1
THE DISCOVERY
ETHAN PARKER FINALLY UNDERSTOOD. He blinked, feeling a smile spread across his face, as a puzzle he had been trying to fit together for almost a week finally clicked. The woman sitting across from him leaned back in her deep, brown leather chair with a satisfied look on her face. Her name was Sunny Bonaventure, CEO and owner of The Grove, and she was currently saving Ethan from certain disaster.
āIām embarrassed to admit this, Sunny,ā Ethan said, ābut Iāve never thought about trust like this before. I always thought it was something people just hadāeither they have your trust or they donāt; you are a trustworthy person or you arenāt. I mean, I know that trust can be gained or lost based on your actions, but I always thought that meant the big things, you know, like malicious dishonesty or breaking a promise.ā
Sunny nodded. āI think most people understand trust like that. Itās normal. We always notice larger betrayals,ā she explained. āBut trust is much more subtle. It can be felt in every interaction, and itās present in every choice. Every single action you take either increases or decreases trust. There really is no neutral. It took me a while to learn that, after taking over for my father. Once I did, I was able to turn the whole resort around into what it has become today.ā Behind Sunny was a wall of floor-to-ceiling windows that looked out onto a scene of absolute winter perfection. The peak of an imposing, snow-covered mountain pierced the sky. Sinuous white lines cut through the green of the trees, and the skiers were little black dots racing down the slopes.
Ethan felt two distinct and conflicting emotions. On the one hand, he felt the lightness that comes with profound relief at having finally understood what Sunny had been trying to teach him all week. He was fairly certain that she had just handed him the tools he needed to get his faltering company, 10K Solutions, back on track. But he also felt chagrined, even a little ashamed. Until a week ago, he had been sailing through life, confident in his successes and achievements, thinking he was the worldās best leader at the helm of a company about to revolutionize the auto industry. Instead, Ethan now realized he had been woefully naive, blind to what was going on at his own company. As he was learning from Sunny, he realized he had been taking it for granted that everyone on his team trusted in his leadership.
āIāve always thought of myself as a trustworthy person,ā he told Sunny. āI keep my commitments or communicate if I unexpectedly canāt. I have integrity, and Iāve always conducted my business with transparency and honesty.ā It had never occurred to Ethan that people might not trust him on the basis of that alone. āBut I think I finally see what youāve been trying to tell me. Itās not enough! All the things I think make me a trustworthy person are invisible to other people. How would they know? And if they canāt see what makes me trustworthy. ā¦ā He paused, processing this moment of clarity. āHow are they meant to trust me?ā Ethan wanted to be sure he was on the right track.
Sunny leaned forward in her chair, sensing Ethanās hesitation. āMost people think of trust like a bank account,ā she offered. āYou honor some commitments, you help people out, you tell the truth, and you think that you are putting trust, like money, into that account. You think that it sits there waiting for you when you need it.ā Later, she explained, people think they can just go to the trust bank account and āwithdrawā their trust currency. āBut thatās not how it works,ā Sunny explained. āIf you donāt continually reinforce trust in any relationship, it will erode and disappear, no matter how much was in your bank account last week, last month, or last year.ā
Ethan sat up, intrigued. āThatās exactly how I thought trust worked,ā he said. āI just assumed my team, my whole company, would trust me just because Iām the leader.ā He suddenly felt less enthusiastic. āThey must think Iām incredibly arrogant! And even worseānow they donāt even trust each other, and I think itās all my fault. Itās going to be a long haul to rebuild trust from the ground up. If we even make it that long, of course.ā A looming deadline was the root of the crisis that had bowled Ethan over like a stampede of elephants the previous week. If 10K Solutions was not able to deliver, the company would be toast before he even got the chance to rebuild his teamās trust.
