Love in Action

John Eades is the CEO of LearnLoft, a leadership development company that transforms managers into leaders. In 2017 he was named a LinkedIn Top Voice in Management and Workplace. He is also a renowned speaker and host of the Follow My Lead podcast. He joins Marcel Schwantes on this week’s show to talk about his new book, Building the Best: Eight Proven Leadership Principles to Elevate Others to Success, and to equip you with the tools you need to become the kind of leader the world needs today.John describes his book as a collection of stories, principles and best practices to help elevate the way you lead. He specifically included tools in the book to help readers apply the principles in their daily leadership practice. [4:23]Marcel cites a line from John’s book: “The most effective leaders who elevate others, lead with high levels of love and discipline.” John defines love as ‘to contribute to someone’s long-term success and wellbeing.’ But there also needs to be discipline. Discipline, in this case, means to promote standards so that those we lead can choose to be at their best. [5:16]John has created an assessment tool to measure both love and discipline. He cites statistics from his research that proves that leaders who use high levels of love and discipline get better business results. [7:37]If as a leader you only look at results, John says, your people will start to cut corners to get the results you want. Instead, you should focus on the daily behaviors and habits that live out your core values. The more your employees buy into your values, the more you will see the desired results. [12:52]John lists the five leadership styles in his book. The top-level leadership style is called Elevate, which entails high levels of love and discipline. He says that you can put this type of leader in any company and they will elevate others. The performance will also elevate. [14:00]Leadership is a journey. We can all develop our skills and become better leaders. [15:58]Once we set high standards we have to hold ourselves and others accountable. John comments that we shouldn’t look at accountability as negative; it also means that giving praise and recognition when standards are exceeded. [17:44]Marcel asks John to share one love competency. John chooses trust because there is no effective leadership without mutual trust. He quotes an old saying, “Rules without relationship lead to rebellion.” You build trust by putting competence and care at the center of your relationships. It takes time though, so you have to be willing to put in the effort. [19:41]John says that it’s a leader’s responsibility to understand the purpose behind the work and communicate that purpose to the team repeatedly. When work is tied to purpose, employees are more engaged and less likely to leave. [23:51]“What are the core responsibilities of a modern leader?” Marcel asks. John responds that a true leader elevates others by inspiring, empowering and serving them. He defines what each of these words mean for a leader. His definition of ‘inspire’ in particular, resonates with Marcel. [25:47]John explains why leading with fear is still so rampant in the workplace. Leaders need to combat fear by choosing to be courageous, he says. [31:16]Marcel comments that great leaders surround themselves with a team of mentors. John names several of his mentors and points out that you have to seek out people who you want to learn and grow from. He wants listeners to actively seek out good mentors because they add so much value. [33:57]John wants you to know that the most faithful wins. He encourages you to do your best wherever you are to elevate others, and don’t give up. In due time you will be rewarded. [40:42]ResourcesTake the Leadership Style assessment BuildingTheBestBook.com John Eades on LinkedIn | Instagram | TwitterSend Marcel a text message!

Marcel Schwantes reflects on the biggest lessons he learned in 2019 from his guests about being a better leader. His mission to spread the Love In Action message is the Why behind this podcast, and the reason he spends most of his time interviewing the world's top leaders and influencers as well as writing, speaking and coaching leaders. Marcel once landed in the ER because of stress due to toxic work conditions. [3:15]What if you really connected with your co-workers at work? What if you felt safe to experiment and fail and not feel ashamed? What if you worked alongside others who share your values and you achieved great things together? If people came to work and felt those positive things, the dynamic in the workplace would be radically different. [4:00]Businesses that truly put people first are more profitable. Love in action shows up at every leadership level. Marcel stresses that it’s your duty as a leader to take care of your people. Amazing things happen for your business when you do. [4:45]Marcel shares his top 10 takeaways for 2019, including:Erica Keswin in episode 2 - The ability to connect on a human level, experience emotions and display the best of our humanity are going to become the clear differentiators in this age of technology. [6:18]Ken Blanchard in episode 3 - The key to creating a great organization is to catch people doing things right so you can praise, encourage and celebrate them. When you do this you're reinforcing those right behaviors systematically and you’re showing unconditional love. [7:01]Steve Farber in episode 26 - When love is baked into the employee experience, the customer experience is gonna be off the charts. Your customers are going to reciprocate with loyalty and referrals. That's the impact of love all the way around. [9:00]Kristen Hadeed in episode 18 - The more you invest in people the more engaged they are on the job because they know that the organization cares about them. That does something to a person's heart.Bob Chapman in episode 5 - Business can be the most powerful force for good in the world if we simply cared about the people we have the opportunity to lead. [17:08]ResourcesLove In Action podcast Send Marcel a text message!

