E105 - UC Playbook:Trust-Filled Communication

Unlock the secrets to building unshakeable trust in every word you exchange as we dissect Stephen M.R. Covey's "The Speed of Trust" with the insightful Jennifer Lacey. Transform your interactions with our three-pillar approach to trustworthy communication: harnessing honesty and courage to confront reality, refining conduct through respect and accountability, and fortifying commitment with an unyielding dedication to these values. This episode is your compass to navigate the complexities of communication, ensuring you leave a lasting impression of reliability and integrity in both personal and professional landscapes.

Embrace the transformative power of continuous improvement, the thread that weaves together all aspects of trust. This episode isn't just a lesson in effective dialogue—it's an invitation to join a culture where transparency leads to innovation, where mistakes forge pathways to learning, and where listening is as important as speaking. By embedding these principles into your life, you'll witness the blossoming of genuine relationships and opportunities. Plug in, as we offer a masterclass in becoming the communicator who not only speaks but resonates, with every word grounded in steadfast trust.

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Episode Transcript

Speaker 1 (00:00):
You want to talk right down to us and elanguishes
everybody here can easilyunderstand.
Do you understand the wordsthat are coming out of my mouth?
What?
Space one again.
Space one again.
I dare you, I double dare you.
What we got here is a failureto communicate.

(00:24):
Welcome to the Enthomoccommunicator podcast, where we
are here to bring enlightenmentto the topic of communication.
I'm excited today to bring youthis UC playbook, the Enthomoc
communicator playbook.
This is where we break down ourlast episode.
Our last episode was so fun tohave Jennifer Lacey on.
Jennifer talked with us abouttrust and a whole bunch of other

(00:44):
vulnerability things that everyword that she says was just
filled with so much enthusiasmand so much information.
Today, what I'd like to do isfocus on the idea of trust.
We dabbled in it for just alittle bit when we talked about
the book by Stephen Covey, andthat is Stephen M R Covey,
stephen Covey's son in the bookthe Speed of Trust.

(01:07):
Now we talked on one of thebehaviors.
He breaks down these 13behaviors, but we talked about
one particular behavior and thatwas of continuous improvement.
But what I wanted to do todayis take a deeper look at these
13 behaviors that Stephen M RCovey gives us in his book.
Now, 13 seemed like the lot tome.

(01:28):
If you're going to sharesomething in true uncommon
communicator style, we're goingto break it down a little bit
more clearer for you, for ourlisteners of the Enthomoc
communicator podcast, and whatI've done.
First, let's talk about the 13behaviors.
He broke them down into threedifferent categories, but 13
what he called specificbehaviors that you needed to

(01:50):
elicit to be able to build andgrow trust within your community
.
Now, the first one is on thecharacter timeline and it.
Well, these are the five ofthem talk straight, demonstrate
respect, create transparency,right to wrongs and show loyalty
, all in that character category.

(02:11):
In the competence category, hetalks about delivering results,
getting better, confrontingreality, clarify your
expectations and practiceaccountability, and then he
mixes the two together with thischaracter plus competence of
listen.
First, keep commitments, extendtrust.
But what I wanted to do is takea look at these.

(02:32):
I believe we can narrow themdown a little bit more clearer
for us and for our listenerstoday, especially when you dive
into the character.
The one thing that always kindof bugs me and I know it bugs
other people is when somebody isrepeating themselves, kind of
coming up with a point wherethey can have, where they can

(02:54):
kind of make it fit within theconfines of what they're trying
to give.
So he talks about talkingstraight and he also brings up
create, transparency and evenhis own description.
They're very similar.
And there's other items thatreally come out where I think we
can dive in just a little bitdeeper, make this more narrower.
I'm going to give you threebehaviors, things that you can

(03:15):
do, and one mindset, and withthose three things it will help
you become a better communicatorand better understand and
employ the attributes of trustin your communication.
How I broke these down is intothree things communication,
conduct and commitment.
And I by no means meant to makean alliteration, which I love,

(03:37):
by the way, love having analliteration.
These are just how these topicsfell into these categories, the
first one being communication,the next one conduct, the other
one commitment, and then thelast thing I'm gonna do is give
you a mindset, and that mindsetis to continuously Improve yet
another.
See for you to remember, toremember easily.
But on the idea of communication, there was five of his

(04:01):
Behaviors that fit on the lineof communication, talk straight.
That's really just about beinghonest, about being straight and
for Fort Worth, fort Worth,fort, right with your
communications, talk straight,create transparency.
That's very, very important inbuilding any kind of trust is to

(04:24):
be as transparent as I guessyou're willing to give yourself
out to be, but that comes from alevel of trust.
Transparency brings abouttransparency.
The next one was confrontreality, be able to look at
where you're, at what situationyou're in, and talk through it
to be able to really, reallyhave an attitude of finding what

(04:47):
the truth is.
And then the last one in thecommunication line was to listen
first.
And that one is a common thingamongst all of our discussions
in being a good communicator islearning how to listen.
So the first thing to do is, incommunication, talk straight,
create transparency, confrontreality and listen first.

