@caldwellcreative - can you elaborate? What principles are you referring to? Thank you.

Such a nice word salad that literally means nothing.

10 is not “I’ll do it for free “ it’s “I would die before letting you down”

Can you define "trust"? There are so many ways we can/can't trust a coworker. When I hear someone constantly talking badly behind a coworker's back, I can't trust them and will not share ANY personal information about myself.

On a binary scale?

I would think this is only achieved by peer information. Ask coworkers, clients, customers, suppliers, ... People tend to have an exaggerated self-reflection when it comes to personality traits and skills (can be both in the positive as well as the negative sense). So like Simon said, 360° reviews. I also think it's important that the people that are asked those questions also know why these questions are asked. If people are asked a question on how a co-worker is performing, they need to know what's hanging in the balance. Is it a chance for promotion, is it to know who is pulling the team, who is most knowledgeable about a subject or who is being a jammer in the team. Those people in term should also be reviewed, because they could also have a hidden agenda to falsely supply information for their own benefit. But if you ask enough people, your data should give you an idea on how the situation is. I've been in a company where they did 360° feedback but the manager didn't believe the result. Guess what happened to that employee... I've been in 2 companies where they did no such thing, didn't check in on the team on what the disrupting factor was, or even knew what (or who) caused the disruption. Those companies lost several employees leaving because of it, and only after the right source was found, stability followed. HP LT is dangerous to have in your presence be it at work or even in your personal life.

For the sake of arguement, he's claiming one is on a growth trajectory, while one is on a stagnant one. six years out the bottom one doubles if not more because the culture is strong and you won't plateau at the top from the inconsistent customer service of company 1. I understand your point however, it's just not viewed as a growth mindset.

@@danielcongleton2878 that’s his theory, in practice most all companies push short term goals and succeed in doing so year after year for many years.

@@knpstrr agreed, however we must remember the average lifespan of a fortune 500 company is less than 18 years, and that at a certain point it's about sustained consistent growth for investors rather than pure capital earned. Let alone that the amount of risk assumed by these companies accrued as they grow in size and capital. They value their leadership, culture, and branding more than capital, since it is inherently more valuable.

@@danielcongleton2878 the average life of a corporation as it is may be 18 years. But if they merge that doesn’t mean it was a failure even though it would technically go out of existence.

Also, monopoly and anti trust rules only allow a corporation to grow so big. So there are even limits to growth and often times to unlock more growth legally corporations must be split up into smaller entities. A “demise” that has nothing to do with the supposed stress of short term goals this would happen even in his preferred method of leadership if it grew large enough

As a former leader of the United States Armed Service I can 100% tell you he is telling an authentic truth. Leadership is not different no matter what organization you are talking about. Whether it is a boardroom or a battlefield the metrics for what makes a solid leader people can trust stays the same. Businesses just let profits cloud their judgement.

@@thegame346 Are you referring to trust of the leader or team members trust for each other?

@@MNP208 when the team trusts the leader and feels as though the leader has their back and best interests of the team in mind before their own the team will almost always trust each other. A strong leader makes all the difference

Senior leadership almost always falls pray to the fallacy of their personal success. Very few truly understand the lucky moments that led to their position, and thus assume that their personal path is 100% reproduceable.