2. Trusting Teams | THE 5 PRACTICES

Summary

The speaker emphasizes the importance of trust in creating a positive work environment, using the Four Seasons' exceptional service as an example. They highlight the difference between 'liking' and 'loving' a job, and how genuine care from management fosters employee loyalty and better customer experiences. The talk underscores that leaders should focus on nurturing an environment where employees feel safe to be vulnerable and ask for help, which ultimately leads to a more successful and resilient organization.

Takeaways

• 🏨 The quality of a hotel like the Four Seasons is determined by the genuine warmth and care of its staff, not just the amenities provided.
• 🤝 Genuine friendliness and engagement from employees create a positive customer experience, as exemplified by the barista Noah at the Four Seasons.
• ❤️ Emotional connection to one's job, as expressed by Noah, is a significant indicator of a healthy work environment and can be a result of supportive leadership.
• 👥 Leadership that consistently checks in on employees and asks how they can improve their work fosters an environment where employees feel valued and supported.
• 🔍 The contrast between the supportive environment at the Four Seasons and the more punitive environment at Caesar's Palace highlights the impact of leadership on employee behavior and customer service.
• 💡 The question of how to get the most out of people is flawed; instead, leaders should focus on creating an environment where people can perform at their best naturally.
• 🚫 In environments lacking trust, employees may hide mistakes, feign competence, and withhold personal issues that affect their work due to fear of repercussions.
• 🤔 Trusting teams are characterized by a safe space where employees feel comfortable admitting mistakes, asking for help, and being vulnerable without fear of humiliation or retribution.
• 🛑 The United Airlines incident is an example of a breakdown in leadership and trust, where employees were more afraid of repercussions than doing the right thing.
• 🛫 Virgin Atlantic is favored not because of superior staff, but because employees feel safe and trusted in their roles, benefiting the company, customers, and themselves.
• 🏋️‍♂️ Building trusting teams is not a one-time task but a continuous process, similar to maintaining physical fitness, requiring daily commitment and effort from leaders.

Q & A

Why is the Four Seasons considered a fantastic hotel according to the speaker?

The Four Seasons is considered a fantastic hotel not because of its luxurious amenities, but because of the genuine warmth and engagement of the people who work there, creating a welcoming atmosphere.

What did the speaker find significant about Noah's response when asked if he likes his job?

The speaker found it significant that Noah responded with 'love' instead of 'like,' indicating an emotional connection to his job and the company, which is rare and noteworthy in the speaker's experience.

What is the difference between 'like' and 'love' in the context of work as described by the speaker?

'Like' is a rational feeling based on factors such as good pay and job satisfaction, while 'love' is a deeper, emotional connection that goes beyond the basic aspects of job satisfaction.

How does the speaker describe the difference in management approach between the Four Seasons and Caesar's Palace as experienced by Noah?

At the Four Seasons, managers regularly check in with employees to see how they are doing and if they need anything to perform better, fostering a supportive environment. In contrast, at Caesar's Palace, managers focus on catching employees when they are doing things wrong, creating a stressful and less supportive atmosphere.

What is the impact of a non-supportive leadership environment on customer service experience?

A non-supportive leadership environment can lead to a poor customer service experience because it affects the attitude and performance of the employees, who may be more focused on avoiding trouble than providing genuine service.

What is the speaker's view on the common question 'How do we get the most out of our people?'

The speaker believes the question is flawed and suggests that a better approach is to create an environment where people can work at their natural best, which will lead to better results and engagement.

What are the characteristics of a trusting team according to the speaker?

A trusting team is one where members feel safe to be vulnerable, admit mistakes, ask for help, and express concerns without fear of humiliation or retribution, knowing they will be supported by their leader and colleagues.

Why does the speaker argue that leadership is not about being in charge but taking care of those in charge?

Leadership is about creating an environment where people can thrive, feel valued, and contribute to the best of their abilities. Leaders are responsible for the people who are responsible for the results, not just the results themselves.

What is the analogy the speaker uses to describe the process of building trusting teams?

The speaker compares building trusting teams to getting into shape through regular exercise and a healthy lifestyle, emphasizing that it is a gradual process that requires consistent effort over time.

What does the speaker suggest is the ultimate responsibility of a leader in creating an organization with trusting teams?

The ultimate responsibility of a leader is to create an environment where team members feel safe, valued, and supported, fostering a culture of trust and mutual care that benefits the organization, the customers, and the employees.

What example does the speaker give to illustrate the consequences of a lack of trust in an organization?

The speaker cites the incident with United Airlines where a passenger was forcibly removed from a flight. The crew members did not intervene because they feared getting into trouble, highlighting a lack of trust and a flawed leadership environment.