āNot necessarily!ā said Sunny, with a reassuring look. āTrust can be built or lost in a moment. Some things do take time, but you can begin to build trust right away if you start taking the right actions.ā It always comes down to action, she explained. āMaking sure that every day you are actively and intentionally taking steps to build and reinforce trust. Itās why we have the 8 Pillars I told you about. Without some sort of comprehensive framework to guide you, itās too easy for these things to get lost in the constant grind of everyday tasks.ā
Ethan had not been totally convinced by the 8 Pillars model when he first heard about it. āIt just seemed so broad,ā he told Sunny. āI mean, isnāt eight steps straining the modern attention span? Most corporate models donāt go much above five steps.ā He hoped the levity in his tone came through. He had seen many organizational models throughout his career and had a slight aversion to them. When Sunny said her model had eight different components, Ethan had been skeptical.
āOh, we are very familiar with that!ā Luckily, Sunny appreciated his irreverence and laughed at the quip. āThis place was overrun with methods and five-step models when I took over,ā she said. āMy dad seemed to introduce a new one every month. They all had merit, but it was too much, and the sheer number of them just ended up causing more harm than good.ā But the 8 Pillars model was different. āI donāt see the 8 Pillars as a rigid structure to be followed step by step. Their real strength is in their interconnectedness. They work individually to solve problems, but all eight together are what builds systemic trust.ā As she explained to Ethan: āA trustworthy person and a trustworthy organization are not the same thing. Itās perfectly possible to be a trustworthy person but fail to build a trustworthy organization.ā
It was hard not to feel inspired around Sunny. Maybe there was hope for 10K, Ethan thought, even if their deadline was approaching with terrifying speed. He felt like he had the tools now, and more important, the understanding of how and why things went wrong. When Ethan had arrived at The Grove a week earlier, heād never expected to be sitting in a stunning library, talking with the owner of a ski resort about trust. A treasure trove of insight about how to bring 10K back from the brink was the last thing he had expected to find in this out-of-the-way ski lodge in Colorado. Planning their annual getaway with his three best friends from college, Ethan had hoped to enjoy the slopes for an extended weekend. Instead, he had arrived at The Grove in a daze, after finding out earlier that morning about a complete breakdown at 10K.
The soft chime of a clock told Sunny and Ethan that it was getting late. Glancing out the window, Sunny saw skiers heading in as the sun was setting. āIāll be crossing my fingers for good news at your appointment with the surgeon tomorrow!ā she said, rising from the leather chair. āAnd weāll be sure to chat at least one more time before you leave.ā As she approached Ethan, she picked up the crutches heād leaned against the wall.
Ethan levered himself up on his good leg, trying to keep the one that was strapped down under layers of plastic and Velcro from knocking into anything. āIām learning so much, Sunny,ā he said, accepting the crutches, āand I really appreciate all the time youāre spending to help me out.ā
āItās absolutely my pleasure,ā Sunny replied, āand I have a feeling 10K is going to be just fine!ā
The doctorās appointment that Ethan hoped would give him medical clearance to fly home wasnāt until tomorrow morning, so he still had plenty of free time on his hands. He decided to sit by the fire that evening in what The Grove called the Great Room, an open space in the middle of the resort. Beautiful rustic furniture provided a comfortable atmosphere for people to chat, sip on beverages, or gaze at the mountain. One family lounged on a scatter of floor cushions playing a board game. He ordered a mug of hot cocoa and spent the rest of the evening writing notes about the afternoonās epiphany on trust.
The Great Room looked out on a picturesque scene through another enormous wall of windows. The mountain was illuminated by the moon and stars with strings of lights hung along the paths and ski lifts. Lamps glowed through the falling snow, resembling fuzzy dandelion tops. Inside, three massive fireplaces crackled merrily. But the most striking feature was a beautiful old Aspen growing straight up through the floor, lending an otherworldly majesty to the space.
If I had to get stuck somewhere, Ethan thought, I certainly feel lucky it is in a place like this!
