Business Meeting Contract: A Pledge for Greater Efficiency

December 5, 2016 in Author, Dale Ludwig, Delivery, Facilitation, Greg Owen-Boger, Infographics, Meetings, Posts for Buyers

This infographic is intended for printing and hanging in your conference rooms. Please let us know if you have any feedback.


Business meetings are held to get a specific piece of business done during a specific period of time.

Everyone attending shares responsibility for the meeting’s success. Showing up on time, being prepared, and silencing devices are important. But the person running the meeting also has an obligation to initiate an efficient, fruitful conversation.

And that requires earning trust.

Turpin Communication Business Meeting ContractDownload the printable version for hanging in your conference rooms.

by Dale Ludwig, President & Founder, and Greg Owen-Boger, VP, of Turpin Communication and co-authors of the book, “The Orderly Conversation”

Turpin Communication’s Culture – What We Stand For

November 29, 2016 in Author, Barbara Egel, Dale Ludwig, Greg Owen-Boger, Mary Clare Healy, News, Posts for Buyers, Sarah Stocker, Turpin’s Culture

Two recent events triggered the Turpin Team to discuss our culture, values, and generally what we, as an organization, stand for. It’s not that we don’t know who we are. We do. We live our values every day, but we never actually wrote them down … until now.


The Two Recent Events

  1. Greg Owen-Boger, VP Turpin CommunicationDale (Turpin’s Founder) and I attended an ATD regional conference in Chicago. Chris Yates, Chief Learning Officer at Caterpillar and coauthor of Rewire: A Radical Approach to Tackling Diversity and Difference, delivered the closing keynote. His message focuses on the notion that in order to achieve sustainable positive growth, leaders need to create a culture of openness, empathy and inclusion – which in turn enables corporate strategy and drives innovation. He also argues that living a culture of inclusion is simply the right thing to do. We agree.
  2. Dale and I were in a meeting with a new buyer. We’ve had a long-standing relationship with this organization for well over a decade, and this particular person had recently moved into a position to purchase our services. It was a lively get-to-know-you meeting. We’d been talking for about an hour when she asked the question. “What is Turpin’s culture?” As it happened, neither Dale nor I could answer this question very well. In that moment, we couldn’t find the words. All we could do was tell a few stories about how we encourage everyone to bring their most genuine, thoughtful, curious self to the work that we do. The client seemed satisfied, but we should have been able to address the question more directly.

These two events have made it clear to us that we should probably figure this out. It’s important to the company and our growth strategy, it’s important to us as individuals, and it’s also important to our clients.

Culture is More than Brand

In our workshops, we talk about how communication, both internal and external, can have an impact on both the individual’s brand as well as the organization’s. For example, if an organization wants to be perceived as highly professional and inclusive, its employees must communicate in a way that supports that brand promise. Dale and I discussed making our own list to describe how we want Turpin to be perceived, but that didn’t seem right. It seemed too top down and, frankly, that’s not who we are.

Turpin’s Culture as Described by Team Members

I shared our client’s culture question with Sarah Stocker, who is one of our Coaches and our Workshop Coordinator. She was able to answer immediately. That shouldn’t be surprising, I guess, since Sarah has been with us for eleven years.

That conversation with Sarah sparked an idea. Why not ask our team members to answer the question, “What is Turpin’s Culture?” So that’s what we did. After they submitted their thoughts, Dale wrote a piece in response. His take on our culture, which I completely embrace, is below. Sarah’s response is next, followed by submissions from other team members.

We hope you enjoy hearing from our amazing, and fiercely loyal team members.

 


Dale Ludwig, President of Turpin CommunicationDale Ludwig (President of Turpin Communication, Founded in 1992)

After hearing Chris Yates speak at the conference Greg mentioned, I read Rewire: A Radical Approach to Tackling Diversity and Difference. He and his coauthor, Pooja Sachdev, have written a great book. They build a strong case for diversity and inclusion without sugarcoating the personal responsibility each of us must take toward it. Here’s how they put it.

