Give More Value than You Expect in Payment

All work should seek to give more value
Give More Value

In the consulting and training world, it is often said, “Give more value than you expect in payment.” I believe this principle applies to both the independent workforce as well as the employee work force.

You will always find opportunity when you seek ways to contribute value. This requires a mental shift that starts with an attitude of service and abundance, not at attitude of selfishness and entitlement.

Years ago, I engaged in a short conversation with a fellow employee. I will call him Fred. The company was experiencing a major transition involving structural changes. These changes included a significant number of layoffs. Due to accounting rules, the company designated most employees in our department with a transitional status. In reality, people were going to lose their job. If they stayed on until their release date, they would receive a generous severance package. A few of us were invited to stay with the company and we moved to a different building.

Fred was an older worker who served the company well for a number of years. He was not ready for retirement and would soon be facing an uphill battle to get a comparable job at his late career stage. He was moved into the new department, but remained a transitional employee. After a few weeks, I noticed that he was plodding along and not offering to do any additional work. In our culture, professional, and salaried, employees were expected to go beyond the 40-hour workweek. Everyone else in the new department was working at least 60 hours a week.

Fred’s disengaging stance was evident to all to see. He was sitting in the area designed for a secretary pool, located in the middle of the room in cubes. On one busy day, I took it upon myself to ask him why he would not ask how he could help. He came to work on time, went to lunch on time, and left on time. While we did not punch a clock, he took on the personality of a time clock. He simply said that if they company wanted more, they would need to pay him more.

The pay would have to come before the work.

At that moment, I knew Fred was heading toward the door. There would be no saving him. He was not interested in adding value beyond his current perception. After our conversation, I no longer saw him as a quality contributor, but as a passive mooch. I returned to my office knowing I would never receive any help from him and had no chance of enjoying dinner with my family that night.

Fred did find a new job. It was in the same company. His attitude and behavior dictated his direction. He moved from a well-paid salaried employee to a lower-paid clerical hourly employee. Eventually, he was released from that position as well and I never heard from him again.

Regardless of your job status, you can give more value than you expect in payment if you have the right attitude. It often requires patience for someone to see it. Eventually, someone will see if, even if it is in another department.

Do you agree that every employee should seek to give value beyond what may be expected? Feel free to provide an example of this principle.

Remember what is Important to You


Sustaining any commitment is always easier when you remember what is important to you. The busyness of life often blurs the very things that give us reason to sustain commitments. Each of us will benefit if we slow down and reflect on the personal reasons for our commitments.

The best commitments happen when we get to affiliate with something, or someone, that is important to us. Commitments require our time and resources. It is far easier to invest these resources in the commitments we believe are important to us.

I remember some sage advice I received from Pastor Dick, the man who married my wife and I over 25 years ago.

“Remember what brought you together,” he said, “When times get tough, those reasons will keep you together.”

His words are engraved on my mind and continue to guide me through the few difficult times our marriage has endured. They also contribute to my personal value system. I value the lessons from my history. Those lessons help encourage and guide you through tough times.

It is a simple principle. The things that cause you to commit to something, or someone, can provide the inspiration to sustain it. Walking away from difficult situations usually requires a cost. While you may find freedom from a bad situation, or find a new opportunity to pursue, walking away is not always the most beneficial.

This principle can also help us engage our work more effectively. The majority of people do not work at jobs they hoped it would be when they started. They learn about the job through a job description or interview. Yet, the actual job experience is often different. The formal on-boarding process never gives an adequate description of company culture, management styles, existing conflicts, and overtime. Therefore, few people work at the perfect job.

Once this realization sets in, it is important to remember what is important to you. This can help set expectations that are more realistic. In some cases, it can help point you to better opportunities, either internal or external.

Take time to remember what originally attracted you to your job. Your first thought will probably relate to money. Take it a bit further. Why did you pursue your current company over another company? What were the factors, beyond money, that helped you land your current job?

Money is a reason to take a job, but not a reason to love a job!

There are many things you can value in a job beyond money. These will be the things that will help you love your job. As I look back, I love opportunities that allow me to work with other people toward a shared goal and provide the freedoms to create and execute strategic plans and solutions. As I look back, I always gravitate toward these work conditions.

There are many reasons you can find to love your job. Can you share your reasons?

Do People Change?