2
MAYDAY, MAYDAY
ONE WEEK EARLIER, ETHAN PARKER, founder and CEO of 10K Solutions, had sailed into his office, feeling good about the future. It was a brisk Minnesota morning in January, which most people would call frigid. Ethan found it invigorating. Heād always loved winter, and his yearly ski trip with his three best friends from collegeāknown as the Brain Trustāwas mere hours away. Tomorrow morning theyād hit the slopes for three days of nose-numbing, head-clearing, Colorado mountain air. Ethan loved the speed and couldnāt wait to gondolier up those peaks, then feel the adrenaline rush of racing down that mountain, pushing the edge of control.
But life was about to throw him a curve ball of epic proportions. It was the meeting that changed everything. More precisely, it was when Jenna, 10Kās COO, had said, āI have to change my seven to a four.ā That one little sentence could bring down much more than Ethanās weekend plans.
He had called a morning strategy meeting with his top executives. Their software release date was May 1, an easy four months awayāsomething theyād been hard at work on for a year now. It was one of many meetings to make sure this project was all sewn up, in the bag, and done on time.
But the atmosphere in the room was tense. There was a distinct lack of post-holiday camaraderie, and everyone sat quietly, greeting each other with just the most basic professional courtesy.
āSo,ā he said, once the team had settled in their seats around the conference table. āFirst of May. How are we looking?ā
The rush to reply was anything but a stampede. No one said a word.
Donāt all jump in at once, he was about to say, but he stopped himself. The wooden expressions around the table told him this was not the time for a joke.
āOkaaay ā¦,ā Ethan said. āLetās do it this way. Scale of one to ten, ten says we coast through without breaking a sweat, one says we flat out donāt make it.ā He looked at his COO. āJenna? Give me a number.ā
Jenna hesitated before responding. āSeven,ā she replied.
Ouch. Heād expected a ten, a nine at worst. Thatās why heād called on Jenna firstāshe was one of the most capable executives he had ever met. A VP by thirty, Jenna was laser-focused and brought a positive, relentless determination to every project she handled.
Ethan looked at Zach, the director of software. Youād never know from his unassuming personality that Zach had started college at sixteen and gotten his masterās by twenty-two. āZach?ā
Looking down at the table, Zach slowly replied. āUm ā¦ eight?ā
Ethan would have felt better if Zach hadnāt phrased it as a question. āIris?ā he asked in an uneasy tone.
Iris hesitated, looking at her hands in her lap. She was the lead UX designer, in charge of user interface of the finished product. She was silent long enough that a few people shifted uneasily in their chairs. Just as Ethan was about to say something, Iris looked up and took a deep breath, bracing herself.
āEthan, I have to be honest,ā she said. āThis is really difficult for me to say, but I just canāt go higher than a three.ā
A three? It took a moment for Irisās response to register. Just barely above āwe flat out donāt make itā? Scanning the room and the rest of the team, Ethan noticed that Jenna seemed to have relaxed, and Zach was hesitantly looking around at the other faces. Not knowing what else to do, Ethan cleared his throat and turned toward Dom, chief technology officer, parked at the far end of the conference table.
āDom?ā Ethan hoped for a miracle. Dominick was known for his incredible efficiency. As the person tracking overall design and system integration, his view carried extra weight.
Dom sighed. His frank expression spoke volumes. āIām going to have to agree with Iris. Give it a three.ā
This bombshell stunned everyone into silence, which stretched on for several very uncomfortable moments until Jenna spoke. āIām really sorry, Ethan, but theyāre right,ā she said, looking directly at him. āI have to change my seven to a four.ā
That was the moment it really sank in, the moment Ethanās stomach tightened. The release date was in serious jeopardy, not to mention his weekend plans.
After Irisās revelation, Ethan completed the circuit around the table. No one ventured lower than the apocalyptic three, but there was nothing over a six from the rest. Not a single ten from the group. Still, the worst hit had been from the company optimist, Jenna. I have to change my seven to a four. How had his COO not known until now that Iris and Dominick had such serious misgivings about their progress? How had Ethan himself not known? How had his team gone from having things clearly in hand to a situation that justified pure panic?
For the next twenty minutes, Ethan led the group through an ad hoc pep talk, hoping he was offering up more than be-positive platitudes. But as everyone filed out of the conference room, Ethan could fee...