February 7, 2024 • 41 mins
Roy Reid is a sought-after speaker and co-author of The Trust Transformation, a program that helps people improve their health and performance in personal and professional life. Roy introduces The Spin Chicks to the key principles of the program, including how harnessing the power of trust changes lives. Roy's personal experience surviving an acute aortic dissection adds a powerful and relatable element to his message. His ability to connect with audiences through his engaging and entertaining speaking style, combined with the immediate usability of his content, is impactful and leaves a lasting impression.
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Episode Transcript
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(00:07):
Hey to show. Hey Erica,how are you? I'm doing great?
Thank you. Welcome to another episodeof The spin Chicks today. I think
we're gonna kind of dive in rightnow and talk about networking before we get
into our guest. And Michelle,you are so good at networking. That's
probably not my strength, but youI can learn a lot from you from
(00:28):
networking, So tell me, like, how do you do it well?
I can learn a lot from youabout fonts and branding, so networking.
I think the key to networking isjust not being afraid to reach out to
somebody and say I really want tolearn something from you, whether you know
this person or not, and drawup a list and say here's ten aspirational
(00:52):
people I want to talk to andask other people for help. I recently
talked to one of my clients isan ACE at the WARD, and I
recently talked to one of our captainsabout networking and made some suggestions to him,
like reach out to the sids,reach out to some different people that
you want to get to know betterand ask them how they got to where
they are. People love to talkabout themselves. Isn't that why we have
(01:15):
a podcast and ask them, howthey got to where they are, why
they're doing what they're doing, whatthey love about it, And then at
the end of that fifteen minute orthirty minute conversation, don't be afraid to
say to them, Hey, isthere somebody else you'd recommend that I talk
to? Or if I'm looking ata job, could I reach back out
to you and ask you to lookat my resume or look at my cover
(01:36):
letter or whatever. Do you knowsomebody there? Nine times out of ten,
one hundred times out of one hundred, that person if you impress them.
And I do know somebody that calledone of these people one time and
did not impress them, and shecalled me back and said, oh,
she's going to have a fun timegetting a job. But nine times out
of ten, these people are goingto say, of course, yes,
reach back out to me. SoI think the key is to reach back
(01:59):
out to that person. So absolutely, I think. I mean, networking
is something that it's just a powerfultool, and I know sometimes it's more
difficult to do, especially if you'reused to just being on a screen or
texting, or maybe you don't likeyou know, it's a little bit outside
your comfort zone to do that.But I would have to say the phone,
(02:19):
right, that's yours. I know, I know, it's like the
old fashion thing, like back inthe back in the day. I mean,
that's just what we did. Wepicked up the phone. There was
a little bit of fact sing andnow I get it, you know,
I think there's more efficient ways tocommunicate, but sometimes just the good old
fashion pick up the phone, writethe thank you note. Just those little
things go a long way toward justmeeting people. And who knows, maybe
it's a frind, maybe nothing comesout of it, or maybe it's a
(02:43):
job or a friend with a friendwith a job. So I think it's
valuable. And you know, aslong as we've been in the business,
I mean, I don't think youhave to stop networking. In fact,
you know, starting this podcast withyou, I mean we've typically interview people
that we've known along the way,but I think we had an opportunity recently
to kind of go outside our comfortzone and talk to someone that maybe we
(03:06):
didn't know. Yes, today we'regoing to talk to Roy Read on our
podcast Describe America. Well, he'san author. I think he's an entrepreneur.
He's someone who is in the marketingand media space. He also had
a life changing medical event that we'regoing to talk about a little bit.
But he has focused his kind ofpassion on the concept of trust and how
(03:29):
trust works in corporate relationships in thecorporate space. But I think we can
both relate to maybe some of thoseaspects. I mean, everybody needs a
little more trust. And it waspretty interesting how he came to us.
Like someone that's in my indies group, my PRSA indies group that we've talked
about, Wendy form Orlando, reachedout to me and said, hey,
(03:50):
would you like to have Roy onyour podcast? You could talk about trust
and that's important in coaching and relationships. And I was like absolutely, And
then of course I got in touchwith you and Jack, our producer,
and said, hey, do youguys think that this would be okay to
talk to you? Hey, yes, we can talk to anybody we want,
but you know, listen. Thisinvolved a little more traditional research,
(04:12):
and again we ended up going twoparts because I think we wanted to introduce
our listeners to Roy what he coaches, and then about his personal experience,
and then we kind of flipped thescript a little bit and how it relates
to trust relates to working in sports, which is more familiar to you and
I yeah, And this particular episode, we're going to talk to him.
It's coming out for a Heart healthmonth in February. Really important topic to
(04:38):
talk about how you can be healthyand some of the things. He doesn't
give any tips on how to bemore healthy. I don't think he's going
to give us any but he talkedto us about trusting your doctors and trusting
yourself first before you can trust yourdoctors. Very interesting. I'm really excited
to talk to him. Me too, Me too, And I think,
like we said, we're going todo part one. We're going to talk
about the concept of trust, getto know Roy a little bit better,
(05:01):
and then we're going to take itin the next step in part two.
So join us, Roy, Thanksfor joining us today. We are excited
to talk to you about trust,and so I think just to get us
started, let's just dive right inand let's talk about your project, your
(05:21):
kind of life's work, the TrustTransformation. What exactly is it? Well,
thanks for having me. I'm excitedto be here and always ready to
talk about trust. The Trust Transformationis an evidence based program that I developed
with a co author, doctor RamirahMansfield, and evidence based in that we
(05:45):
put together this program for initially atraining program for Advent Health, which is
a large healthcare provider around the country, hospitals in probably ten states, ninety
three thousand employer ways. We launchedit here in central Florida where I'm located,
and to date they've trained probably seventhousand people in the program. And
(06:09):
the program's purpose is to teach peoplethe primary ideas around trust, the benefits
that trust provides in building better relationships. And what we really prove out in
the program is that when you improveyour relationships, you improve your results.
And that happens in your health,it happens in your well being, and
(06:30):
it happens in your work, andit happens in your home. And so
we were really pleased coming out ofthe gates to see so many people impacted
by it, and today we're takingit as widely as we can. And
that seems like something that everybody wouldwant, right if you have trust in
(06:51):
your workplace or trust at your home, then it seems like something everyone would
want. So it sounds like areally cool program. I'm excited to talk
about this. What inspired you todevelop this program. So my journey's been
very interesting. Professionally. I've spentmost of my career in public relations communications,
(07:13):
and back in two thousand and seven, I was a partner in a
public relations firm. We did alot of issues and crisis communications, and
I was struggling to figure out howcould I better convey an idea to my
clients about ethical behavior, about whatkind of why you invest in the communications
that we wanted them to do,knowing that over time when we build those
(07:38):
relationships, we get better results.And trust became the center point of that
idea, and so developed some keyconcepts. Back then, spent some time
working at the University of Central Florida'sCollege of Business, refined a lot of
those ideas, started getting some interestfrom companies, went in and started training
(07:59):
some leader teams, and then intwenty sixteen, A Health recruited me to
come there and had an in housepublishing team and in house education team.
They were intrigued by the program.We looked at how we could add the
elements of health and wellbeing. Irecruited doctor Mansfield to come on board,
(08:20):
and that's the journey that brings usto where we are today. So let's
just break it down to basics.I mean, how do you define trust
and how do you essentially coach it? Great question. The Dictionary definition of
trust is the assured reliance that wehave in people or organizations. What we
(08:43):
try to do and the trust transformationis break this down into very actionable ideas
because trust, like love and otherwords, have these wide sweeping meanings to
them and a lot of interpretation tothem. What we found is that trust
is really driven on two big drivers, one's emotion and the other's experience.