Yes, people do change and we should update our view of them.
Accept Other’s Change

I ask my friend, “Do people change?” My friend smiles and replies, “Do you want to be seen as the same person you were as a kid?” Her rhetorical question gives me reassurance and a sense of freedom. Of course, I do not want to be the same person I was as a kid. I hope I have matured a little.

Yes, people change, including me. Yet, I wonder how many times others view me as the person I was and not the person I am today? Expert’s tell us we need to mature, get stronger, develop new skills, and rid ourselves of bad habits. Do our friends, employers, and co-workers accept the new us?

The cynical side of humanity says that people really do not change. At our core, we are the same people that we have always been. I have met these people. When I step into something new, they insist on seeing me for who I was. Admittedly, this can frustrate me when their typecasting affects my confidence. I wish their opinions do not matter, but I know I can benefit from their support.

I recognize the function of my brain that files information about people based upon my experience with them. I too file information based upon the opinions of others, whether or not I have personally validated the facts. It is something the brain does automatically. The brain consolidates all their information and records a picture of them for future use. Once I file their picture away in my brain, it becomes more difficult to change it.

Do people change? I believe they do. Here are three thoughts that help me accept people for who they are today.

  1. See people for who they are today. Pay attention to their story and listen for their transitions of growth. Be open to editing their photo by listening to their story. People live life every day. Life brings opportunities to change, grow, and transform. It is disappointing when someone works hard to change his or her life and we fail to recognize it.
  2. Allow people space to become who they can be tomorrow. Listen to their dreams, hopes, personal initiatives, and opportunities. Take every opportunity to encourage them or offer sage advice. Sage advice always goes further with those whom we value and take the time to encourage.
  3. Extend some grace and quit keeping score. People are human and make mistakes. No one has perfect character. Watch their character over time rather than judge a person for one indiscretion. All difficult transitions include failures. If their motives are correct, they can benefit from your support.

Do people change? Yes, if we allow them. Check your brain and see if there are people whom you view from an outdated perspective from the past. Take steps to update your mental picture of them and you may even find an opportunity for yourself.

Whose mental picture do you need to update?

Influence Change by Taking Your Stand

Influence Change
Decide Your Influence

You can influence change by taking your stand by how you respond to it. The choice is will you stand for it, against it, or just be caught up by it?

Change is a constant in life, especially professional life. You may be the one initiating change or the one being called upon to embrace change. Building trust and embracing change is a necessity for healthy people and healthy organizations.

This is the ninth and final blog in my series, Building Trust and Embracing Change. My hope is that you gleaned some tips in handling change in your organization. In this final blog, I want to emphasize the importance of owning your approach to change and encourage you to influence change by taking your stand. Ideally, the stand is for the right outcome. You will take a position on change and influence it one way or another. It really comes down to trust. Your level of trust, both trust in someone or being trusted by someone, is critical to successful change.

Your ability to influence change by taking your stand is directly related to your willingness to embrace it. If you embrace change, you can influence it. The degree of influence you can have begins with the following three factors:

Your attitude and trust toward others: A simple test is whether you demonstrate the same feelings toward someone when you are present with them compared to when you are not around them. Will you talk about someone to their face in the same way you talk about them when they are not around to hear you?

How you engage the change: A simple test is whether you demonstrate a willingness to move forward and embrace change even amidst your reservations. Will you sit back and wait to see how things turn out or let other people do the heavy lifting?

How you invest in the change. A simple test is whether you demonstrate a commitment to contribute your best resources and competencies. Will you hold back sharing your resources or hold some things in reserve?

People handle change in different ways. Whether you are leading change, or someone subjected to change, how you handle it will directly affect how you emerge from it. Those who hold back miss opportunity. Those who embrace change become valued teammates. Take your stand during change and engage it. Never assume everyone approaches change the same way, but rather provide space for each person to approach it in their own unique way. If you take the time to address their reservations, you will build trust and help each person embrace change.

Please take a moment to add comments on this blog series. Feel free to suggest additional topics you find interesting for future series.

Consider the Age Factor during Change

Value Differences of Age
Wisdom meets Idealism

In our current litigious business environment, it can be difficult to consider the age factor during change. Change is often difficult on older workers. Management asks them to consider new skills, work with younger and more culturally diverse co-workers, and tolerate the different work habits of younger workers. If older workers do not respond, labor laws make it tricky to effectively deal with it. Younger workers often embrace change more easily, but that should not be assumed.