We need to purposely create a culture of equality, respect and inclusion, where our differences are not seen as a problem but as a competitive advantage: a quality that can be leveraged to enhance decision-making, problem-solving, creativity and innovation … It starts with a strong set of values.

As I read this book, I found myself tying what the authors said back to the work we do with our clients. We cannot deliver a successful workshop without creating a safe environment for each individual in it. In every class, we ask learners to be vulnerable. We ask them to try, possibly fail, and try again. We understand the commitment—sometimes the courage—that takes, and we do not take it lightly. To borrow from Yates and Sachdev, then:

We need to purposely create a learning environment of equality, respect and inclusion, where our differences are not seen as a problem but as a learning advantage … It starts with a strong set of values.

Based on what we heard from the Turpin team members, here is a list of our values.

culture-wordcloud-14finalQuality
We are committed to delivering the highest quality communication skills training and consulting in the industry. Our goal is to help people get business done as efficiently and effectively as possible. We do this by casting aside traditional thinking about business communication, building a new foundation, and focusing on results for each learner.

Safety
To reach our quality goal, our work must take place in a training environment that is safe and inclusive. While in the classroom, everyone must be free to be themselves, to ask questions, to fail and try again without judgment. Every learner has the right to be heard and understood. They deserve our respect and empathy.

Trust
When we create a safe, inclusive, respectful, and results oriented learning environment, we earn the trust of each learner and the right to ask them to change and grow. Without their trust, we cannot succeed.

Passion
Everything we do is fueled by the passion we feel for our work. We care about our clients’ success and the work they do. We are curious and deeply committed to placing what we do within the context of every learner’s work environment.

As you can see from other Turpin team members, below, the culture we create in the training room shapes how we work together every day.


Sarah Stocker, Coach and Workshop Coordinator at Turpin CommunicationSarah Stocker (Coach and Workshop Coordinator, team member since 2005)

When Greg told me about the struggle to define Turpin’s culture, my mind went immediately to our tagline: “Find your focus. Be yourself. Only better.” I was part of the brainstorming session that produced this tagline many years ago. I like it because it rings true for two reasons. First, it’s what we try to achieve with our workshop participants and, second, it’s who we are as a company. We help those around us grow and be the best version of themselves when communicating at work. We do the same for each other.

When I talk about Turpin with my friends or family, I always describe it as the healthiest environment I’ve ever worked in. What makes it so healthy?

  • We work collaboratively. Everyone’s opinion is heard and respected. We have our own roles and hierarchy, but leadership recognizes the value that comes from mining ideas from the group.
  • We love diversity. We recognize that we all have our own perspective and preferred way of doing things. Instead of being threatened by differing opinions, we embrace them. We know that incorporating different perspectives can only make us stronger, as individuals and as a company.
  • We are transparent. There are no secrets within the company. There is trust between colleagues and leadership, and we all want what’s best for the company.
  • We recognize our strengths and our weaknesses without ego or shame. When any of us makes a mistake, we own it. We freely admit it and focus on how to solve it going forward. And no one shames you for it.
  • We are passionate, authentic, and empathetic. We are always striving to do better and to find new ways of serving our clients. At the same time, we stay true to ourselves and to what we do best. We genuinely care about each other and the workshop participants we are trying to help. We insist on keeping our training rooms a safe place where everyone can embrace their strengths and work against their weaknesses without embarrassment. Both internally and in our workshops, we build each other up so we can be our best selves.

What’s really interesting to me is that without consciously making this our goal, our culture is fully entrenched in everything we do as a company. If you were to attend a staff meeting or one of our workshops, you would see all of the values above at work. And that makes me proud to be a part of Turpin Communication. 