(09:05):
So when you think about your relationships, there's that initial engagement that's very emotionally
driven, that how you're responding tosomebody and engage with them. But over
time, we really solidify trust withthe performance that we have with people,
how consistent we are in the thingsthat we do. So when we take
those two big drivers, we lookat attributes. So we have really four
(09:31):
big attributes for developing transformational trust,and it begins with being trustworthy, which
is different than trusted. Trustworthy iscongratulations you've earned the right to be trusted,
And it's that idea too, ofreally trusting yourself first. Then there's
authenticity which really kind of leans towardsthat emotional scale, dependability that leans on
(09:56):
that experiential scale. And when thosethree are present, the third attribute of
trust comes into play, which isinfluence. And that's really kind of the
leadership differential and the real transformational aspect. What do you do with that trust
once you've earned it? So whenyou're trustworthy, that's the first part of
(10:16):
it, right, you want tobe trustworthy people think you're trustworthy, or
you like, how is that determined? So then you can influence. I
love the nuance of this question becauseit really does speak to the core principle
that if you get this part right, it's so much easier to do the
(10:37):
other things. And so trustworthiness isreally those ideas around integrity, attitude,
those key ideas about your makeup internallyas it relates to being trustworthy. Trustworthy
is also learning to trust yourself andholding yourself accountable to the things that are
(10:58):
important in that guard And along withthese attributes come a set of guiding principles.
And so when we think about theidea of being trustworthy, we're really
building trust from the inside out.We're making it work within ourselves first,
and then we're doing it with otherpeople. Can you give us an example
(11:20):
of that. I'm sorry, Erica, I didn't mean to interrupt you.
Good. Can you give us likea real life example, like something that
people can say, Oh, okay, I get that, Like I understand
what trustworthy means. But I justthink it's interesting because it's along the spectrum
of one two three four. I'msure it doesn't go one two three four
exactly make a one three one two, you know, back and forth.
(11:43):
But what's an example of that,like a real life example? Perfect.
So a couple of thoughts to sharewith you first is when when we're confronted
with traumatic change or something we gothrough, often times we find ourselves in
a position where we have to startover or learn to do something again.
(12:05):
So in my case, I hadsixteen hundred and ninety three days ago what's
called an acute aortic dissection. Allthat to say, my heart was splitting
open and I had to get emergencysurgery to replace the entire upper arch of
the aorta. That constituted being insurgery six hours, in a coma for
(12:28):
a week, in a hospital fora month, out of work for six
months, and so I had tolearn to trust myself at a different level
than before that occurred, Right,And so the practical application for this is
ensuring that I'm living with the integrityand the consistency in my life that my
(12:50):
new heart needed, that my newlifestyle needed. I had to build that
up with my family, with thecaregivers. I had had to really approach
life from a very different perspective becauseof what had changed in my life,
and so I had to really trustmyself to do things completely different in some
(13:13):
cases. You know, how Iapproached nutrition, how I approached exercise,
Take the lessons that I was learningfrom the caregivers and apply it in such
a way that I could come backto work function at my highest and best
use. And so began setting goalsthat I had to again trust myself to
do that build that authentic relationship withinAnd you know, I'd say that the
(13:39):
manifestation of that was completing my firsthalf marathon about a year later. Wow,
well that's pretty amazing. I knowwe had planned to talk a little
bit about about your recovery and theissue that you had, So I don't
want to gloss over that, butI just want to go back to one
thing when when you're teaching this,or when you're I mean, how do
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people like, how do you knowwhen they're kind of getting it? Because
I think it seems like a lotof it is very overwhelming but basic at
the same time. So do youget people just kind of like, do
you're in the headlights or are theyjust like, how best to process all
this information to kind of really learnand be able to execute these things?
That's a great question. And understandingthat trust is a very visceral experience for
(14:26):
all of us. So when Isay to a group, or I can
just say it here, when youthink about the people that you trust the
most, you warm up, yousmile, you engage in understanding that.
When I tell you to think abouta moment where trust was broken, you
can feel that too in your gut. It hurts. There's pain associated with
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that. So one of the functionalthings that we do in the training is
really start pointing those things out earlyin the conversation. So we may ask
the group to identify three people thatyou trust the most, right the attribute
down in one more description as towhy, and then really start to see
how that aligns with those two driversof emotion and experience. The other thing
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that we'll do is have practical exercisesthat open up some really important ideas.
For instance, we teach that you'realways going to have four types of relationships
in your life. You're always goingto have advocates, people that drop everything
and are there in a heartbeat tosupport you. Allies who tend to support
(15:30):
you but might need a little moreencouragement. Agnostics people that have it yet
really developed an opinion about you.Maybe they're new to your team, or
to your neighborhood or to your work. And then you're going to have adversaries.
And we teach to the idea thatwe use this as a condition filter,
not a judgment filter, so youdon't write off your adversaries. You
(15:52):
may have an adversary in your worklife that you need to move to an
ally position to better do your job, and so what can you do to
take responsibility for that relationship, whichis the second guiding principle to move them
in the right place. Yeah,I feel like this is a little off
script, but I feel like thisis kind of you and I Erica as
(16:15):
podcast partners, and how sometimes someof the things, you know, we
we have some conflict at times andsometimes we get along so amazing. I'm
like, how is this. Ihaven't I haven't seen this person hardly at
all in twenty years in person.And we can get on the phone with
each other and talk about anything,and when we have conflict. At first,
(16:37):
when we had conflict, I don'tthink we trusted each other, but
you know, it was also Itotally I'm so like into this whole thing
because I think the trust from inside, like you're saying, with what happened
with your heart, you had totrust yourself and then you had to almost
be like an example for your foryour family and for your doctor. Is
(17:00):
that you know, you couldn't wakeup, open up your eyes and be
freaked out and you had to trustyourself. And so I think that's a
really important and that's a big let'ssay, that's a big stretch for the
workplace. It's not that somebody hasthat kind of a surgery every day,
but in the workplace or in awork in a work relationship, you know,
interesting to think how those two coincide. So we're not adversaries, are
(17:23):
we Erica? H No, we'renot. But I think part of that
is because we've known each other forso long and I think you know how
they say you have those people thatyou just know that you can pick right
up where you left off, andso I don't have any like I think
part of it is, like yousaid, trust yourself, but give the
other person also the benefit of thedoubt when you're trying to kind of work
(17:47):
through some things and just know thatyou know, you just have those intrinsic
things in your relationship. But you'retalking about also what about and this is
a little off script as well,But here we are and you're in the
workplace, and I think there's somegenerational things that can happen there when people
come in and it's like you're justyou're trying to do your job together,
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but there's that initial kind of likeyou don't trust them. And how long
does it take for that to happen? And when can people really kind of
let go of certain things and justreally focus on the job and doing the
job and learning from each other.That's a mishmaster. Yeah, I love
this question and it speaks to thoseWell, I'm a loving guy. But
(18:34):
one of the great stories that myco author loves to tell is she's a
she's a she's an emergency room physicianby training. She's a chief medical officer
at her hospital. When we firstmet, she was running the emergency department
at one of our facilities, andand we had just started this journey together.