There is unique value in both older and younger workers. In both cases, management must build trust and help each worker embrace change regardless of their age. The key is not to manipulate people based on age generalizations, but to see each person as a valuable contributor to the organization and help them appreciate age differences.

This is the eighth blog in my series, Building Trust and Embracing Change. In this blog, I want to emphasize the need for change in the context of age. People change more easily when they see the need for change. With age comes stability and often eliminates one’s need for change. Youth brings another challenge. The world is an opportunity with few restraints. Their idealistic, and sometimes fanciful ideas, often seem like a waste of time or wishful dreaming by older and wiser people. You will not find opportunity analyzing or complaining about age differences, but rather understanding the unique characteristics of each generation. I believe the key is to join these workers together and combine the idealism of younger workers with the wisdom of older workers, out of which emerges mutual understanding and opportunity.

One major need in today’s workplace is effective communication between generations. Learning about generational differences is an important first step, but not completely adequate. We need to improve communication beginning with an understanding of the fears and challenges each generation faces with the intent of learning from and serving one another. I want to consider each group adding some general observations to help us consider the age factor for each generation. Please feel free to add comments below regarding your observations. Here are mine:

The youngest generation in the workplace: The Millennials Their idealism is for the broader good. They want to make a significant contribution improving the plight of people or achieving a worthy cause. They do not see obstacles as cause killers, just something to overcome through mobilization and engagement. Change is easy and desirable as long as they believe in the reason for the change. Their individualistic approach can appear arrogant to non-millennials.

The next generation in the workplace: The Xers Also known as Generation X, is the smallest generation and often feels overlooked. Even the physiologists and sociologists who name generational cohorts failed to come up with a good one for them. They tend to be the most skeptical generation and must overcome embedded doubts about any change. They desire authenticity and will commit themselves to change if you win their loyalty. Their skeptical approach can appear detached to non-Xers.

The older generation in the workplace: The Boomers This generation dominates the highest levels of the workplace. If they have not achieved their professional aspirations, their commitment may have shifted from following the company line to cautious and measured loyalty. Due to layoffs, canceled pensions, pressure from technological change, and younger workers, they face increasing pressures. They bring a wealth of wisdom and must decide if they are going to share it or not. Change becomes more difficult as they hang on for retirement and are often the most resistant to change. Many plan to remain in the workforce longer because they are not able to retire or simple love to work. Their dominant presence can appear selfish by non-boomers.

The oldest generation in the workplace: The Silents There are fewer and fewer of them in the workplace as all qualify for some form of pension, retirement plan, or government payouts. Some still have to work and many enjoy working. Most are able to approach work with a take-it-or-leave-approach because they do not depend upon the income. Overall, they are loyal, show up, and work hard. Their work ethic is strong and those who choose to remain in the workforce enjoy work and being around other people. Their loyal approach can appear irrelevant to non-silents.

Valuing each person as individuals and working to improve communication across each generational cohort will allow companies to leverage the ideals of youth and wisdom of age. We need to consider the factor of age, but never allow it to become an excuse. We need to learn from and leverage these differences in a way that will help each person embrace change.

What is your biggest challenge when working with co-workers from different generations?

No Time to Change

Time Management in Change
Make Time For Change

The announcement is made and you immediately wonder how everything is going to get done because you have no time for change. You are too busy! There is no margin left in your schedule and no time to find more. If time is the issue and you have no time to change, it is time to revisit your priorities.

Priorities are always a problem when time is lacking. Whether you plan the schedule or simply perform the duties, priorities must be a major focus to assure there is proper time to execute change.

This is the seventh blog in my series, Building Trust and Embracing Change. We want to turn our attention to one of the main complaints in today’s business climate: Time! A lack of time is one of the most common responses expressed by people when they are facing changes that require an extra investment of time. Managing time in preparation for change is the responsibility of both leadership and employees. Everyone in the organization needs to work toward having adequate time to embrace the coming change.

People naturally gravitate toward activity and easily fill their day. There always seems to be a “to-do” list that requires attention. There is never a lack of things to do. Busyness becomes a threat to successful change. Both management and employees must honestly evaluate the quality of time that each person engages activity. Eliminating poor quality time investments is a critical step to prepare for change.