Dana Peters (Director of Sales, team member since 2013)

I thrive here because the “Turpin way” is an excellent fit for how I work. At this point in my career, I choose to only invest my time and talent in an environment where:

  • My contribution is valued and my opinion matters.
  • The behavior of the smart people around me matches the words that are spoken.
  • Doing things right and delivering a high quality product for clients is important and at the heart of everything.
  • Taking the time to understand what the client needs and building relationships is valued.
  • Fair and ethical business practices are a given and non-negotiable.
  • Everyone on the team is charged with a job and a set of responsibilities and then allowed to do what they need to do to get the work done. Micromanaging isn’t present, trust is.
  • I am involved, free to ask questions and communicate thoughts without having to choose my words.
  • A little respectful debate is welcome.
  • My commitment to my family and other things that are important to me are valued, respected, and never questioned; rather, they are encouraged and celebrated.

All of this adds up to an atmosphere in which I can contribute fully and effectively.


Mary Clare Healy, Facilitator and Coach at Turpin CommunicationMary Clare Healy (Facilitator and Coach, team member since 1996)

It has been so fun to think about this! For me, Turpin’s culture rests on three pillars, which provide the foundation for Turpin’s approach to client engagement and internal decision-making.

  1. Passion. Turpin facilitators not only enjoy what they do, they enjoy doing it together. And it shows. This is reflected in each encounter and every step of the process. It’s clear that for the Turpin team it’s not just a job, or about checking a box; rather, it’s about unleashing the best in each individual.
  2. Respect. The facilitative approach allows Turpin to dig deep to get to know our clients and each of the individuals involved with a particular project. We demonstrate respect and have earnest curiosity, which allows us to learn about what each person does and how they do it so that we can help them improve.
  3. Commitment to results. Turpin understands that there’s a bottom-line reason for clients to seek our services. It is this understanding that results in a pragmatic approach with no fluff or filler. The training programs are all about successfully reaching the goals that have been set.

These three observable behaviors are modeled by leadership as well as everyone within the Turpin organization.


Barbara Egel, Coach at Turpin CommunicationBarbara Egel (Facilitator, Coach, and Account Manager, team member since 2014)

For me, Turpin’s central idea is “keep it simple.” Every course we teach has this as a cardinal rule.

This approach also extends beyond the training room. Conversations about internal issues often ripple out in several directions, but all of us know the ultimate goal is to arrive at one targeted, even elegant, solution. Externally, I think clients feel this as well. By keeping it simple, we are able to fit in with a variety of corporate cultures, adjust to constraints that may be less than ideal, and fold in whatever is going on in the moment: an acquisition, a firing, a product launch, or just a bad day. We are not a day or two’s distraction taking up the conference room; we are a part of the client’s team ready to do our part in helping them meet their goals.

We also keep it genuine. The people you see at the front of the training room or in the coaching room are who we are 24/7. There are no wacky personas, no fake enthusiasms. For me, this is a huge aspect of building trust, and trust is key to learning, especially with emotionally-fraught tasks such as a business presentation. Similarly, having known Dale and Greg for decades, I can attest that who they are as my Turpin bosses reflects their real values, beliefs, and hopes, and this is the reason I trust them completely. It’s also the reason that if I have an idea to make something better, I offer it, knowing they will listen, consider, and respond appropriately.

In sum, a company built on a foundation of simplicity, effectiveness, and authenticity is one that doesn’t have to worry about juggling its image or covering its, um, assets. It’s also a philosophy immune to the influence of the latest corporate trends because it is beyond trend. The essence of Turpin today will be the essence of Turpin twenty years from now, and it will still seem revolutionary then.


Milena Palandech (Facilitator and Coach, team member since 2011)

Before Turpin Communication was founded, Dale Ludwig was a colleague, a mentor, and a dear friend. I admired Dale greatly (still do) because he cared deeply about the learners that participated in his training programs. Dale was different than most of my former colleagues. Far too many trainers I knew were focused on entertaining their learners and performing for higher class scores. Dale’s sole concern was the learner and helping each of them reach their goals. He didn’t need to shine. He simply wanted the learner to shine.