We’ve moved from the Information Age into the Imagination Age, and creative thinking skills are now just as important as the so-called ‘hard’ business skills. Imagination plus leadership is the formula to unleash all kinds of potential. So says Brian Paradis, author of the compelling new book Lead With Imagination. Brian is a senior partner of C-Suite Solutions, a national advisory firm that helps health care organizations move from volume to value. He served previously as President of Florida Hospital’s central region, a $4 billion enterprise, and under his leadership it became the number one ranked hospital in Florida for three years.Enter to win a free copy of Lead with Imagination by filling out the survey here: https://www.surveymonkey.com/r/8MKBJSK Brian has always wanted to be a difference-maker, to help others find their God-given potential and all they’re capable of being. [8:11]Brian wanted to make Florida Hospital, a gigantic organization, human and liveable. He asked himself how he could think and do differently, and when he saw the difference it made, he wanted to share his experience in case it could be helpful to others. [12:10]Marcel asks what makes Brian’s book different from other books on leadership. He responds that it’s more of a journey than a topical discussion, that he shares real stories of successes and failures. It’s got some humor, so it’s an easy read with some practical advice. Overall, it inspires leaders to build something different that affects the cultures they lead and the people they care about. [12:49]Seven principles kept recurring as Brian was trying to figure out the process to lead with imagination, including:Love is the root of it all;Authenticity and humility;Tolerating curiosity;Humor. [17:10]The bottom line is that as a leader, you’re the servant and you need to do whatever it takes to help your people succeed. The success of your organization is ultimately what you do as a leader. [21:09]By design we want to love other people, Marcel says, but the business of business gets in the way. If you put loving your employees first, your business results are going to be better. [24:51]In his book, Brian describes ego as a disease. Marcel asks him to explain that statement. Brian shares his experience of dealing with chronic heart disease and says that ego is very similar. It’s there and denying it doesn’t make it go away. You have to take your medicine or it will kill you. [30:05]Brian’s ‘medicine’ for ego is saying sorry, having a trusted person call him out, and practicing a spiritual discipline. He also stays humble by admitting when he doesn’t know something. He says that everyone has to figure out their unique medicine for ego. [34:29]Brian shares a story from his tenure at Florida Hospital to illustrate what a high trust organization looks like. [38:00]You build trust when you’re consistent, Brian says. It also comes down to being proactive, fostering curiosity and accountability, staying focused and keeping your integrity. If you’re doing otherwise, it’s not love. [41:40]Love is powerful and when you infuse it into anything, that thing gets better. [47:17]Brian says that it takes courage to lead with love. Leading with fear allows you the illusion that your weaknesses won’t be exposed. [48:46]When things go wrong, the first thing a leader should ask him or herself is, what am I doing that’s in the way of what I want? [53:33]Tapping into our imagination to create something different is not just a matter of good business, it’s a matter of a good life. [55:13]Your imagination is the beginning of your victory. If you can’t see it be different, it’s hard to make it be different. [56:02]ResourcesImagination Works Media on Facebook | Instagram | TwitterWin a free copy of Brian’s book! Submit your story of love and fear.Send Marcel a text message!