Consider the following areas that impact the quality of time.

  • Busy work or pretend work: A careful and thoughtful evaluation needs to be performed to eliminate busy work. Busy work gives the appearance of productivity, but is actually non-productive. It is easy to fill a work day. Employees are experts at looking busy. Most people like to be busy and see inactivity as boredom or guilt producing. Peers interpret a co-worker’s idleness as a lack of willingness to share the load. In our work related society, quiet reflection while on the clock is seen as unproductive behavior. It is easy to fall into this trap if a person does not keep their eyes on the overall objective.
  • Freedom to not be busy or avoid being a target: Another way of looking at busyness is from boss’s perspective. Some bosses simply cannot stand to see an idle employee. Many work environments simply will not tolerate it. Management often equates busyness as productivity and does not see the potential contribution of a contemplative person. Rather, they become a target for more work assignments.
  • Emergencies or priorities: Remember the old desk sign, usually on display by assistants or clerical employees, “A lack of planning on your part does not constitute an emergency on my part.” Some people strive on crisis, but run into problems when they encounter people who do not share their frantic pace. If one person likes to work with their hair on fire, let them as long as they are productive and not disruptive. For some, it is a work value. Leadership should guard against this effecting a positive work environment.

Business change of any significance usually requires time. If there is no time to change, organizations run the risk of undermining their own initiatives. Leadership will only be able to perform an honest evaluation of the quality of time being consumed when they look at the quality of the priorities.

How do you prioritize time during change management?

Take Time to Acknowledge Ideas amidst Business Change

Acknowledge Great Ideas

Major resistance to change frequently occurs because leadership does not take the time to acknowledge ideas amidst business change. The decision is made and people need to get on board! But, do they? Acknowledging ideas helps cognitive people embrace change. They too need time to process the change so they grasp it. It is difficult for them to support changes they do not fully understand.

Thinkers need time to process change. They may not have an initial strong response until after they have had time to think the change through to its logical conclusions. If a cognitive oriented person did not have any initial questions regarding change, it is a good chance that they will show up with them later.

This is the sixth blog in my series, Building Trust and Embracing Change. In the context of building trust amidst change, some people naturally have a lot of questions. If they cannot connect the dots, it will be more difficult for them to embrace change. This group is critically important to get behind change. They like to synthesize information and will gladly share their findings and opinions. Others view them as thought leaders and value their opinion. It is not uncommon to discover that they have built the trust with fellow employees that leadership envies. Therefore, it is critical to identify these people and get them on board.

Cognitive people usually have something to say and like to be heard. If they are not heard, they will not feel valued. While leadership should not have to babysit people to stay engaged, they should pay attention to those who become quiet or appear detached. One real mistake leadership makes when dealing with cognitive people is the fear that alternative ideas becomes a threat to the plan. This is not necessarily true.

Consider the following reasons why it is good to take time to acknowledge ideas amidst business change.

  • Take steps to prevent their verbal ramblings. Cognitive people often have ideas to process. Just because they verbally speak out on a point does not necessarily mean that they buy their own statement. Verbal processing can easily be mistaken for insubordination. Don’t be afraid to interrupt them and ask them if their words are opinions they want to advance or simply verbally processing. Make them put a stake in the proverbial sand rather than allowing them to verbally wonder all over the desert.
  • Take time to sit with verbally cognitive people and allow them to express their thoughts to you in private. This gives them the audience they are seeking with leadership and in turn will provide the opportunity for them to get on board in advance. As inferred above, their public support can help others embrace change.
  • Take action to address their concerns. This is the highest form of acknowledgment. They often bring helpful perspectives. Be sure to share credit with the whole group. In some cases, their ideas may not be good or there will not be any required action. The action becomes a non-action simply by expressing understanding and appreciation. If they feel passionate about their ideas, you may need to get them to agree to let it go or they may be stepping over the line of insubordination.

Cognitive people need acknowledgement. It is the best way to gain their support for the change and they have real capacity to help other people embrace the change as well. Be careful not to jump to conclusions or read too much into their quest for information and you will gain a committed ally.

What are some additional strategies you find helpful when getting cognitive and thoughtful people to embrace change?

How to Deal with Fear of the Future Due to Business Change

Gain Traction for Change
Get unstuck from the fear of change

Business changes can raise natural fears about the future, especially when there is a poor track record or unknown circumstances. It is imperative that leadership develops a plan on how to deal with fear of the future due to business change. This includes outlining and communicating the path forward.