That selfless determination and focus – doing what is necessary to help Turpin’s clients and their client’s employees shine – has become a foundational principle at Turpin Communication. Dale and Greg have created an organization that is truly committed to helping people “be themselves … only better.” They ensure that the classroom environment for Turpin programs is a safe place where learners will be encouraged and challenged. They consistently draw out the very best in people.


Blaine Rada (Facilitator and Coach, team member since 2015)

I find what Turpin values to be unique and refreshing. In the crowded marketplace of communication skills training, Turpin doesn’t just provide a template for how to be a better communicator, but rather a personalized approach with the goal of helping people find and leverage their unique strengths. Their approach is challenging yet encouraging, respecting the dignity of each individual while focused on producing results.


Kevin Vogelsang (Operations Manager, team member since October 2016)

I’ve only been a member of Turpin Communication for a brief time. However, the feelings inspired during this time and the interactions I’ve experienced have had quite an impact, and have very much fortified my own beliefs and convictions.

I was a math major, and I have substantial anxiety when it comes to speaking. This made the prospect of an interview with Greg and Dale (two individuals with decades of experience in all manner of communication) more than a little daunting. Meeting them was such a pleasant experience though. The atmosphere during the interview was so welcoming that I felt immediately comfortable despite my previous dread and anxiety. It became immediately clear: I would be lucky to work for this company. To find a job anywhere else with similar openness and warmth would be nearly impossible.

As part of my training, I observed a presentation workshop. It was an excellent experience. I was barely involved in the process, yet I was blown away by everything that occurred. I felt connected to the participants, and I was engrossed as they practiced their presentations, improving from one attempt to the next. Dale and Greg created an environment where everybody cared about each other and their success.

After just two months of actually working for Turpin, it has been made clear that my initial perception of the company was correct. The team is genuinely caring and empathetic of each other and the clients. I am thankful to work in this type of environment, which is essential for my own personal happiness and well-being.

by Greg Owen-Boger, VP at Turpin Communication and co-author of the book, “The Orderly Conversation”

Great Leaders and Great Trainers Have a Lot in Common

March 29, 2016 in Dale Ludwig, Talent Development, Training

Originally published by Training Industry’s blog March 9, 2016

Training Industry Trainers and LeadersIt might come as a surprise to say that trainers within an organization succeed with the same mindset and the same skills as the leaders of the organization. After all, leaders are the strategic, big-picture thinkers at the top of the organization. They have influence over people and the entire organization.

Trainers, on the other hand, focus on finding the most effective and efficient way to deliver information, facilitate change and develop employees. Their work is laser-focused on the needs, perspective, and, let’s face it, the reluctance of individual learners. Successful trainers know that the work they do often feels like an interruption to the learner’s work day.

As a result, trainers apply strong leadership strategies and skills. They just apply them in a narrower field than the people at the top.

  • Effective leaders do not give orders, they influence and guide.
  • Leaders earn trust.
  • Leaders welcome critical thinking.

Read the full article here.

by Dale Ludwig, President & Founder of Turpin Communication and co-author of the book, “The Orderly Conversation”

Wearing Two Hats: Facilitating Successful Meetings When You’re the Boss

August 19, 2013 in Author, Dale Ludwig, Facilitation

This article was originally published on MondoSpective.

Facilitating a group discussion always brings with it a unique set of challenges. Every group involves different personalities, perspectives, and needs. Facilitators have to work hard to create an environment in which a productive conversation can take place.

When the facilitator is also the boss, the process gets even more complicated. The atmosphere in the room will be affected by who you are. Inevitably, the people reporting to you will feel their response is being evaluated—even if you set up the discussion as a judgment-free brainstorming session. This will affect both how they respond and their willingness to participate.

While you can’t change who you are or your role in the organization, you can facilitate discussions with your team successfully. You just have to remind yourself that your responsibilities as facilitator are different than your responsibilities as manager.

