IT Leaders

00;00;00;08 - 00;00;22;04
Duane Weber
Morning, everybody. Morning again. Good morning everybody. Good morning. All right, before we start, I'm not done for a long time. I know you guys have known Doug for a long time. You saw nine years? I'm the vice president of expedient. Doug reports to me. Most of you that I've talked to in the past have said, oh, you work for Doug.

00;00;22;07 - 00;00;31;02
Duane Weber
That works for me. That's okay. I've gotten to the point, actually, where I just say, yes, I work for Doug, and that's totally fine. Next session is about ego.

00;00;31;02 - 00;00;33;04
Teresa Conroy-Roth
Is it is it is about ego.

00;00;33;06 - 00;00;47;17
Duane Weber
But we're expanding to nine cities because of Doug's efforts here and what he's done and how he's grown. And so can we give Doug a round of applause? You.

00;00;47;19 - 00;01;12;15
Duane Weber
All right, before I start, we're going to get into the trust officer thing. I want to play a little name association game, so I'm going to say a word. I don't want you to tell me the first thing that comes to mind. Okay? So you guys ready for this? Salesperson? Money. What money is spam? Spam? Pushing the question.

00;01;12;16 - 00;01;33;06
Duane Weber
We grow the business. Grow. Okay, a lot of times, yeah, we have these words. The kind of mind. I did this a couple weeks ago, and Scone was the first thing. The guy, I think Calvin was like, that's. That was a tough crowd. That was a tough guy. That was a tough. So thank you for not saying somebody it about was right.

00;01;33;09 - 00;02;03;22
Duane Weber
So now I'm going to say another word. I want you to tell me what comes to mind. Partner. Trust trust trust trust it. Strategy strategy okay. Salespeople partner. They're the same human being oftentimes, but we perceive them a different way. And those that we view as partners, we view as trusted advisors, those that we don't really see as partners, we see as salespeople.

00;02;03;27 - 00;02;16;28
Duane Weber
And we find them pushy. We say they show up and throw up, but they do all these things. So I'm a I'm a 30 year sales leader. So I'm.

00;02;17;01 - 00;02;17;17
Teresa Conroy-Roth
It is.

00;02;17;17 - 00;02;18;29
Duane Weber
But it's good.

00;02;19;02 - 00;02;20;01
Teresa Conroy-Roth
Wisdom.

00;02;20;03 - 00;02;48;00
Duane Weber
Over the time, I've realized that there's a huge difference between a salesperson and a trusted advisor, a true partner. I get offended when somebody calls me a vendor or calls my team a vendor. They work really hard to be trusted advisors. And I think as they navigate this process of moving from on premise to the cloud or whatever the cloud means for anybody, we get depended on as trusted advisors, as partners, and not just salespeople.

00;02;48;02 - 00;02;51;10
Duane Weber
So we'll get back into that later, but I'll turn it over to Theresa.

00;02;51;11 - 00;03;15;08
Teresa Conroy-Roth
Oh, absolutely. So we were at a vendor palooza presentation, down in Evansville, a couple of months ago. And, Duane brought up this concept of a trusted advisor, and I kind of snickered, and I giggled, and I jumped with glee. Because there is a great book, called The Trusted Advisor, and I'll tell you the story in a second.

00;03;15;10 - 00;03;34;21
Teresa Conroy-Roth
But he and I immediately didn't know each other. But we immediately connected on the love of this book and these concepts and so when we were talking with Doug about this particular presentation, I said to Duane, Duane, let's do it together. Because I think there's a lot of synergies and a lot of lessons learned and a lot of history, that we can share with you.

00;03;34;21 - 00;03;52;04
Teresa Conroy-Roth
And so that, is part of it. So I'll jump in, about this book, the Trusted Advisor with David, Mr.. And with it comes a bit of a story. I know many of the folks in this room, many of the folks in this room, probably there's a number of following the folks that I, I haven't met yet.

00;03;52;04 - 00;04;21;18
Teresa Conroy-Roth
So, I'm Teresa Conroy Roth. I've been in Indianapolis for about 20 years doing it consulting, vendor management, relationship building, nonprofit boards and technology. I kind of run the gamut. And so I'm delighted, absolutely delighted to be here with you today. My story goes, I graduated from college in northeastern Ohio. And like most people in northeastern Ohio, I bet you there's probably 1 or 2 of you that started there, too.

00;04;21;20 - 00;04;43;01
Teresa Conroy-Roth
Right out of college, I wanted to be a professional, so I moved to Philadelphia. With that being said, I taught high school for about a year. It was a great experience. I really did enjoy spending time with the kiddos, but I jumped into an entry level role at a pharmaceutical company because it paid more. But it was right about the time that they were putting PCs on desks.

00;04;43;01 - 00;05;01;17
Teresa Conroy-Roth
Yes, yes, I know, early 90s. It's all good with many of the folks in this room. Understand? But they came to me one day and said, well, Tracy, you were a teacher, right? And I said, well, yeah, well, can you go to this class, this Microsoft Word class or PowerPoint class, learn what you can learn and come back and show us.

00;05;01;19 - 00;05;23;09
Teresa Conroy-Roth
And I said again, you're going to let me be away from you for a day. You're going to feed me. And I just have to come back and show you what I learned. And they said, yes, that sounds like a great idea. And I was like, skipping there, right? So excited. But what I learned about particular point in time that I could translate technical speak into common terms of people, understood.