And one of the things that Ishared with her when I unpacked it
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was, all of this is tomake sense, and it's going to be
a lot of head nodding, andyou're going to see the common sense in
it. This really manifests and kicksin about a month later, and what
happens is you'll find yourself in aposition where the filter goes down and these
attributes and these guiding principles start tokick in. And about a month later,
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I get a text message from herthat says, I get it,
And so I called her up.I said, what happened. She said,
I'm in a meeting. There's there'sa group of people, and we're
always in this meeting, and there'sthis one other person. Every time we're
in the meeting. She and Igo at it, and it's it's it's
never good, and it's gotten.It had gotten to the point where if
(19:42):
I saw her walking down the hallway, I would duck in the lady's room.
To avoid a conversation. And wewere in this meeting, a familiar
workplace for everybody, doesn't it letyou work at home? My husband works
here sometimes too. She said,we're about to go at it. I
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can feel the heat coming up,and then all of a sudden, one
of the things that races through mymind is I just can't trust her.
But what came racing back at mewas why doesn't she trust me? And
she said that hurt to the pointthat I felt like I had never really
taken responsibility for this relationship, andso I reached out. We started to
(20:29):
have a conversation, and what theydiscovered was they were both passionate about the
same thing, which is caregiver wellbeing. Omira had been really looking at
it from a physician point of view, this other person from a nursing point
of view. There's natural conflicts thatmight be in that, but as they
began working through that, they becameeach other's advocates for those ideas. And
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what Omaira will tell you in thisstory is that she would never have become
qualified to be a chief medical officeor without this relationship in her life,
and she would have never had thatrelationship had she not taken that action to
really stem the tide and transform thatfrom an adversarial to a more advocate style
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relationship. That's the power here,is your ability to engage with somebody to
move that needle and to transform therelationship. But I want to be clear,
it's not a panacea. It doesn'twork every time. And their trust
is one of those things that youhave to be given by somebody else or
and you have to give it right. So there's always that part of it.
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So when you trust somebody, Idon't want to like mash words together,
but when you trust yourself and someonetrusts you and you you are you
want to insert influence in a placelike you want to be an influencer of
sorts where like can it keep doing? Can you keep doing that? Yeah?
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And the key in that lies inthat experiential plane, and the guiding
principle for that experiential part of trustis that we keep our promises and communicate
consistently. And that particular guiding principlehas two ideas driving it, because you
can make a promise and you canstrive to keep it, but sometimes you're
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going to fall short. We're allhuman. We make mistakes, Some deadlines
get missed because something out of ourcontrol affects it. But if you're communicating
consistently, you're managing that expectation thatpeople have, and so it's much easier
to recover when it doesn't happen.And so over time, that gives us
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that consistent, reliable performance that peopleare looking for. So what's the hardest
thing to kind of implement when you'reteaching this program? What's the heart thing
for people to accept? So there'san exercise that we have as part of
this program, and it's consistently theone that as we go through it in
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the workshop, I see people reallystruggling, But when I hear back from
them weeks or months later, it'sthe one that made the biggest difference,
and that is that we ask themto identify three types of people in their
life today, an ally, anagnostic, and an adversary. The ally
is somebody perhaps that they have agood relationship with, but they could always
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make it better. The agnostic andmaybe someone new to their work team,
or somebody new to their neighborhood ortheir church or their community service group.
And then the adversary is the adversarysomebody that either trust has been broken with
needs to be repaired, or somebodythat they just can't seem to earn it
the way they need to. Andwhat we asked them to do is think
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about what which of the principles thatthey've learned in the class could really help
move the needle with that person.So is it about spending more time or
having more presence with them, isit really giving them more insight into your
integrity or the things that you do, or if trust has been broken with
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the adversary, where might that repairneed to be? And by understanding all
of the pieces and parts, itreally gives kind of a diagnostic tool to
say where do I start. Then, once they've started, we want them
to envision what does it look likewhen trust is flourishing and be very specific
in that what is happening, what'sdifferent, what's better? How are you
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better? How are they better?And most people, when they start that
exercise, they don't want to talkabout the adversary. Some don't even want
to acknowledge that they have one,but we all do. And that's the
heavy lift is is to approach thatperson, to work with that person,
and to transform that relationship and sothat's a very practical application of what they
(25:07):
walk out with. Okay, socan you be your own adversary at times?
Now? That's I think that Ishall tell you what I worked on
it. I just I've just finisheda free mini course that we're going to
launch here shortly, and and it'son the four kind of relationships. And
(25:30):
I there was a point at whichI struggled with the idea of unpacking this
concept of the fact that you dohave those same those four voices are in
your head all the time, andyou do have to battle those. You
do have to to embrace the ideathat if you're not your own best advocate,
nobody will be if you're not,if you're not in alignment with your
(25:53):
belief system that keeps that consistency there. Uh. And there are parts of
ourselves that can be very surprising thatwe may not know how we may react
to something some days and go wheredid that come from? And then there's
the days where you're an adversary andI think of things like imposter syndrome.
I think of things like fear thatcan get in the way, and fear
(26:18):
is really the enemy of trust.And when I go into organizations in a
crisis situation, and I use thisas a predicate to begin get them ready
to respond to things that are happening. It's really fear that we're battling.
It's that fear that people have thatshut them down and they don't want to
engage. Wow, that is reallyinteresting. I think as an independent I
(26:42):
suffer from imposter syndrome sometimes and sometimesErica and I have talked about this a
number of times, and it's interestingimposter syndrome and where that is. So
you spoke about putting together a minicourse. What types of companies and people
do you work with in terms ofcoaching the trust transformation? Is there one
(27:03):
you talked about Advent Health, butis there one that stands out for you?
Healthcare is big for this. Healthcarehas a lot of opportunity to improve
their relationship with the employees, withthe people they serve, the patients,
the family, healthcare. Well healthcareis such a personal experience and we see
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it all the time. It's fromthe moment you walk in, you're under
stress. You're under duress. There'sthings that you're dealing with that may be
the most difficult or horrible thing thatyou've ever had to deal with. And
what's been most exciting for me inthat space in particular, are the shifts
that we see occur when a leadershipteam subscribes to these ideas. So one
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of the outputs of the training fora leadership team is to develop a contract
with each other that says, theseare the principles and ideas that we're going
to live up to. Along withour mission, our vision, our values,
we have a trust contract that definesthe behaviors that matter most in building
trust. And I had the opportunitya year ago to go into a hospital
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that had some terrible performance numbers.They were in the lower twenty five percent
when it came to patient experience inthe emergency department and the lowest five percent
when it came to hospital based infections. A year later, with this in
place, they moved to the topseventy five percent on patient experience and to
the top ninety five percent for hospitalbased infections. And as of the last
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time I talked to the CEO,they had zero And so that kind of
transformation just on the number side ofit alone is incredible. But there are
lives that are saved when you caneliminate hospital based infections, and so that
has been the encouraging moment for meto take a look at that. But
I work with professional associations, Iwork with community service organizations, I work
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with small business owners that everybody benefitsfrom improving the trust that they have in
their relationships. Is there an industrythat maybe you'd like to work with in
the future or think that could benefitthe most from coaching, and like,
don't say sports because we decided wewant to cover sports separately. We already
(29:26):
know that we'll have a part twoof this. Okay, don't ask so
many of those pop culture sports questionsyet, Erica, Well, I would.
I would say that anytime I geton an airplane, I want to
help the airline industry. I thinkthe experience lets me off on a regular
basis. I'm I'm excited about alot of different industry opportunities here. I'm
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also excited when I get to workwith a public agency, a government,
a agency. And you know,when we when we surveyed the political landscape
right now, I think there's alot that could be done to alleviate some
of the more divisive things that areout there. If we all came to
the table and approach it in away that we want to earn trust first
(30:18):
and then position ourselves whatever it isthat we're going to do so by roy
an airline ticket to go to firstclass to get to Washington, d C.