Marcel’s guest on this week’s Love In Action show is Jacqueline Carter. Jacqueline is the international partner and the North American director for Potential Project. She has over 20 years of experience working with organizations around the globe, including Cisco, Marriott and Google, to improve performance. She is also the co-author along with Rasmus Hougaard, of the exciting new book, The Mind of a Leader: How to Lead Yourself, Your People and Your Organization For Extraordinary Results. The book is based on extensive research, including assessments of more than 35,000 leaders, and reveals how leaders can disrupt how they lead by training their brains. Most leaders are overwhelmed and overworked. Jacqueline calls it a leadership crisis. She says that it’s tough to be a leader today and it’s not getting easier. [4:30]Her research gave three major insights: The workplace has dramatically changed - people are looking for meaning, purpose and happiness in their jobs. Creating an environment where people feel happy is a big task for leaders, and most feel ill-equipped to do it. [5:41]Leadership is an inner game - it starts with understanding, managing and leading your own mind before you can lead others. [6:30]Mindfulness, selflessness and compassion are the three core qualities that make great leaders. [6:43]We’re most stressed first thing in the morning because of cortisol spikes, so it’s the most important time to do mind training practices which will help settle the mind and give us more clarity. [8:17]If you don’t set an intention, your day will just happen. [9:00]Because of its neuroplasticity, we can change the way our brain looks and functions. [9:52]Mindfulness is the ability to be present in the moment, to be focused on the task at hand and aware of what’s going on around us. Our mind has a natural tendency to wander, and research shows that our attention span is getting smaller over time. However, attention matters in business. Mindfulness training helps to train the attentional muscles so we can be more focused and more effective. [13:33]Marcel asks Jacqueline how to practice mindfulness. She shares a simple A-B-C-D technique and invites listeners to join in. [16:25]The main reason meetings are not as effective as they can be, Jacqueline says, is because people are not paying attention, their minds are wandering. She shares how practicing mindfulness helped one organization decrease their meeting time by 35% and become more efficient. [22:47]Marcel asks what to do with our devices so we can be more mindful. Jacqueline comments that even the mere presence of a smartphone during a conversation negatively impacts our ability to feel connected with each other. She shares some practical tips to help us get the best of technology without letting it get the best of us. [28:10]Selflessness is not allowing our natural egoistic tendencies to get in the way of being a good leader. We naturally see the world from our own point of view. Selflessness asks us to be more intentional about others and their needs and how we can best be of service. The foundation of selflessness is bringing more humility and gratitude into our leadership. [30:35]Empathy is when we feel with someone. Compassion is more focused on how we can make their life easier. If as a leader, you can help to alleviate some of the unnecessary stress and pressure your workers face, you will be able to create a kinder and more effective workplace. [35:23]Jacqueline appeals to listeners to put your own oxygen mask on first. You can’t take care of other people if you’re not taking good care of yourself. Her research has proven that the most successful leaders are disciplined about taking care of themselves. [41:14]ResourcesPotentialProject.com Email: jacqueline.carter@potentialproject.com Send Marcel a text message!

