Trust is the foundation for everything we do, says Harvard Business School’s Frances Frei. “If we can learn to trust one another more, we can have unprecedented human progress,” she says.But what do we do when trust is broken? At companies, there are many reasons why the foundation of trust ruptures – a data breach, a CEO caught publicly disparaging an employee, a culture of bias and discrimination, and even a technological error that costs a human life. All of these things were happening at Uber, when Frei was brought on to its leadership team to help. In her talk on the art of building (and rebuilding) trust, Frei gives audiences a positive and practical breakdown of the steps companies and leaders need to take in order to be successful – using her time at the ride-hailing company as a critical example.But, before you can solve the problem of broken trust, Frei says, you must first understand how trust works and which components you need to work on – be it logic, empathy, or authenticity.
Frances Frei believes everyone has a superpower that can be used for good.That is, when it’s harnessed correctly.In Frei’s work with numerous organizations, covering various industries, one very clear pattern has emerged. Change makers, organization builders, and corporate fire starters are unintentionally limiting themselves in their efforts to become exceptional leaders. As a result, companies aren’t getting the best from their people.Frei wants top-level executives – and their teams – to stop holding themselves back. Leaders too many times try to go it alone. But, leadership is a team sport, says Frei. To have real and lasting influence, you need to work tirelessly to create the conditions for everyone to thrive.Frei shares with audiences her high-impact guidance for how best to lead – not just manage – in order to help others unlock the greatness in themselves.
The primary driver of our economy is no longer what we make, but how we serve each other, says Frances Frei. But, most companies treat service as a low-priority business operation, keeping it out of the spotlight until a customer complains. In her book, Uncommon Service: How to Win by Putting Customers at the Core of Your Business, Frei argues that – despite the fact that we are all born with an innate desire to help each other – it’s not enough for companies to simply demand service excellence from employees.Service needs to be tightly weaved into corporate culture, organizational design, and every core decision that’s made.With audiences, Frei makes a powerful case for rethinking the organizational approach to the service – using it as a competitive weapon, instead of a damage-control function, to ultimately increase profitability, satisfaction, and strategic differentiation.
Target - Sep 24 2019
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