Sometimes I get all of them atonce. Well yeah, I mean,
I obviously we didn't say politics,you know, is it? I
(30:38):
mean, do you really think it'spossible, truly possible to operate from I
mean, can can people really buyinto this and do this? Because I
feel like, especially now and maybepeople may or may not agree with this,
And I think we talked a littlebit before when we when we first
talked to you about people operating froma level of distrust that you're almost like
(31:03):
you're not even starting at baseline,like you're starting here, and it's just
is it truly possible, you know, to be in a place where you
can function with these principles. Youbring up the research that we shared when
we first met, and Edelman doesthe Trust Barometer every year, and their
(31:23):
takeaway two years ago is it distrusthas become the default human emotion. So
the answer is yes, and inthat we do start at a deficit.
The last five years has conditioned peoplein ways that we probably could not have
imagined to really put them in thatstate of distrust. However, in every
(31:48):
in every organization that I've had theopportunity to work with, there there are
there are those who embrace, andthere are some maybe initially who resist for
whatever reason. We all come fromdifferent backgrounds, and part of the exercise
is to understand that level setting thatneeds to take place, that we need
to not assume that all of ushave the same wiring, training and understanding
(32:15):
of trust. And so we've gotto bring others along, and that requires
some patience, It requires some toughconversations along the way. We talk a
lot about candor in the program andthe idea to foster that candor so that
as somebody may have a tough timenavigating it, we can help them get
through it, don't you think sometimestoo, when it comes to and I
(32:37):
don't know this, but you couldtell me when you talk to people I
know different. I've had different trainingprograms at different places I've worked, and
sometimes somebody that is a real jerkof a boss or a person is the
one that comes in and says we'regoing to do this training and the problem
is is people don't trust that personand respect that person. I can think
(32:59):
of a training that I did afew years ago at an employer and a
lot of people. Most of thepeople in the room thought this could be
a great training, but it's comingfrom this person that we don't like or
trust. Really, So, isthere a time where you've had to deal
with that? Yeah, you bringup a great point. In the near
(33:21):
twenty years that I've done this indifferent areas and different capacities, it's failed
two times, and in both casesit was the leader that brought me in.
And I use air quotes because inone case it was a reluctance that
the person had to it. Ishowed up to do the training and this
(33:43):
leader didn't even introduce it, didn'teven talk about it. It was just
kind of a cold start, whichtold the room that she didn't care,
it wasn't her priority to do anythingwith this. And in the second case,
I felt, as I look backon the experience, that that particular
leader had done it more for showas a as a means of masking a
(34:08):
very distrustful approach to how he led, And so it won't work without the
leader having the credibility to bring thatprogram in a from a culture and organizational
standpoint, So that's a big barrierif that's not present. Well, let's
(34:30):
go back to I know you touchedon this a little bit when we were
talking, but in twenty nineteen youdid have a very very serious, life
threatening medical issue that ultimately you know, you got a second chance. So
can you just tell us a littlebit more about how that's affected you kind
of going forward and just maybe yourplans and passion for this project. I
(34:52):
appreciate that I mentioned before. Youknow, I count my days because there's
a every healthcare provider that I've metin the days that followed that acute aortic
dissection. And again, the technicalterm that I use just simply means that
my heart was splitting open, andin my case, it was from the
(35:15):
carotid arteries near the neck all theway down into close to where our stomach
is, requiring the surgeon to completelyreplace the upper arch of my aorta.
So thirty percent of my heart isnow synthetic material. There's interesting moments to
(35:35):
me that I can only count towardmiraculous opportunities. The fact that I woke
up in the middle of the night. Most people that this happens to they
just don't wake up. My wifeand I drove to the emergency room and
probably would not have survived had wecalled an ambulance, because the tendency would
have been to work on me onmy living room floor and probably would have
(35:58):
led out. A nurse once wehit the emergency room, recognized that I
had no feeling in my arms andlegs, and he called out for a
CT scan and an airlift to thehospital where I needed to go. But
I was in surgery for six hoursto repair this, and because it took
so long, they thought that thelack of oxygen would cause permanent brain damage,
(36:21):
so they said they wanted me torecover by putting me in a coma,
and I was in a coma fora week, and the prevailing idea
was that there was no prognosis fora positive outcome, that if I lived,
I would require nursing care for therest of my life because there would
be cognitive damage that would have wouldoccurred. And none of that happened.
(36:42):
So I wake up on day sevenand I'm able to start my recovery.
And then, as I mentioned before, the big lift for me was learning
to trust myself and everyone around me, and then really earned their trust to
continue pursuing those things so that wecould all move forward together. Wow.
(37:07):
Yeah, that's that's a lot.So well, we are glad you are
still here and still coaching trust andjust you know, trying to make the
world a better place. One Well, I would be remiss if I didn't
say that the reset for me wasin my purpose and so today it's it's
(37:31):
four things. So I love people, I'm very grateful for everything I have.
I try to give generously in everyaspect of my life, and I'm
going to make a difference one wayor another when I get involved with an
organization and a professional sense or diveinto something in the community. That's that's
(37:52):
that's how it's going to go.That's really awesome. That's really cool.
Well, this has been part onewith Roy, and we loved hearing about
how he's worked with companies. Butnow in part two, we want to
pick his brain on sports and howthe trust transformation relates to sports. So
(38:16):
tune in to part two. Roy'vebeen fantastic. I feel like I feel
like we've bonded with you, butI feel like, just listening to you,
Erica and I in our minds havebonded with each other a little more
as podcast partners. Correct, weare not adversaries. We are allies for
sure. Yay. Yeah, butagain, there's a lot of things that
(38:38):
you pointed out, and you knowwhat I mean, It's not an overnight
process, so I think it's goodto just I mean, this applies to
everyone. So whether you like sports, pop culture or not, we're talking
about trust, and next Episodell,we'll dive into a little bit more with
sports and pr because trust in thosetwo sometimes don't seem like they go together.
But we're gonna we're gonna like youweigh in on that. So thank
(39:00):
you and you tune in for parttwo. I'm glad that we kind of
stepped outside our comfort zone in termsof guests that we didn't necessarily know.
That was wonderful. I mean,Roy has an incredible story and just the
whole idea of trust and the trusttransformation and his coaching pretty insightful. I
(39:22):
loved what I felt like I learnedtalking to him that he had to learn
to trust himself when he came outof the coma that they put him in
I'm Not Coma. I'm not surewhat you would call that. Maybe it
is coma that he had to learnto trust himself before he started to trust
the doctors so that he could moveforward with what was going to be next
(39:45):
in his life. I found himfascinating to talk to, and for more
on his story, you can goto his website Roy w Read and Read
is r E I D so Ry w R E I d D dot
com. He's a He was fantastic, absolutely, and I feel like so
(40:06):
many people could benefit from some ofthe guidelines that he teaches. Even like
he mentioned those mini courses, Ireally feel like I need to follow up.
Would love to do a mini course. I know, Michelle, you
and I were like, we definitelylearned from this even in our own process
of working together and you know,as far as our podcast partnership. But
I think there were so many takeawaysfrom that that you can use not only
(40:28):
in work, but just in life. So it was very interesting and I'm
looking forward to joining him in thenext episode when we talk a little bit
more about sports. Yeah down theroad where we're gonna talk to him again
and have another episode where we talkedto him more like you said, Like
howadays with sports? So follow thespin Chicks. Comment on the spin Chicks
(40:49):
like, give us some likes,give us a follow, Tell your friends
and listen to some of our oldepisodes if you could be missed a few. Yeah,
Hey to show. Hey Erica,how are you? I'm doing great?