Whitney Johnson has been recognized as one of the world’s foremost management thought leaders by Thinkers 50 and Fortune magazine. She is an advisor, speaker and host of the weekly podcast, Disrupt Yourself. She joins Marcel Schwantes to discuss her recent book, Build An A-Team: Play to Their Strengths and Lead Them Up the Learning Curve, in which she shows leaders and managers how to reduce turnover and enhance loyalty by leading their team members up their current learning curve and designing their jobs to maximize learning and engagement.High growth organizations need high growth individuals. Whitney’s why is to provide ideas to make it less scary to continue to grow and develop. When you’re learning and growing, you are happy. [4:02]Marcel asks how music has influenced Whitney’s work. She responds that when she’s writing or giving a speech, she infuses musicality and structure. Also, music has taught her how to listen and interact deeply with others. This impacts her speeches and her coaching. [5:23]We disrupt ourselves many times throughout our lives. The difference between business and personal disruption is that with personal disruption you're both the disrupter and the incumbent. [8:09]If leaders allow their people to disrupt themselves, to learn and leap, these employees will help the business be a high growth organization. If you let them disrupt themselves, you as an organization will not get disrupted, Whitney says. [8:52]The S-curve of learning is a framework for high employee engagement. Disruption is really about people. Whitney describes the S-curve framework and what managers can do at each point to lead their team along. [10:00]Whitney lists the seven accelerants for leading people along the S-curve of learning:Take the right risks;Know your distinctive strengths;Embrace constraints or impose the right constraints;Battle entitlement;Step back in order to grow;Give failure its due;Be driven by discovery. [13:00]This framework of personal destruction allows you to accelerate and move up the S-curve quickly so that you can learn, leap and repeat quickly. The faster you can do that, the higher growth individual you become. [21:01]When someone you’re managing is at the top of the curve, you can help push them back into the sweet spot by either getting them a coach, letting them mentor others or by stretching them. [21:35]Marcel asks how fear-based management styles affect the learning curve. Whitney says that fear means that there isn’t enough for me as a manager. "So when I have people on an S-curve and they're in the sweet spot, I might start to feel threatened by them." Another way that fear affects the learning curve is when a leader has a high performer on his team who is ready to leap forward, the leader may not want to allow the team member to do so because it would affect his or her future prospects. [25:19]Organizations whose business models are built on command and control find it hard to create a sense of belonging because the structure itself does not allow for it. [27:25]The best advice Whitney would give to managers is to understand where your people are on the S-curve and manage them accordingly. When you do that, you will find that everyone is a high performer. [30:42]ResourcesWhitneyJohnson.com Disrupt Yourself Podcast, episode 120 Email Marcel: marcel@loveinaction.clubSend Marcel a text message!

Bestselling author Dan Cable is this week’s guest on the Love in Action podcast. Dan is a social psychologist and Professor of Organizational Behavior at the London Business School. He has also been ranked among the top 25 most influential management scholars in the world. His teaching and work are focused on culture and employee engagement, and the link between brands and employee behaviors. His research has been featured in the Wall Street Journal, the New York Times, and Business Week and his clients include some of the biggest brands on the planet including Coca Cola, Estee Lauder, and Twitter. Dan joins host Marcel Schwantes to discuss his research as detailed in his book, Alive at Work: The Neuroscience of Helping Your People Love What They Do.The big idea in Dan’s book is that the emotions of winning have changed. Fear is not the emotion that leads to change agility, innovation, and creativity. The book is a quest to understand how leaders can activate the emotions of competitive advantage. [3:50]The seeking system in our brain causes us to want to learn from and experiment with the environment to see how it responds to us. When we follow this urge to experiment and learn, our brain rewards us with dopamine. [5:55]Marcel asks what playfulness in the workplace looks like in a way that makes business sense. Dan responds that it is freedom within a frame. If we're only being playful and experimenting without minding our existing business, we don't have much of a business. Leadership is about welcoming playfulness and ambiguity in constrained ways that help us learn, grow, and stay relevant without sinking the ship that we're on. [7:36]Emotions are our feelings that motivate behavior. They solve problems which help our survival. If leaders want to encourage employees to try new things or take risks, they need to activate emotions such as curiosity, excitement, and enthusiasm. These are the emotions of competitive advantage today. Fear is stronger than these emotions, so if you activate fear, you quelch the curiosity or enthusiasm. [10:21]Dopamine opens up our learning centers, Dan says. It causes the feeling of zest, where life feels like an adventure we get to do. It’s a brain chemical that makes us feel enthusiastic about working and about life in general. [12:46]Dan explains that leaders can encourage curiosity, enthusiasm, and excitement in three ways: Highlight people's unique strengths and what they bring to the table;Prompt curiosity by making a safe place to experiment and learn;Personalize purpose: each employee should know how and whom their work is impacting. He relates how KLM became one of the top 5 social media savvy companies in the world by using these three strategies. [14:10]Marcel asks how a job seeker can know if the company they’re interested in is the kind of employer that activates the seeking system of their workers. Dan shares a few tips that a prospective employee can use to determine this. [19:00]The faster the world changes, the more the seeking system becomes the solution to organizational problems, Dan says. Artificial Intelligence cannot replace the human element of understanding the customer’s needs and strategizing new solutions. [23:41]If leaders can activate positive emotions at work, they will put more life into their employees. [27:28]ResourcesDan Cable on Twitter | LinkedInSend Marcel a text message!

