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Trust Is Its Own Reward By Ed Yager I was struck by a comment made by the architect of the new LDS Conference Center. Carol Mikita of KSL interviewed the architect at Zimmer, Gunsal, Frasca, a non-LDS partnership in Portland, Oregon. He said the LDS church architect called him and asked to meet. He explained the concept of a truly unique and huge undertaking. It is believed to be one of the world's largest indoor auditoriums (what local cabbies have come to call the "supernacle"). This project would be like no other in the world. "Are you interested?" he was asked. "Of course, but don't you want to know something about me or about my firm?" The response he said shocked him. "We already know what we need to know about you and your firm. That is why we are here." Again asking, "Are you interested in this project?" "Of course", he answered. "We stood and shook hands. That was all. A week later we began work." What an all too unusual situation. Here is an architect whose reputation for quality, ethics, responsibility, and performance attracts an organization like the LDS church, which is committed to perfection in all it does, on a handshake. What is worthy of awe is the value of trust that can develop between two entities whose reputation precedes them. In the past two decades, almost paradoxically in a world where values are questioned, where cynicism and distrust run rampant, the subjects of ethics, respect, and trust as leadership imperatives have moved to the forefront of the leadership dialogue. One writer/executive who has had a profound impact on the level of discussion has been Max DePree, former CEO of Herman Miller. He says, "How does one approach the problem of turning the ideals about relationships into reality". We have discussed previously in this space the point that all leadership is relationships. DePree goes on to explain, " There are no guaranteed formulas, but I would propose four steps as a starting point." He lists: 1. Respect people 2. Understand that what we believe precedes policy and practice. 3. Understand the respective role and relationships of contractual agreements and covenants 4. Understand that relationships count more than structure (I especially appreciate this thought as one who was raised in the world of big business where structure, organizational relationships, superior/subordinate, and working through channels were the norms.) Ken Shelton, a previous subject of this article, writes in his book BEYOND COUNTERFEIT LEADERSHIP, "Because of the overall climate of moral relativity in society, controls are now an indispensable part of corporate defense strategy. Guarded entrances and exits, secured valuables, tagged merchandise, monitored cashiers, audited clerks, increased surveillance are common place. The big lie assumes there are no absolutes, no hard standards, no timeless principles." Is it possible that the roaring argument about posting the Ten commandments in schools and other public places is not so much about the separation of church and state as it is a lack of conviction in or willingness to be unequivocal about their truth? I have been well acquainted with a local CEO, John Lambert, President and owner of Abstract Masonry Restoration Services. Operating in an industry and environment hardly known as a repository of high ethical values, his reputation for trust creates an expectation where he stands out. John began his business as a cleaning specialist, quickly earning a reputation for quality and honesty - not easily accomplished in the early days as his competitors often engaged in dishonest and manipulative pricing and contracting practices. As he moved into more and more commercial work trust became more important. He gradually moved into restoration work, built on the reputation he had developed and nurtured with the most demanding clients. John explains it this way. "Restoration work revolves around a trusting relationship. In masonry restoration you are not starting from scratch but instead you are uncovering something and you are never sure what you might find. When I run into a problem the customer has to trust me, and trusts that what I say needs to be done is necessary and that I am not trying to pad the work. I need to be just as honest with myself that what I say needs to be done really does." John has built his business on the foundation of trust. He says, "I work for a number of contractors, especially flood and fire contractors. I seldom have a written contract. I have never met many of these people. We just know we can trust each other. I asked him how he hires people who will live up to the same high standards and he said, "My philosophy is a preservation philosophy, and I look for people who have character and who share in that philosophy. I believe restoration must be approached in a spirit of reverence and respect for the history, for the original workman who built up that masonry. If they share my philosophy and respect history as I do, I can teach them the methods." John has been trusted to work on many of the state's most historic and sensitive structures, to work with the most sensitive chemicals and cleaning projects in compliance with complicated EPA requirements. Some of John's projects have been the LDS Tabernacles in Logan, Ogden, Idaho, the Governor's Mansion, St. Ann's Catholic School, and dozens of the most valued homes in the Avenues. The pay off for honesty and integrity for John has been a continually growing business. He is now able to avoid the feeling he must work for or with those with less integrity or who expect him to violate his principles for one reason or another. Recently John was recognized for his excellence by an appointment to the prestigious Utah Heritage Foundation, the foundation charged with the accountability for the protection and preservation of many of Utah's most valued historic structures and neighborhoods. Perhaps it is still as Winston Churchill said, "The price of greatness is responsibility." I hope so. |
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