Many big changes begin with small steps. Change requires both traction and momentum. It requires traction to get started and momentum to maintain it. Leadership must balance the two with the right timing.

This is the fifth blog in my series, Building Trust and Embracing Change.  We now want to look at the issue of fear. Fear comes in many forms and has many causes. Some fear is rational while other fear is totally irrational. Both are real to the person and have similar results. It is difficult to build trust in an environment engulfed by fear. It is important to identify the cause of fear and address it if change will be embraced. Fear of the future may not strike everyone, but it does require leadership to address it.

Living in a snowy climate, I have a lot of experience pushing cars with bad tires. People get stuck despite gunning their engine trying to overcome the ice upon which their tires are sitting. They sit in their car and spin their tires. Moving an organization forward will never happen if you are in a position where you just sit and spin. Overcoming this position requires your full expertise to develop traction and momentum. Similar to the car sitting on a patch of ice, you have to find the traction points that will allow the tires to grip. Once they grip, you have to provide the pressure to gain the momentum that will get things unstock and moving forward. There are so many ways to do this that an analogy will better serve as a thought provoker than specific examples. As always, leadership needs to identify and be able to implement solutions.

Here are three starting points on how to deal with fear of the future due to business change.

  • Clearly address the need and benefits of the proposed change and why contentment with present conditions is no longer adequate. This must include clear steps that will be taken by the organization and each person’s responsibility in it. Change can upset people’s comfort levels. Leadership should be open about and empathetic toward the comforts that may be permanently lost, yet try and convince them that the overall situation will be better.
  • Listen and understand the bad experiences and false beliefs people fear will be repeated. Taking time to learn about past failures, especially of others, can be invaluable information. An unknown person stated, It’s not the future that you’re afraid of; it’s repeating the past without making progress that worries you. This is a nice twist upon the topic of fearing the future. Leadership should see this concern as an opportunity to learn from their past experience.
  • Address doubts about the future path and a lack of confidence in the outcome. Fears may indicate issues with the decision and may provide a final opportunity to make sure everything is well thought out. It could also be a sign of a lack of confidence in leadership or the ability to make decisions. The doubts may be real or conceived, but reality to the one who fears. Proactive leadership should always take these concerns seriously, while trying not to focus on the personal nature of the doubt as this will only further feed the doubt.

Having a plan about how to deal with fear of the future due to business change is an important step in managing change. By addressing concerns in a straight-forward and honest manner, leadership should be able to achieve both traction and momentum.

What are some ways you get traction and gain momentum when dealing with a fear of the future?

How to Prepare for Emotional Loss Due to Business Change

canstockphoto18886533The announcement is still hanging in the air and the rumblings have started to fill the halls. Change is coming and not everyone is happy. Big changes mean big adjustments as people begin missing their friends and work space. For some, change is exciting and fresh. For others, change represents a separation from emotional connectedness.

Visionary leaders and action-oriented people welcome change. They easily focus on the possibilities of the future and can imagine how much better things will be. Those who lack these visionary tendencies can be willing followers, but it may be more difficult for those who have emotional connections to the present.

This is the fourth blog in my series, Building Trust and Embracing Change. This blog will focus on how to prepare for emotional loss due to business change. Leadership should prepare for a wide-range of responses due to change. It may be tempting to expect an immediate positive and supportive response, but an allowance should be made for those who need more time to adjust. Setting up expectations about how people should embrace change can make the situation worse when they are not met. Preparing for change should include space and time for those who those may struggle with the emotional loss they associate with the change.

People enjoy predictability, comfort, and a sense of place. People who easily make emotional connections depend upon predictability. It creates a safe place. These emotional connections may seem absurd to a high-flying executive or a goal-focused professional. After all, isn’t helping people with their emotional connectedness more relevant to a counseling practice, or something to be addressed in family dynamics or a lame pick-up line in a singles bar? It may not be common language in business, but it does describe reality for some.

Work is a very personal expression of identity. People become colleagues and some become close friends. They act as sounding boards at lunch and go-to people in a pinch. Office chairs fit comfortably and office space are personalized with pictures, memorabilia and tokens of achievement. Work and titles become part of personal identity and the weekly paycheck becomes a basis for security. It might not be much, but it is better than a stick in the eye.