Thank you. Welcome to another episodeof The spin Chicks today. I think
we're gonna kind of dive in rightnow and talk about networking before we get
into our guest. And Michelle,you are so good at networking. That's
probably not my strength, but youI can learn a lot from you from
(00:28):
networking, So tell me, like, how do you do it well?
I can learn a lot from youabout fonts and branding, so networking.
I think the key to networking isjust not being afraid to reach out to
somebody and say I really want tolearn something from you, whether you know
this person or not, and drawup a list and say here's ten aspirational
(00:52):
people I want to talk to andask other people for help. I recently
talked to one of my clients isan ACE at the WARD, and I
recently talked to one of our captainsabout networking and made some suggestions to him,
like reach out to the sids,reach out to some different people that
you want to get to know betterand ask them how they got to where
they are. People love to talkabout themselves. Isn't that why we have
(01:15):
a podcast and ask them, howthey got to where they are, why
they're doing what they're doing, whatthey love about it, And then at
the end of that fifteen minute orthirty minute conversation, don't be afraid to
say to them, Hey, isthere somebody else you'd recommend that I talk
to? Or if I'm looking ata job, could I reach back out
to you and ask you to lookat my resume or look at my cover
(01:36):
letter or whatever. Do you knowsomebody there? Nine times out of ten,
one hundred times out of one hundred, that person if you impress them.
And I do know somebody that calledone of these people one time and
did not impress them, and shecalled me back and said, oh,
she's going to have a fun timegetting a job. But nine times out
of ten, these people are goingto say, of course, yes,
reach back out to me. SoI think the key is to reach back
(01:59):
out to that person. So absolutely, I think. I mean, networking
is something that it's just a powerfultool, and I know sometimes it's more
difficult to do, especially if you'reused to just being on a screen or
texting, or maybe you don't likeyou know, it's a little bit outside
your comfort zone to do that.But I would have to say the phone,
(02:19):
right, that's yours. I know, I know, it's like the
old fashion thing, like back inthe back in the day. I mean,
that's just what we did. Wepicked up the phone. There was
a little bit of fact sing andnow I get it, you know,
I think there's more efficient ways tocommunicate, but sometimes just the good old
fashion pick up the phone, writethe thank you note. Just those little
things go a long way toward justmeeting people. And who knows, maybe
it's a frind, maybe nothing comesout of it, or maybe it's a
(02:43):
job or a friend with a friendwith a job. So I think it's
valuable. And you know, aslong as we've been in the business,
I mean, I don't think youhave to stop networking. In fact,
you know, starting this podcast withyou, I mean we've typically interview people
that we've known along the way,but I think we had an opportunity recently
to kind of go outside our comfortzone and talk to someone that maybe we
(03:06):
didn't know. Yes, today we'regoing to talk to Roy Read on our
podcast Describe America. Well, he'san author. I think he's an entrepreneur.
He's someone who is in the marketingand media space. He also had
a life changing medical event that we'regoing to talk about a little bit.
But he has focused his kind ofpassion on the concept of trust and how
(03:29):
trust works in corporate relationships in thecorporate space. But I think we can
both relate to maybe some of thoseaspects. I mean, everybody needs a
little more trust. And it waspretty interesting how he came to us.
Like someone that's in my indies group, my PRSA indies group that we've talked
about, Wendy form Orlando, reachedout to me and said, hey,
(03:50):
would you like to have Roy onyour podcast? You could talk about trust
and that's important in coaching and relationships. And I was like absolutely, And
then of course I got in touchwith you and Jack, our producer,
and said, hey, do youguys think that this would be okay to
talk to you? Hey, yes, we can talk to anybody we want,
but you know, listen. Thisinvolved a little more traditional research,
(04:12):
and again we ended up going twoparts because I think we wanted to introduce
our listeners to Roy what he coaches, and then about his personal experience,
and then we kind of flipped thescript a little bit and how it relates
to trust relates to working in sports, which is more familiar to you and
I yeah, And this particular episode, we're going to talk to him.
It's coming out for a Heart healthmonth in February. Really important topic to
(04:38):
talk about how you can be healthyand some of the things. He doesn't
give any tips on how to bemore healthy. I don't think he's going
to give us any but he talkedto us about trusting your doctors and trusting
yourself first before you can trust yourdoctors. Very interesting. I'm really excited
to talk to him. Me too, Me too, And I think,
like we said, we're going todo part one. We're going to talk
about the concept of trust, getto know Roy a little bit better,
(05:01):
and then we're going to take itin the next step in part two.
So join us, Roy, Thanksfor joining us today. We are excited
to talk to you about trust,and so I think just to get us
started, let's just dive right inand let's talk about your project, your
(05:21):
kind of life's work, the TrustTransformation. What exactly is it? Well,
thanks for having me. I'm excitedto be here and always ready to
talk about trust. The Trust Transformationis an evidence based program that I developed
with a co author, doctor RamirahMansfield, and evidence based in that we
(05:45):
put together this program for initially atraining program for Advent Health, which is
a large healthcare provider around the country, hospitals in probably ten states, ninety
three thousand employer ways. We launchedit here in central Florida where I'm located,
and to date they've trained probably seventhousand people in the program. And
(06:09):
the program's purpose is to teach peoplethe primary ideas around trust, the benefits
that trust provides in building better relationships. And what we really prove out in
the program is that when you improveyour relationships, you improve your results.
And that happens in your health,it happens in your well being, and
(06:30):
it happens in your work, andit happens in your home. And so
we were really pleased coming out ofthe gates to see so many people impacted
by it, and today we're takingit as widely as we can. And
that seems like something that everybody wouldwant, right if you have trust in
(06:51):
your workplace or trust at your home, then it seems like something everyone would
want. So it sounds like areally cool program. I'm excited to talk
about this. What inspired you todevelop this program. So my journey's been
very interesting. Professionally. I've spentmost of my career in public relations communications,
(07:13):
and back in two thousand and seven, I was a partner in a
public relations firm. We did alot of issues and crisis communications, and
I was struggling to figure out howcould I better convey an idea to my
clients about ethical behavior, about whatkind of why you invest in the communications
that we wanted them to do,knowing that over time when we build those
(07:38):
relationships, we get better results.And trust became the center point of that
idea, and so developed some keyconcepts. Back then, spent some time
working at the University of Central Florida'sCollege of Business, refined a lot of
those ideas, started getting some interestfrom companies, went in and started training
(07:59):
some leader teams, and then intwenty sixteen, A Health recruited me to
come there and had an in housepublishing team and in house education team.
They were intrigued by the program.We looked at how we could add the
elements of health and wellbeing. Irecruited doctor Mansfield to come on board,
(08:20):
and that's the journey that brings usto where we are today. So let's
just break it down to basics.I mean, how do you define trust
and how do you essentially coach it? Great question. The Dictionary definition of
trust is the assured reliance that wehave in people or organizations. What we
(08:43):
try to do and the trust transformationis break this down into very actionable ideas
because trust, like love and otherwords, have these wide sweeping meanings to
them and a lot of interpretation tothem. What we found is that trust
is really driven on two big drivers, one's emotion and the other's experience.