Process vs. Content. The facilitator’s role is all about process. It’s not their job to add to or comment on that content. But it is their job to encourage participation and control the direction of the conversation. That requires two things: demonstrating trust in the individuals in the group and showing respect for their needs.

Demonstrating trust. A successful facilitator creates an environment in which information and ideas can be freely exchanged. That means that the individuals in the group need to feel their questions and comments are welcome. The level of participation from individuals in the audience will vary, of course. But what’s important is not equal participation from everyone, but equal opportunity for participation. So as a facilitator, you need to:

  • Be patient, curious, and unafraid to listen. Don’t waste the good will of the group by not listening, or glossing over nuance.
  • Demonstrate through your actions that all input can be useful. As a leader and manager, it’s often important to assess situations quickly. This is an asset in your daily responsibilities, but it can be a liability when facilitating. During a discussion it’s important to let ideas percolate a little.
  • Level the playing field by allowing yourself to be vulnerable. Remember, you’re the only person in the room who doesn’t feel a little vulnerable already.

Showing respect. The discussion you lead needs to be as efficient as possible. While the group wants to feel that they are free to contribute, they also want the conversation to achieve something. Because you are their manager, individuals might be reluctant to challenge your decisions as facilitator or point out that a topic has run its course. Here are some recommendations.

  • Do your homework. Respect the group’s time and energy by doing the work that’s required beforehand. This involves creating a framework for the conversation that communicates your goal, the problem you’re trying to solve, and what you expect from your reports during the discussion. This framework should be strong enough to keep things on track, but flexible enough to include unexpected turns in the conversation.
  • Remember that the framework exists to make participation easier for everyone. It should serve the conversation, not dominate it.
  • Appreciate the work the group is doing and the risks they’re taking.

Because you are the group’s manager as well as the meeting’s facilitator, there will be times when you’ll want to contribute to the content of the discussion as well. When you do, just acknowledge that you’ve taken your facilitator hat off. Say things like, “I can clear up that question for you, so allow me to speak now as your manager.”  When you’re finished contributing your manager perspective, put your facilitator hat back on.

Remember that the people involved in the discussion are your resource, just as they are when they’re going about their everyday responsibilities. When you’re facilitating, give them a safe, productive environment and the time they need to work through the ideas they’re sharing.

by Dale Ludwig, President & Founder of Turpin Communication and co-author of the upcoming book, “The Orderly Conversation”

Why We Do What We Do (Part 4 of 4)

May 6, 2013 in Author, Dale Ludwig, Delivery, Facilitation, Posts for Buyers, Presentation, Training

A Discussion of Turpin Communication’s Core Principles:
The Presenter’s Role as Facilitator

Part 1Part 2, Part 3

Dale Ludwig, President & Founder of Turpin CommunicationThis is the fourth and final post focusing on Turpin’s core principles. In the first three I defined the Orderly Conversation, Default Approaches and what it means to be engaged in a genuine conversation. In this post I’ll talk about how delivering a presentation, regardless of its purpose or setting, requires the skills of a facilitator.

When we think of facilitation, most of us think of the discussions that take place in the training room, during problem-solving meetings, or brainstorming sessions. Facilitators in these situations are skilled at moving a group of people toward a specific goal. They help people understand new information, find solutions, and share insights. Their job is to (1) encourage the process to ensure a genuine conversation takes place and (2) control the conversation to keep it appropriately focused on the goal.

This isn’t easy, of course, because the first goal always competes with the second. When the conversation really gets going, the facilitator has to be astute enough to rein it in without stifling it altogether.

Facilitating Your Presentations

The same thing needs to happen during your presentations—even if you’re the person doing most of the talking. Your audience wants to feel they have the opportunity to participate, even if they choose not to take it. They also want to feel that you’re capable of managing the twists and turns of the conversation, even when they are the people pulling you off track.

