant, well, head on over,
check it out. We'll get bothall those links in the bio,
highly recommend it. Roy,thanks for being on the show.
Just a privilege and honorhaving you here today, and for
those of you watching andlistening, you know your time
and attention mean the worldto us. I hope you got as much
out of this conversation as Iknow I did, and I cannot wait
(18:37):
to see you next time. Takecare.
Popular Podcasts
Stuff You Should Know
If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.
My Favorite Murder with Karen Kilgariff and Georgia Hardstark
My Favorite Murder is a true crime comedy podcast hosted by Karen Kilgariff and Georgia Hardstark. Each week, Karen and Georgia share compelling true crimes and hometown stories from friends and listeners. Since MFM launched in January of 2016, Karen and Georgia have shared their lifelong interest in true crime and have covered stories of infamous serial killers like the Night Stalker, mysterious cold cases, captivating cults, incredible survivor stories and important events from history like the Tulsa race massacre of 1921. My Favorite Murder is part of the Exactly Right podcast network that provides a platform for bold, creative voices to bring to life provocative, entertaining and relatable stories for audiences everywhere. The Exactly Right roster of podcasts covers a variety of topics including historic true crime, comedic interviews and news, science, pop culture and more. Podcasts on the network include Buried Bones with Kate Winkler Dawson and Paul Holes, That's Messed Up: An SVU Podcast, This Podcast Will Kill You, Bananas and more.
The Joe Rogan Experience
The official podcast of comedian Joe Rogan.