(09:05):
So when you think about your relationships, there's that initial engagement that's very emotionally
driven, that how you're responding tosomebody and engage with them. But over
time, we really solidify trust withthe performance that we have with people,
how consistent we are in the thingsthat we do. So when we take
those two big drivers, we lookat attributes. So we have really four
(09:31):
big attributes for developing transformational trust,and it begins with being trustworthy, which
is different than trusted. Trustworthy iscongratulations you've earned the right to be trusted,
And it's that idea too, ofreally trusting yourself first. Then there's
authenticity which really kind of leans towardsthat emotional scale, dependability that leans on
(09:56):
that experiential scale. And when thosethree are present, the third attribute of
trust comes into play, which isinfluence. And that's really kind of the
leadership differential and the real transformational aspect. What do you do with that trust
once you've earned it? So whenyou're trustworthy, that's the first part of
(10:16):
it, right, you want tobe trustworthy people think you're trustworthy, or
you like, how is that determined? So then you can influence. I
love the nuance of this question becauseit really does speak to the core principle
that if you get this part right, it's so much easier to do the
(10:37):
other things. And so trustworthiness isreally those ideas around integrity, attitude,
those key ideas about your makeup internallyas it relates to being trustworthy. Trustworthy
is also learning to trust yourself andholding yourself accountable to the things that are
(10:58):
important in that guard And along withthese attributes come a set of guiding principles.
And so when we think about theidea of being trustworthy, we're really
building trust from the inside out.We're making it work within ourselves first,
and then we're doing it with otherpeople. Can you give us an example
(11:20):
of that. I'm sorry, Erica, I didn't mean to interrupt you.
Good. Can you give us likea real life example, like something that
people can say, Oh, okay, I get that, Like I understand
what trustworthy means. But I justthink it's interesting because it's along the spectrum
of one two three four. I'msure it doesn't go one two three four
exactly make a one three one two, you know, back and forth.
(11:43):
But what's an example of that,like a real life example? Perfect.
So a couple of thoughts to sharewith you first is when when we're confronted
with traumatic change or something we gothrough, often times we find ourselves in
a position where we have to startover or learn to do something again.
(12:05):
So in my case, I hadsixteen hundred and ninety three days ago what's
called an acute aortic dissection. Allthat to say, my heart was splitting
open and I had to get emergencysurgery to replace the entire upper arch of
the aorta. That constituted being insurgery six hours, in a coma for
(12:28):
a week, in a hospital fora month, out of work for six
months, and so I had tolearn to trust myself at a different level
than before that occurred, Right,And so the practical application for this is
ensuring that I'm living with the integrityand the consistency in my life that my
(12:50):
new heart needed, that my newlifestyle needed. I had to build that
up with my family, with thecaregivers. I had had to really approach
life from a very different perspective becauseof what had changed in my life,
and so I had to really trustmyself to do things completely different in some
(13:13):
cases. You know, how Iapproached nutrition, how I approached exercise,
Take the lessons that I was learningfrom the caregivers and apply it in such
a way that I could come backto work function at my highest and best
use. And so began setting goalsthat I had to again trust myself to
do that build that authentic relationship withinAnd you know, I'd say that the
(13:39):
manifestation of that was completing my firsthalf marathon about a year later. Wow,
well that's pretty amazing. I knowwe had planned to talk a little
bit about about your recovery and theissue that you had, So I don't
want to gloss over that, butI just want to go back to one
thing when when you're teaching this,or when you're I mean, how do
(14:01):
people like, how do you knowwhen they're kind of getting it? Because
I think it seems like a lotof it is very overwhelming but basic at
the same time. So do youget people just kind of like, do
you're in the headlights or are theyjust like, how best to process all
this information to kind of really learnand be able to execute these things?
That's a great question. And understandingthat trust is a very visceral experience for
(14:26):
all of us. So when Isay to a group, or I can
just say it here, when youthink about the people that you trust the
most, you warm up, yousmile, you engage in understanding that.
When I tell you to think abouta moment where trust was broken, you
can feel that too in your gut. It hurts. There's pain associated with
(14:46):
that. So one of the functionalthings that we do in the training is
really start pointing those things out earlyin the conversation. So we may ask
the group to identify three people thatyou trust the most, right the attribute
down in one more description as towhy, and then really start to see
how that aligns with those two driversof emotion and experience. The other thing
(15:09):
that we'll do is have practical exercisesthat open up some really important ideas.
For instance, we teach that you'realways going to have four types of relationships
in your life. You're always goingto have advocates, people that drop everything
and are there in a heartbeat tosupport you. Allies who tend to support
(15:30):
you but might need a little moreencouragement. Agnostics people that have it yet
really developed an opinion about you.Maybe they're new to your team, or
to your neighborhood or to your work. And then you're going to have adversaries.
And we teach to the idea thatwe use this as a condition filter,
not a judgment filter, so youdon't write off your adversaries. You
(15:52):
may have an adversary in your worklife that you need to move to an
ally position to better do your job, and so what can you do to
take responsibility for that relationship, whichis the second guiding principle to move them
in the right place. Yeah,I feel like this is a little off
script, but I feel like thisis kind of you and I Erica as
(16:15):
podcast partners, and how sometimes someof the things, you know, we
we have some conflict at times andsometimes we get along so amazing. I'm
like, how is this. Ihaven't I haven't seen this person hardly at
all in twenty years in person.And we can get on the phone with
each other and talk about anything,and when we have conflict. At first,
(16:37):
when we had conflict, I don'tthink we trusted each other, but
you know, it was also Itotally I'm so like into this whole thing
because I think the trust from inside, like you're saying, with what happened
with your heart, you had totrust yourself and then you had to almost
be like an example for your foryour family and for your doctor. Is
(17:00):
that you know, you couldn't wakeup, open up your eyes and be
freaked out and you had to trustyourself. And so I think that's a
really important and that's a big let'ssay, that's a big stretch for the
workplace. It's not that somebody hasthat kind of a surgery every day,
but in the workplace or in awork in a work relationship, you know,
interesting to think how those two coincide. So we're not adversaries, are
(17:23):
we Erica? H No, we'renot. But I think part of that
is because we've known each other forso long and I think you know how
they say you have those people thatyou just know that you can pick right
up where you left off, andso I don't have any like I think
part of it is, like yousaid, trust yourself, but give the
other person also the benefit of thedoubt when you're trying to kind of work
(17:47):
through some things and just know thatyou know, you just have those intrinsic
things in your relationship. But you'retalking about also what about and this is
a little off script as well,But here we are and you're in the
workplace, and I think there's somegenerational things that can happen there when people
come in and it's like you're justyou're trying to do your job together,
(18:08):
but there's that initial kind of likeyou don't trust them. And how long
does it take for that to happen? And when can people really kind of
let go of certain things and justreally focus on the job and doing the
job and learning from each other.That's a mishmaster. Yeah, I love
this question and it speaks to thoseWell, I'm a loving guy. But
(18:34):
one of the great stories that myco author loves to tell is she's a
she's a she's an emergency room physicianby training. She's a chief medical officer
at her hospital. When we firstmet, she was running the emergency department
at one of our facilities, andand we had just started this journey together.
And one of the things that Ishared with her when I unpacked it
(18:57):
was, all of this is tomake sense, and it's going to be
a lot of head nodding, andyou're going to see the common sense in
it. This really manifests and kicksin about a month later, and what
happens is you'll find yourself in aposition where the filter goes down and these
attributes and these guiding principles start tokick in. And about a month later,
(19:19):
I get a text message from herthat says, I get it,
And so I called her up.I said, what happened. She said,
I'm in a meeting. There's there'sa group of people, and we're
always in this meeting, and there'sthis one other person. Every time we're
in the meeting. She and Igo at it, and it's it's it's
never good, and it's gotten.It had gotten to the point where if
(19:42):
I saw her walking down the hallway, I would duck in the lady's room.