Marcel welcomes Dr. Randy Ross, Founder and Chief Enthusiasm Officer at Remarkable, to the show. Randy is a master of cultural transformation who has traveled internationally as a speaker, coach and Fortune 500 consultant, building teams and developing leaders. He has a unique understanding of employee engagement and he offers practical solutions for increasing both team morale and performance in his new book Relationomics: Business Powered by Relationships.Few business books have been written about building healthy relationships in the workplace, even though people and organizations thrive in relationally-rich environments. Randy wrote his book to help leaders use principles that foster good relationships among their teams. [5:09]Marcel asks Randy about the four principles that cultivate healthy relationships. Randy says that these principles are:Intentionality - making relationships a priority;Humility - being honest about yourself with yourself;Accountability - creating continuous feedback loops to get the information you need to grow;Sustainability - leading in a way that deeply connects with your people. [6:15]Randy defines culture as the collective expression of the values, beliefs and behaviors that individuals brings to any endeavor. If we build teams that embrace and embed our values within their very core, it will flow over into our beliefs, which will then impact our behavior. [10:40]The deeper the connectivity within an organization, the stronger the return on equity. [13:17]The great deception is that we can elevate ourselves to our highest potential without anyone else’s influence. This is a lie, Randy emphasizes, because we all have blind spots that other people see but we can’t. We need feedback from others to grow. [18:03]Randy shares three questions people ask themselves before they choose to follow someone: Can I trust this person? Can I count on this person? Does this person have my best interest at heart? [21:47]Humility is just being real: it’s being comfortable with who you are, leveraging your strengths and acknowledging your weaknesses. [28:55]Marcel asks how leaders can practice humility without coming across as soft or weak. Randy responds that humility means that I'm not only comfortable with myself, but I'm comfortable with you. It’s acknowledging that everyone brings their own mix of talents and experience to the table, and that I welcome those gifts. If I lead with humility, I bring out the best in my people and I can rally them to bring more to the table than they take away and create value for others. [32:11]One of the things that breed toxicity in the workplace is unresolved conflict, Randy says. He gives five rules of engagement that help to resolve workplace conflict and build healthy relationships. [35:44]Leading with love is about having someone’s interest at heart. Leaders can demonstrate love by sharing their time, their knowledge, their relationships, and their affection and appreciation. [46:31]Creating open loops of continuous feedback throughout an organization will create organizations that become self-coaching and self-correcting. Performance will shoot through the roof as a result. [52:19]75 years of research proves that good relationships keep us healthy and happy. [53:40]ResourcesDrRandyRoss.comCreateRemarkable.com Send Marcel a text message!