Developing a plan on how to prepare for emotional loss due to business change is important to establish in advance. There are degrees to emotional response. Not call changes upset the applecart of emotion.

A plan must be specific to the organization and the type of change and should include the following three components.

Time – Adjusting to change requires time. How much depends upon the degree of change. When possible, providing time for the adjustment through advance notice can be very helpful. Also, leadership should make themselves available to answer questions as they arise. You may not be able to answer them, but you can listen to the question.

Communication – A major challenge is communication. Information cannot always be freely provided. The questions that begin with “why” may not have clear or available answers. Communication requires listening. Listening is always an option, especially when there is limited information to share. Confident communication through excellent presentation is imperative.

Assurance – This is directly related to how much leadership is trusted and the ability and willingness to project confidence regarding the plan. Confident leadership is critical to the success of change and a sure sign of the level of trust that is extended to leadership.

The responsibility to embrace change is incumbent on everyone. Some may simply take longer to adjust. Patience and understanding are as important as vision and leadership. Anyone struggling with change needs to understand his or her emotions. This is the starting point of embracing the emotions that make change difficult and should be addressed up front.

What part of change do you find the most emotionally difficult? 

Improve Trust to Support Business Change

It is imperative to improve trust to support business change. It is the first step to success and you can never have too much of it. A lack of trust leads to real problems and undermines change. Trust needs to be a focus at every level of the business. All organizations consist of people who must relate to one another. The most important component of any relationship is trust.

canstockphoto3248909Trust is established when one person chooses to place their confidence in something. A person’s trust extends to something until that something lets them down or disappoints.

In this third blog in the series, Building Trust and Embracing Change, I want to consider the personal approach to improve trust to support business change. The choice to trust may be conscious or subconscious. Conscious trust is a deliberate decision to place your confidence in the object of your trust. This is typically dependent upon your experience. Subconscious trust often occurs after a person’s experience with the object of their trust over time. After many reliable experiences, trust is established without having to constantly think about it. Consider the chair you are sitting in or the floor you are standing on. Is this the first chair, or floor, you experienced?

Brands, customer and employee experience, and reputations are components of company trust. All trust is relational. It comes down to your relationship with it. During a stint in the retail world, management clearly stated that we were to treat the customer well. It cost far more to win back a disgruntled customer than to win a new one. This piece of education provides a simple reminder about how important it is to earn and retain trust. When times of change come, a history of trust will make it much easier.

You can earn trust and re-earn it if it is lost. Most people want to trust others, but far too many have memories of bad experiences that keep them from fully trusting again. In actuality, withholding trust may provide protection from those who would do you damage. It also limits your possibilities because of your inability to trust. Knowing who and what to trust may take some personal discretion, but it is also something to build before a season of change.

Business change always requires trust from employees and trust-worthy leadership. Both have a responsibility to the organization, each other, and themselves.

  • The organization deserves your trust. Yes, I really said it. If you take a paycheck, it is your duty. If there are issues that create a lack of trust, you should consider whether you fit the company culture or not. Many companies are trying to hire for culture. If you do not fit the culture, it is a good reason to make a change. Companies operate in highly regulated environments and potentially subject to the whim of every person with a grudge and a video camera. If someone is going to take a shot at you, try to draw small targets by instilling trust.
  • Others deserve your trust, at least until they lose it. It is a two-way street. There are many levels of trust. Some start shallow and resemble thin ice and others are as strong as an iron beam. When people build trust, it always requires a positive experience over time. The time may go fast or take a long time to develop. The key is their consistent experience with your trustworthiness, transparency, honesty, and authenticity. Rebuilding trust usually starts with forgives, both sought and given.
  • A final major threat to trust is us. When we do not trust ourselves, it is difficult for others to trust us. This usually shows up in a lack of self-confidence. This condition goes by many names including: poor identity, poor self-image, shiftiness, craftiness, downtrodden. These behaviors give people reasons not to trust you. If you will not invest in yourself to get past these behaviors, how can you expect someone else to invest in you? Our ability to trust ourselves comes back to what we see in the mirror.

Trust is basic to change. Without it, the ability to execute and embrace change is much more difficult. Improve trust to support business change by actively cultivating it on a daily basis.

What are some strategies you use to improve trust?