To avoid a conversation. And wewere in this meeting, a familiar
workplace for everybody, doesn't it letyou work at home? My husband works
here sometimes too. She said,we're about to go at it. I
(20:04):
can feel the heat coming up,and then all of a sudden, one
of the things that races through mymind is I just can't trust her.
But what came racing back at mewas why doesn't she trust me? And
she said that hurt to the pointthat I felt like I had never really
taken responsibility for this relationship, andso I reached out. We started to
(20:29):
have a conversation, and what theydiscovered was they were both passionate about the
same thing, which is caregiver wellbeing. Omira had been really looking at
it from a physician point of view, this other person from a nursing point
of view. There's natural conflicts thatmight be in that, but as they
began working through that, they becameeach other's advocates for those ideas. And
(20:52):
what Omaira will tell you in thisstory is that she would never have become
qualified to be a chief medical officeor without this relationship in her life,
and she would have never had thatrelationship had she not taken that action to
really stem the tide and transform thatfrom an adversarial to a more advocate style
(21:14):
relationship. That's the power here,is your ability to engage with somebody to
move that needle and to transform therelationship. But I want to be clear,
it's not a panacea. It doesn'twork every time. And their trust
is one of those things that youhave to be given by somebody else or
and you have to give it right. So there's always that part of it.
(21:40):
So when you trust somebody, Idon't want to like mash words together,
but when you trust yourself and someonetrusts you and you you are you
want to insert influence in a placelike you want to be an influencer of
sorts where like can it keep doing? Can you keep doing that? Yeah?
(22:03):
And the key in that lies inthat experiential plane, and the guiding
principle for that experiential part of trustis that we keep our promises and communicate
consistently. And that particular guiding principlehas two ideas driving it, because you
can make a promise and you canstrive to keep it, but sometimes you're
(22:27):
going to fall short. We're allhuman. We make mistakes, Some deadlines
get missed because something out of ourcontrol affects it. But if you're communicating
consistently, you're managing that expectation thatpeople have, and so it's much easier
to recover when it doesn't happen.And so over time, that gives us
(22:48):
that consistent, reliable performance that peopleare looking for. So what's the hardest
thing to kind of implement when you'reteaching this program? What's the heart thing
for people to accept? So there'san exercise that we have as part of
this program, and it's consistently theone that as we go through it in
(23:11):
the workshop, I see people reallystruggling, But when I hear back from
them weeks or months later, it'sthe one that made the biggest difference,
and that is that we ask themto identify three types of people in their
life today, an ally, anagnostic, and an adversary. The ally
is somebody perhaps that they have agood relationship with, but they could always
(23:34):
make it better. The agnostic andmaybe someone new to their work team,
or somebody new to their neighborhood ortheir church or their community service group.
And then the adversary is the adversarysomebody that either trust has been broken with
needs to be repaired, or somebodythat they just can't seem to earn it
the way they need to. Andwhat we asked them to do is think
(23:57):
about what which of the principles thatthey've learned in the class could really help
move the needle with that person.So is it about spending more time or
having more presence with them, isit really giving them more insight into your
integrity or the things that you do, or if trust has been broken with
(24:19):
the adversary, where might that repairneed to be? And by understanding all
of the pieces and parts, itreally gives kind of a diagnostic tool to
say where do I start. Then, once they've started, we want them
to envision what does it look likewhen trust is flourishing and be very specific
in that what is happening, what'sdifferent, what's better? How are you
(24:41):
better? How are they better?And most people, when they start that
exercise, they don't want to talkabout the adversary. Some don't even want
to acknowledge that they have one,but we all do. And that's the
heavy lift is is to approach thatperson, to work with that person,
and to transform that relationship and sothat's a very practical application of what they
(25:07):
walk out with. Okay, socan you be your own adversary at times?
Now? That's I think that Ishall tell you what I worked on
it. I just I've just finisheda free mini course that we're going to
launch here shortly, and and it'son the four kind of relationships. And
(25:30):
I there was a point at whichI struggled with the idea of unpacking this
concept of the fact that you dohave those same those four voices are in
your head all the time, andyou do have to battle those. You
do have to to embrace the ideathat if you're not your own best advocate,
nobody will be if you're not,if you're not in alignment with your
(25:53):
belief system that keeps that consistency there. Uh. And there are parts of
ourselves that can be very surprising thatwe may not know how we may react
to something some days and go wheredid that come from? And then there's
the days where you're an adversary andI think of things like imposter syndrome.
I think of things like fear thatcan get in the way, and fear
(26:18):
is really the enemy of trust.And when I go into organizations in a
crisis situation, and I use thisas a predicate to begin get them ready
to respond to things that are happening. It's really fear that we're battling.
It's that fear that people have thatshut them down and they don't want to
engage. Wow, that is reallyinteresting. I think as an independent I
(26:42):
suffer from imposter syndrome sometimes and sometimesErica and I have talked about this a
number of times, and it's interestingimposter syndrome and where that is. So
you spoke about putting together a minicourse. What types of companies and people
do you work with in terms ofcoaching the trust transformation? Is there one
(27:03):
you talked about Advent Health, butis there one that stands out for you?
Healthcare is big for this. Healthcarehas a lot of opportunity to improve
their relationship with the employees, withthe people they serve, the patients,
the family, healthcare. Well healthcareis such a personal experience and we see
(27:26):
it all the time. It's fromthe moment you walk in, you're under
stress. You're under duress. There'sthings that you're dealing with that may be
the most difficult or horrible thing thatyou've ever had to deal with. And
what's been most exciting for me inthat space in particular, are the shifts
that we see occur when a leadershipteam subscribes to these ideas. So one
(27:49):
of the outputs of the training fora leadership team is to develop a contract
with each other that says, theseare the principles and ideas that we're going
to live up to. Along withour mission, our vision, our values,
we have a trust contract that definesthe behaviors that matter most in building
trust. And I had the opportunitya year ago to go into a hospital
(28:11):
that had some terrible performance numbers.They were in the lower twenty five percent
when it came to patient experience inthe emergency department and the lowest five percent
when it came to hospital based infections. A year later, with this in
place, they moved to the topseventy five percent on patient experience and to
the top ninety five percent for hospitalbased infections. And as of the last
(28:36):
time I talked to the CEO,they had zero And so that kind of
transformation just on the number side ofit alone is incredible. But there are
lives that are saved when you caneliminate hospital based infections, and so that
has been the encouraging moment for meto take a look at that. But
I work with professional associations, Iwork with community service organizations, I work
(29:02):
with small business owners that everybody benefitsfrom improving the trust that they have in
their relationships. Is there an industrythat maybe you'd like to work with in
the future or think that could benefitthe most from coaching, and like,
don't say sports because we decided wewant to cover sports separately. We already
(29:26):
know that we'll have a part twoof this. Okay, don't ask so
many of those pop culture sports questionsyet, Erica, Well, I would.
I would say that anytime I geton an airplane, I want to
help the airline industry. I thinkthe experience lets me off on a regular
basis. I'm I'm excited about alot of different industry opportunities here. I'm
(29:55):
also excited when I get to workwith a public agency, a government,
a agency. And you know,when we when we surveyed the political landscape
right now, I think there's alot that could be done to alleviate some
of the more divisive things that areout there. If we all came to
the table and approach it in away that we want to earn trust first
(30:18):
and then position ourselves whatever it isthat we're going to do so by roy
an airline ticket to go to firstclass to get to Washington, d C.