Marcel Schwantes talks with author Dr. Melanie Katzman about her book, Connect First: 52 Ways to Ignite Success, Meaning and Joy at Work. Melanie is a psychologist and executive coach to the world's top organizations and government agencies.  She is also the founder of Katzman Consulting and a founding partner of the global nonprofit Leader's Quest. She has been featured in The Financial Times, New York Times, Vanity Fair among others, and has made numerous television appearances on ABC, CBS and Lifetime.The big idea in Melanie’s book is that we should stop and take a look at the many things that can be done on a daily basis to improve our lives and the lives of the people that we work with. Her book gives practical, actionable ideas to improve our lives. [4:14]If we don’t change ourselves, we can’t change anything around us. [4:59]Smiling is a neuro hack: if you smile at someone, they smile back at you. A smile ignites engagement with others immediately. [5:24]Marcel asks why connecting matters from a business standpoint. Melanie responds that it matters because it’s the way to get the highest quality information as quickly and frequently as possible. If you alienate people they will not perform for you. [7:30]Engaging all your senses means being attentive to people. See the people around you, smile, talk with them. Listen to them: focus on understanding the message they are trying to communicate to you. Share food together to get to know them and understand their culture. [8:15]Melanie explains that being popular means being the person who people want to be with. People respond to people who show an interest in them, she says. This is important to help you advance in your career. [10:56]One of the best ways to connect with others is to tell stories. Stories reduce your listener’s defenses, makes them calm down and listen to you, and taps into the part of our biology that helps us connect. [12:10]Marcel says that handling conflict takes skill, and not having that skill can cause damage. He asks Melanie to share how we can resolve conflict amicably without losing connection. [12:39]Melanie says that you don’t have a real relationship unless you’ve handled conflict and come through it successfully together. She shares how to handle conflict successfully, including advice on how to apologize the right way. [13:07]Two trends that are causing people to forget how to connect in the workplace are our focus on our technological devices and the speed associated with technology. We’ve come to expect instant responses and results, and are so busy we brush aside the human to human connection we all need. [17:14]The lack of human connection leads to a lot of conversation in our heads with ourselves, in which we develop a whole narrative about what the other person thinks or feels about us. Oftentimes we’re wrong. [19:03]Melanie explains the science of why we need human connection and the positive outcomes when we connect. [20:00]They discuss love and fear in the workplace. Melanie shares why she believes people lead from fear, and the benefits of leading with love. [23:40]Melanie wants us to realize that no matter your situation, what you do and how you do it makes all the difference for yourself and for others and for the community around you. So don't be paralyzed. Take action and recognize that we all have a platform, and we should leverage it with intention. [32:56]Resources:Melanie Katzman on LinkedIn | Twitter | Facebook Connect First Send Marcel a text message!

This week’s guest is executive coach and thought leader, Steve Farber, who teaches that love, rather than being a soft skill as it’s widely considered, is a hard-core leadership principle that helps shape winning businesses and elevates the customer and employee experience. Steve authored the seminal book, The Radical Leap - widely considered one of the top 100 business books ever written. He is the President of Extreme Leadership Inc., and he recently released another book, Love is Just Damn Good Business. He chats with host Marcel Schwantes about his latest work.At work, we have the opportunity to create a transformative culture and quality experience. If we do, we can impact our businesses, our customer experience, and our lives, for the better. [5:19]Love is the core of great leadership and it's at the foundation of any thriving competitive business. [6:32]Steve presents the business case for love as a strategic advantage. We need our customers to love what we do for them because that’s our competitive advantage. The only way to create that kind of experience for our customers is to create an environment where employees love working. [8:04]I can't create or contribute to a culture that people love working in unless I first love it myself. [9:04]Marcel asks Steve to unpack the formula for putting love into action: Do what you love in the service of people who love what you do. Steve explains that this means doing what you love, to serve people in such a profound way that they love you in return. [9:43]Steve explains the LEAP model of leadership: cultivate Love, generate Energy, inspire Audacity, and provide Proof. Love is