brett boston

Business Trust – A transactional model

Establishing business trust is an iterative journey between two or more organizations. Each party is continuously asking and re-asking itself the following questions:

How do I feel about your stated and unstated motives?
Do I believe you are stating your true goals and intentions?
Do I believe you are seeking an outcome that benefits me?
Do I disagree with your intended or perceived gains and outcomes?

Do I believe you understand my needs?
Do I believe your stated actions coincide with achieving my goals?
Do I believe your words and actions to be for my benefit, our benefit, or your benefit?

Do I believe you have the skill and ability to do what you say you can?
Are your successes verifiable?
How do I confirm your stated competency and success?
Do I believe you will deliver on your commitments?

Can I foretell how you will respond in a given situation (positively or negatively)?
Can I easily guess what you will do in any given situation?Are you consistent in your responses and actions?
Are your reactions consistent when facing similar situations?

Do you do what you say you will?
What does your track record indicate?
How do you handle failure or non-performance?

Data shows that we do not expect 100% performance as a requirement for giving our trust. We know that there will be disappointments and can forgive. Doing what you say you will, about 8 times out of 10, is an acceptable track record for most business partners.

© Brett Boston 2022. All rights reserved.

brett boston

Innovative solutions for “encouraging” walkable cities

If you want to be a walk-able city you have to provide more information for walkers. This involves standardizing signage and providing visitor and residents a sense of the distance to the destination.

I recall being in London on a business trip with an extra day to spend.  After visiting some new sites, I deciding to go to 221 B Baker Street. This was in the 1990 (pre-smart phone for the youngsters reading this) – the “dark ages” for having up-to-date information and digital anything. Paper maps were the only form of navigation. Getting there involved reading a stylized paper city map of London.  The mapmakers had not seen fit to include 221 B Baker Street, which made for extra challenges.

After a 3-mile walk (that only appeared as inches on the paper map) I arrived at the correct street address.  Unfortunately, this was before anyone decided to erect a museum or put a plaque on the wall indicating the world-famous detective that once had a residence here. The problem, according to Wikipedia, is that the street numbers for the location of the residence were changed in the 1930s. The block of odd numbers from 215 to 229 was assigned to an Art Deco building known as Abbey House, constructed in 1932 for the Abbey Road Building Society, which the society and its successor (which subsequently became Abbey National plc) occupied until 2002. The residence of Sherlock Holmes was not recognized as such.  It is now.

So without any map application or a smart phone, and without any Internet information for the change in address, I arrived at the correct “address”, but was not at the correct “location”.  A long trek that came up short and deprived me of a visit to my favorite detective’s museum. Good exercise, but a disappointment.

Every city in the world has a similar problem for visitors.  How do city employees recognize all the locations that visitors might be interested in? Further, how do they provide signage the helps create a walk-able city? Check out this new solution for signage; one that helps walkers enjoy the visit.

brett boston

The Strategic Advantage of Culture

A recent article in Forbes (link below) covers a topic I discuss almost weekly with clients — the competitive advantage of culture.

Cultures like Google and Apple are renowned for creating competitive advantage through fostering creativity and great new product offerings.

One often overlooked aspect of having a fantastic culture is the value to the company of recruitment and retention. Many of my clients bemoan the fact that they cannot offer competitive salaries – particularly those in the public and non-profit sectors – and therefore lose-out on the “best” talent in the market.  Additionally, many feel that low salaries cause a high turnover rate among their best employees leading to a talent-brain-drain within the organization.

During the recent recession, lower paying companies have been able to hire extra-ordinary talent.  But they fear, with good cause, that these same people will be heading to other higher paying opportunities once the job market improves.

The competitive component that most organizations are missing out on is the quality of their culture.  Working within a fantastic culture is one of the key strategies for retention of great talent.  Articulating and carefully cultivating a great culture can help all companies hire, develop and retain an above average, talented workforce.