(05:12):
So first there's communication,then there's conduct.
Now our conduct is there indemonstrating respect for people
.
That is something that you haveto show, you physically show,
and I believe sometimes it evenstarts with opening doors for
people, allowing people to seethe respect that you're giving
them by opening their way,letting them in through the door

(05:33):
.
The other one, through yourconduct, is to deliver results.
Don't just talk about them.
You can't just say I'm good atsomething you got, to show it
and bring the results.
Another aspect of conduct is towrite wrongs and that's to take
ownership for your wrongs andthen to correct them.
Sometimes it's not always goingto be in admitting that you're

(05:57):
wrong, but that's a great start,first admitting that you're
wrong, and then it's reallyabout taking the ownership of it
.
Sometimes how people Accept orsome how they perceive that
you're wrong, that is the right.
I mean they're right in thatand perceiving that because and

(06:17):
you have to correct those wrongs, right those wrongs and you do
that through clarifyingexpectations.
Those are the five things fromthe book, which is demonstrate
respect, deliver results, rightwrongs and clarify expectations.
You would think that clarifyingexpectations would fall under
the communication, but I thinkit's a little bit deeper in here

(06:38):
, specifically when you'retalking about clarifying
Expectations of behaviors, doingthat up front.
These are the expectedresponses that you want from
yourself, that you're going toshow as well as you would expect
from, say, your direct reportor anyone in any situation.
Understanding and clarifyingexpectations really brings about

(07:02):
a better result of buildingtrust.
The third category is commitment.
You have to show your loyaltyand showing your loyalty is
something that takes an outwardexpression of commitment to
somebody.
You're going to show yourloyalty to them and that means
defending them when it's theright time to defend them and

(07:23):
it's defending them when they'renot in the room.
That is showing loyalty.
The next one is to a practiceaccountability.
Make yourself accountable aswell as when somebody says I
want to be accountable to you.
When you practice this back andforth, it builds and brings in
trust.
That's all part of thatcommitment category.

(07:44):
Then, also in it is keep yourcommitments.
That's probably one of thebiggest things that you can do
in building trust is to do whatyou say that you're going to do.
Then the last one he talks aboutextending trust.
When you extend trust to people, sometimes it's not that they
have to earn it.
It's sometimes that you'regiving it as a gift.

(08:06):
When you give this trust first,you're open to give it first
that trust can be returned backto you.
You have to be willing.
That's really one of thetoughest ones for me as I look
at how guarded and how protectedI am.
Those are the conversations wetalk through with Jennifer Lacey
is in that I haven't beenwilling to extend that trust to

(08:28):
people, people that haven't evendisearned it, people that
haven't even done anything wrong.
But I'm guarded in that youhave to be able to extend a
little bit of trust to be ableto receive that trust back.
That's where you have to openup and, yes, I'm going to use
the word be vulnerable, in thatthat's not easy for a lot of us.

(08:50):
For a lot of people, givingthat level of trust really has
started to begin.
For me, the ability to become abetter improver, I can get
better at things as I allowpeople and trust people to
provide me feedback and knowthat I am going to be good with
the feedback that they give me.

(09:10):
I'm going to handle it.
Okay, that's about extendingtrust Really taking these 13
behaviors into three things Ourcommunication, our conduct and
our commitment.
I told you, I'm going to giveyou the final one, which is
continuously improve.
It's a mindset, the mindset ofgetting better, and this is one
of the 13 that was provided tous, but to me it wraps it all up

(09:34):
, wraps it together in a prettylittle bow for Christmas for
everybody.
It's really the mindset tocontinuously improve.
And here's a note, I've got toread this to you A mindset of
continuous improvementcontributes to building trust by
fostering open communication bylearning from our mistakes,
adapting to change, maintainingconsistency and encouraging

(09:59):
innovation.
When individuals see thatimprovement is not a one-time
effort but a continuous journey,they're more likely to trust
you and your commitment toexcellence and growth.
So, really, to wrap all ofthose together is to be a
continuous improver, and whenyou do that, you are a lot more
of all of those behaviors thatwe're talking about.

(10:21):
We're going to practiceaccountability, we're going to
keep our commitments, we'regoing to extend trust, we're
going to right the wrongs, we'regoing to deliver results.
When we have this mindset ofcontinuously improving, we're
going to talk straight and then,most of all, we're going to
listen first.
So, to me, of all of those 13behaviors that Patrick or not

(10:43):
Patrick that Stephen Covey hasgiven us, of all of these things
that he's provided to me, theidea of continuously improving
is the one that wraps them alltogether Our communication, our
conduct, our commitment,followed by our mindset to
continuously improve.
Now, today's UC moment is thisBuilding trust is an outcome of

(11:10):
your communication, your conductand your commitment, and that's
all I've got.
See you, bye, go, all right.