Sometimes I get all of them atonce. Well yeah, I mean,
I obviously we didn't say politics,you know, is it? I
(30:38):
mean, do you really think it'spossible, truly possible to operate from I
mean, can can people really buyinto this and do this? Because I
feel like, especially now and maybepeople may or may not agree with this,
And I think we talked a littlebit before when we when we first
talked to you about people operating froma level of distrust that you're almost like
(31:03):
you're not even starting at baseline,like you're starting here, and it's just
is it truly possible, you know, to be in a place where you
can function with these principles. Youbring up the research that we shared when
we first met, and Edelman doesthe Trust Barometer every year, and their
(31:23):
takeaway two years ago is it distrusthas become the default human emotion. So
the answer is yes, and inthat we do start at a deficit.
The last five years has conditioned peoplein ways that we probably could not have
imagined to really put them in thatstate of distrust. However, in every
(31:48):
in every organization that I've had theopportunity to work with, there there are
there are those who embrace, andthere are some maybe initially who resist for
whatever reason. We all come fromdifferent backgrounds, and part of the exercise
is to understand that level setting thatneeds to take place, that we need
to not assume that all of ushave the same wiring, training and understanding
(32:15):
of trust. And so we've gotto bring others along, and that requires
some patience, It requires some toughconversations along the way. We talk a
lot about candor in the program andthe idea to foster that candor so that
as somebody may have a tough timenavigating it, we can help them get
through it, don't you think sometimestoo, when it comes to and I
(32:37):
don't know this, but you couldtell me when you talk to people I
know different. I've had different trainingprograms at different places I've worked, and
sometimes somebody that is a real jerkof a boss or a person is the
one that comes in and says we'regoing to do this training and the problem
is is people don't trust that personand respect that person. I can think
(32:59):
of a training that I did afew years ago at an employer and a
lot of people. Most of thepeople in the room thought this could be
a great training, but it's comingfrom this person that we don't like or
trust. Really, So, isthere a time where you've had to deal
with that? Yeah, you bringup a great point. In the near
(33:21):
twenty years that I've done this indifferent areas and different capacities, it's failed
two times, and in both casesit was the leader that brought me in.
And I use air quotes because inone case it was a reluctance that
the person had to it. Ishowed up to do the training and this
(33:43):
leader didn't even introduce it, didn'teven talk about it. It was just
kind of a cold start, whichtold the room that she didn't care,
it wasn't her priority to do anythingwith this. And in the second case,
I felt, as I look backon the experience, that that particular
leader had done it more for showas a as a means of masking a
(34:08):
very distrustful approach to how he led, And so it won't work without the
leader having the credibility to bring thatprogram in a from a culture and organizational
standpoint, So that's a big barrierif that's not present. Well, let's
(34:30):
go back to I know you touchedon this a little bit when we were
talking, but in twenty nineteen youdid have a very very serious, life
threatening medical issue that ultimately you know, you got a second chance. So
can you just tell us a littlebit more about how that's affected you kind
of going forward and just maybe yourplans and passion for this project. I
(34:52):
appreciate that I mentioned before. Youknow, I count my days because there's
a every healthcare provider that I've metin the days that followed that acute aortic
dissection. And again, the technicalterm that I use just simply means that
my heart was splitting open, andin my case, it was from the
(35:15):
carotid arteries near the neck all theway down into close to where our stomach
is, requiring the surgeon to completelyreplace the upper arch of my aorta.
So thirty percent of my heart isnow synthetic material. There's interesting moments to
(35:35):
me that I can only count towardmiraculous opportunities. The fact that I woke
up in the middle of the night. Most people that this happens to they
just don't wake up. My wifeand I drove to the emergency room and
probably would not have survived had wecalled an ambulance, because the tendency would
have been to work on me onmy living room floor and probably would have
(35:58):
led out. A nurse once wehit the emergency room, recognized that I
had no feeling in my arms andlegs, and he called out for a
CT scan and an airlift to thehospital where I needed to go. But
I was in surgery for six hoursto repair this, and because it took
so long, they thought that thelack of oxygen would cause permanent brain damage,
(36:21):
so they said they wanted me torecover by putting me in a coma,
and I was in a coma fora week, and the prevailing idea
was that there was no prognosis fora positive outcome, that if I lived,
I would require nursing care for therest of my life because there would
be cognitive damage that would have wouldoccurred. And none of that happened.
(36:42):
So I wake up on day sevenand I'm able to start my recovery.
And then, as I mentioned before, the big lift for me was learning
to trust myself and everyone around me, and then really earned their trust to
continue pursuing those things so that wecould all move forward together. Wow.
(37:07):
Yeah, that's that's a lot.So well, we are glad you are
still here and still coaching trust andjust you know, trying to make the
world a better place. One Well, I would be remiss if I didn't
say that the reset for me wasin my purpose and so today it's it's
(37:31):
four things. So I love people, I'm very grateful for everything I have.
I try to give generously in everyaspect of my life, and I'm
going to make a difference one wayor another when I get involved with an
organization and a professional sense or diveinto something in the community. That's that's
(37:52):
that's how it's going to go.That's really awesome. That's really cool.
Well, this has been part onewith Roy, and we loved hearing about
how he's worked with companies. Butnow in part two, we want to
pick his brain on sports and howthe trust transformation relates to sports. So
(38:16):
tune in to part two. Roy'vebeen fantastic. I feel like I feel
like we've bonded with you, butI feel like, just listening to you,
Erica and I in our minds havebonded with each other a little more
as podcast partners. Correct, weare not adversaries. We are allies for
sure. Yay. Yeah, butagain, there's a lot of things that
(38:38):
you pointed out, and you knowwhat I mean, It's not an overnight
process, so I think it's goodto just I mean, this applies to
everyone. So whether you like sports, pop culture or not, we're talking
about trust, and next Episodell,we'll dive into a little bit more with
sports and pr because trust in thosetwo sometimes don't seem like they go together.
But we're gonna we're gonna like youweigh in on that. So thank
(39:00):
you and you tune in for parttwo. I'm glad that we kind of
stepped outside our comfort zone in termsof guests that we didn't necessarily know.
That was wonderful. I mean,Roy has an incredible story and just the
whole idea of trust and the trusttransformation and his coaching pretty insightful. I
(39:22):
loved what I felt like I learnedtalking to him that he had to learn
to trust himself when he came outof the coma that they put him in
I'm Not Coma. I'm not surewhat you would call that. Maybe it
is coma that he had to learnto trust himself before he started to trust
the doctors so that he could moveforward with what was going to be next
(39:45):
in his life. I found himfascinating to talk to, and for more
on his story, you can goto his website Roy w Read and Read
is r E I D so Ry w R E I d D dot
com. He's a He was fantastic, absolutely, and I feel like so
(40:06):
many people could benefit from some ofthe guidelines that he teaches. Even like
he mentioned those mini courses, Ireally feel like I need to follow up.
Would love to do a mini course. I know, Michelle, you
and I were like, we definitelylearned from this even in our own process
of working together and you know,as far as our podcast partnership. But
I think there were so many takeawaysfrom that that you can use not only
(40:28):
in work, but just in life. So it was very interesting and I'm
looking forward to joining him in thenext episode when we talk a little bit
more about sports. Yeah down theroad where we're gonna talk to him again
and have another episode where we talkedto him more like you said, Like
howadays with sports? So follow thespin Chicks. Comment on the spin Chicks
(40:49):
like, give us some likes,give us a follow, Tell your friends
and listen to some of our oldepisodes if you could be missed a few. Yeah,
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