Many presenters—especially those who are under the stress of nervousness, are new to their role, or feeling intimidated by the audience—are too controlling. Their focus on the orderly part of the process makes them appear uncomfortable, impatient, defensive, or domineering. They don’t trust the audience or the process enough to let the conversation breathe. Audiences sense this, of course, and pull away. Sometimes they simply shut down and wait for the presentation to be over. Sometimes their frustration leads to more open resistance.

The most successful presenters are those who understand that they can’t get the job done without the audience. They trust the group and the process to make a necessary, though not always easily managed, contribution. They know that without it, a genuine conversation never takes place.

So that wraps up my discussion of Turpin’s core principles. The common theme? By redefining business presentations as Orderly Conversations, the real-life challenges you face and the strategies you need to manage them come into sharper focus.

Part 1Part 2Part 3

by Dale Ludwig, President & Founder of Turpin Communication and co-author of the upcoming book, “The Orderly Conversation”

Why We Do What We Do (Part 3 of 4)

April 29, 2013 in Author, Dale Ludwig, Delivery, Facilitation, Posts for Buyers, Presentation, Training

A Discussion of Turpin Communication’s Core Principles:
Engagement

Part 1, Part 2, Part 4

Dale Ludwig, President & Founder of Turpin CommunicationThis is the third in a series of four posts focusing on Turpin’s core principles. In the last entry I talked about how every presenter brings a Default Approach to the process and that understanding what it is focuses your improvement. In this post, I’ll focus on what it means to be engaged in an Orderly Conversation.

It seems that everyone is talking about engaging people these days. Businesses use social media to keep customers engaged. Managers want their employees to be fully engaged. Trainers want to engage learners. Each of these uses of the word have to do with how someone else (the customer, employee or learner) responds to something you do. It has to do with motivating them or maybe just keeping them interested.

We use the term to describe what happens when a two-way interaction begins. When presenters engage in conversation with their audience, they are not pouring information into passive listeners. They are not merely grabbing that person’s attention. An engaged presenter initiates a genuine connection with the audience. Both presenter and audience member share a moment in time, both equally engaged.

This level of engagement brings the audience into the conversation, of course, but it also affects how the presenter feels and thinks. Engaged presenters are able to think and speak spontaneously because they are reacting to the people they are speaking to, just as they do in everyday conversation. This, in turn, makes presenters feel confident and comfortable.

It’s for this reason that all presenters, especially nervous presenters, need to take command of the skills that help them engage. Once the conversation begins, the anxiety, self-consciousness, and second-guessing associated with nervousness melt away. You are able to stay focused and rein in the discomfort and distraction of nervousness.

So by focusing on engaging listeners in the conversation, we accomplish two things. First, we help presenters develop the skills they need to work through their nervousness. Second, we release presenters from the generic, prescriptive rules found in traditional training classes. Engaged presenters trust themselves to be confidently self-aware and in control.

Part 1Part 2, Part 4

by Dale Ludwig, President & Founder of Turpin Communication and co-author of the upcoming book, “The Orderly Conversation”

Trusting and Being Trusted

December 5, 2012 in Author, Dale Ludwig, Delivery, Facilitation, Preparation, Presentation

Earlier this year, Greg Owen-Boger posted a blog entry here called “TRUST: It’s Yours to Lose” In it he talked about what a senior executive needed to do to keep the trust of the people in his organization. Greg’s point was about being genuine, transparent, and respecting the needs and views of others.

Today I’d like to talk a little more about this topic. When you think about it, the beginning of every presentation is always sort of a standoff. Not a hostile standoff like fighting teenagers or governments, but more of a waiting game sort of standoff. Both presenter and audience are waiting to see how things are going to play out. Neither fully trusts the other.

When you’re the presenter, you’re wondering if the audience is going to be cooperative, if they’ll listen and contribute.

If you’re in the audience, you’re waiting to see how this presentation is going to go. Is it going to be a painful waste of time? Is it going to require a lot of effort to listen and think?

Sometimes this standoff continues for a while, and sometimes it never really goes away. When that happens neither side ever reached the point where they fully committed to the process. The audience held back because they didn’t trust the presenter, and the presenter held back because he or she never fully trusted the audience or the conversation that needed to take place.