not just the first element of LEAP, it makes the other elements possible. [13:00]Leadership is not about your position or title, it's about the way you engage in the world around you and your ability to influence people to change things for the better. Leadership by its nature is extreme because you're involved in the act of transformation in some way. You're stretching and growing your own skills and capabilities and doing that for the people around you. [15:23]Love is a must-have. It affects our bottom line, our productivity, our profitability; it gives us a better chance of increasing market share and reducing turnover. [20:27]Applying the principles of love means raising expectations and standards; at the same time, your tolerance for substandard behavior goes down. [22:50]Ask yourself: Why do I love this place? Is there something in this experience that I love? How do I show it, or how do I show it better? [23:02]Marcel asks, Why do so many leaders still lead with an iron fist instead of love and compassion? Steve thinks it’s because it’s easy to leverage your position of authority; that some people enjoy having power over others; and many people think that’s the way a leader is supposed to be. [36:21]A leadership question anyone can ask themselves: What can I do right now, regardless of what anybody else around here is not doing, to change my piece of this organization for the better? [40:38]Marcel adds that regardless of your position or status, you can impact your surrounding environment. [42:50]Steve encourages listeners to find something in your life that you love doing, and do it just because. That simple action will spark joy in your life. [44:00] Marcel reminds us that when love is baked into the employee experience, the customer experience is going to be off the charts and they will reciprocate with loyalty and referrals. [48:37]ResourcesSteveFarber.comLinkedIn Twitter Instagram Facebook Win a free copy of Steve’s book!Contribute your stories of love and fear. The first 15 people to do so will be mailed a free copy of Steve’s book.Send Marcel a text message!

This week's show is sponsored by TDIndustries, a legendary Fortune magazine Best Companies to Work For. Like Joel Peterson's message in his book The 10 Laws of Trust, TD has made trusting relationships the foundation of its success. To learn more about TDIndustries visit TDIndustries.com or listen to episode 19 featuring CEO Harold McDowell. Marcel chats with Joel Peterson in this week’s show. Joel is the Chairman of JetBlue and author of the recently re-released book The 10 Laws of Trust: Building the Bonds That Make a Business Great. Listen in to learn how you can build a high trust organization.When there's trust with teams, things go more rapidly, you innovate more, people are more flexible and innovative, and they just have more fun! When you’re in a turnaround where things aren’t going well for your company, you better have high trust or your turnaround won’t succeed. [3:34]Marcel asks, How big a problem is a lack of trust? Joel responds that trust is at risk in society as well as in organizations. As a result, politics takes over and people jostle for power. People operate by fear and greed rather than duty or love. [4:27]You can use the diagnostic tool in Joel's book to measure the level of trust in your company, and start applying the 10 laws to build a high trust organization. [6:36]Changing a culture of mistrust is very difficult: it happens one conversation at a time, one person at a time, and it starts with you. [ 7:32] What needs to be removed from the path for trust to happen, Marcel asks. We build trust by delivering on promises, Joel responds. Transparency, clarity and constant feedback are also vital.[ 8:30]Joel explains how a high trust culture saves a company money. [12:32]Law 2 is Invest in Respect. If you want to build a great culture you need to have respected people on a winning team doing something meaningful.  [14:56]Law 8 is Show Humility. People don't trust leaders who never admit a mistake or show vulnerability. Humble leaders allow themselves to be influenced, they take feedback seriously. [17:05]There are two levels of betrayal. Joel advises how to deal with each type. He emphasizes that where there is a values dispute, remove yourself from the situation. People will compromise on many things, but not their values. [18:16]Marcel wants to know how leading from fear destroys trust. Fear is a strong motivator, Joel explains, but it's not viable long-term. Once you scare someone into doing something, they will do it as long as they feel afraid; the minute they're no longer scared, they will either leave or get back at you. [21:53]Love is the most powerful motivating force in the universe. Plus it's completely durable. If you can build an organization rooted in love, where you care deeply for one another, your company’s potential is limitless. [ 23:00]ResourcesJoel’s book: The 10 Laws of Trust: Building the Bonds That Make a Business Great JoelCPeterson.com To see how Love in Action works at TDIndustries, visit TDIndustries.com  Subscribe to the TD Talks blog Send Marcel a text message!