Just as it is with any standoff, someone has to make the first move. And that person has to be the presenter. When you begin your presentation—and even during the preparation process—you need to focus on the conversation you want to have. You need to assume that you cannot succeed without your audience’s commitment and input. In other words, you need to trust them to help you accomplish the task you’re there to accomplish.

This always involves risk, of course. Presenting is an unpredictable process, and you can never know exactly what’s going to happen. But if you don’t take the risk, if you don’t give them the power to influence conversation, they will never commit. It’s your move to make.

by Dale Ludwig, President and Trainer at Turpin Communication

They Won’t Speak if You Don’t Listen

April 16, 2012 in Author, Dale Ludwig, Facilitation, Preparation

One of the biggest problems facilitators have is very basic: failure to stay in the moment to listen and respond to what people have to say.

When we work with facilitators in our workshops, we always say that there are two primary goals in every discussion. (1) Facilitators need to encourage the conversation. They need to get people talking about the topic at hand. (2) They need to control the discussion once it begins. They need to be good managers and as efficient as possible.

What often happens is that facilitators spend too much of their energy on the second and not nearly enough on the first. The result is that the people in the group don’t really feel heard. This discourages participation. Individuals won’t exert the effort required to say anything—or anything substantial—if they feel the facilitator isn’t genuinely interested. If you’ve ever lead a discussion that never really got off the ground, this could be the reason.

Good listening requires giving the person you’re listening to your full, un-preoccupied attention. That person needs to feel not only heard, but that what they’re saying has the power to influence the discussion as a whole. If that doesn’t happen, sooner or later, they’ll shut down.

How can you prevent this from happening?

  • Be patient. Don’t interrupt. Look interested. Think about what people say.
  • Probe beneath the surface and be interested in nuance.
  • Don’t listen for simply the “correct” response, the one you expected or hoped to get. This turns the discussion into an exercise that’s all about you.
  • Your plan is not the most important part of the discussion. Be flexible.

Facilitating a discussion is an act of faith. Facilitators need to trust the people in the group and the process of interacting with them. Successful facilitators expect things to get complicated and to go off track. And they also trust themselves to be able to manage the process when that happens.

Read the follow-up to this blog at Encouraging Discussion.

by Dale Ludwig, President and Trainer at Turpin Communication

TRUST: It’s Yours to Lose

March 4, 2011 in Delivery, FAQs, Greg Owen-Boger

greg 200x300Earlier this week I was coaching a senior executive on a very high-stakes presentation. He told me he wanted to be perceived as trustworthy. Setting trustworthiness as a goal is common among our clients, so there was nothing new about it in this situation. But as the discussion went on, he asked me what he could do to ensure that his audience saw him as worthy of their trust.

His question had me stumped for a bit. Just what exactly CAN someone do to be perceived as trustworthy? Words won’t do it. Saying “trust me” is an engraved invitation NOT to. You can’t stand a certain way, or gesture or smile in a way that would build trust. Presenting solid data is certainly a good and necessary thing to do, but it alone won’t build trust.

Then it occurred to me.

“Their trust is yours to lose,” I said.

I went on to explain that this particular audience is there because they already trust him. They wouldn’t bother if that weren’t true.

So rather than thinking about ways to build trust we should think of ways to maintain the trust we already have. We do that by being truthful, genuine, smart, and attentive to an audience’s needs and views. We do it by looking them in the eye and really seeing them. We do it by creating excellent visual aids with accurate data. We do it by answering their questions and concerns with complete transparency, even when the data isn’t in our favor. Finally, we do it by putting their needs ahead of our own.

And the nice thing is, when we do these things, the trust they already have in us grows.

What are your thoughts?

Related posts:

Find Your Focus. Be Yourself. Only Better.

Asking Questions at the Beginning of a Presentation (video)

by Greg Owen-Boger, VP and Trainer at Turpin Communication