00;05;23;12 - 00;05;47;09
Teresa Conroy-Roth
I didn't have a background in technology. I suddenly I got it and I was like, well, why don't you understand this? Certainly I can do this. Fast forward, my husband and I moved out to Chicago. I spend a lot of time as a software trainer, right? Hence sensing and propelling my career in it. Took a number of different jobs as a helpdesk coordinator for a Salesforce automation program.

00;05;47;11 - 00;06;09;10
Teresa Conroy-Roth
Literally cradle to grave, working with sales humans, right? They wanted to talk. They didn't have the answers. I could give them that information and they could succeed. And so that was my first real jump spent a number of years 1415 as I was counting last night in it. It was always about the client. It was always about the customer.

00;06;09;18 - 00;06;33;02
Teresa Conroy-Roth
I ran a helpdesk. I was desktop lead and operations manager for three different locations up in Chicago. Spent a lot of time, as a senior leader for their desktop operations initiatives, helping with their end user computing and the collaboration that goes into a Lotus Notes program for a multibillion dollar company. And so that sounds great. Got my street cred.

00;06;33;04 - 00;06;58;09
Teresa Conroy-Roth
But the bottom line was it was always about delivering for the customer, solving problems, being a great listener and helping along the way. So moved to Indianapolis and I take a job at a national staffing company. They said, well, you've got the leadership, you've got the technology, you've got some career services in the lines. Certainly you can do this job.

00;06;58;11 - 00;07;25;27
Teresa Conroy-Roth
And in true Teresa Fashion Day number two, I realized this is not for me. I realized, oh my gosh, what the heck did I do? Bartie kind of said so my goodbyes, right. Here in a new role, 80 phone calls a day, 12 client visits a week. Right? X number of job orders. How do I motivate and sell?

00;07;25;27 - 00;07;49;16
Teresa Conroy-Roth
How do I help my team? The role was not for me, so I figured out how can I help them the most. I can open doors. I've been a practitioner. I can ask people, what keeps you up at night? How can I help you in a non salesy way? How can I understand? How can I read what they're reading?

00;07;49;18 - 00;08;06;23
Teresa Conroy-Roth
How can I go to the events that they're going to. And I'm looking at Mike because he's just fun. Because he was. Mike Conlon was there when all of this was happening. How do I become the person that they want to call? How do I get that mental Rolodex of people's challenges, and how do I help them find solutions?

00;08;06;25 - 00;08;30;10
Teresa Conroy-Roth
How do I help? I think I've said that probably not 3 or 4 times. If I can help first and do business second, people will trust me. So I'm sitting. I find myself sitting, with Ken Clark and those of you that know Ken Clark, he was CFO and CFO and CIO for the city of Indianapolis. We're about this is probably about ten years ago.

00;08;30;13 - 00;08;52;23
Teresa Conroy-Roth
And Ken looks at me and he says, oh my gosh, you have to read this book. This is you. And he takes this trusted advisor book and he slides it across the table. And I'm like, what? He's like, I'm reading this book. You can have this book. This is you. You got to go forward with it. I'm a little impressed, a little awkward, right?

00;08;52;25 - 00;09;13;18
Teresa Conroy-Roth
Read the book. And suddenly all of the pieces in the parts of my personality and the things that I was trying to do with my career came to fruition. This book is a life changer for me. It's a game changer for my professional development. And the relationships that I've been able to accumulate and build over the years.

00;09;13;18 - 00;09;37;19
Teresa Conroy-Roth
So I can't say enough about this book if you haven't gotten it. It's a really easy read with lots of lists, lots of reminders about what business should be. Got it. Okay, so the presentation today. So we're going to break it down into three parts. Perspective on trust. The structure of building trust. And then obviously some real life examples about putting trust to work.

00;09;37;21 - 00;10;11;22
Teresa Conroy-Roth
Any questions okay. So the first one is really changing your mindset right. Really changing your mindset about what sales is versus what trusted relationships could be. This is really putting the first one a real focus on the client. When I say that this is so self-aware that you're doing the research, you're spending the time, you're putting it on the client, you're not necessarily bringing your ego and you're adding to them or your core beliefs or your judgments.

00;10;11;29 - 00;10;43;02
Teresa Conroy-Roth
You're really trying to understand who the client is, where they come from, what their background is, what challenges they're trying to face with their personality. Style is not always rushing to providing a solution. As a sales human or as a consultant. You're not necessarily trying to sell a service. You're really providing questions and your empathizing and your, you're showing the value that you have as a human right, this profound curiosity and empathetic listening skills.

00;10;43;04 - 00;11;07;13
Teresa Conroy-Roth
It's something I think I do well, I've had people tell me that I do it well, but this isn't constant practice, right? Putting yourself second and really listening is sometimes really hard, depending on what you're personally going through. This is your enabling a relationship. You're not necessarily controlling it. We'll talk about this here in a little bit about just long term relationships that you might have in your personal life, right?

00;11;07;18 - 00;11;33;18
Teresa Conroy-Roth
Those of you enable them, you can't necessarily control another person. And last but not least, a proclivity to connect the dots. This is a trusted advisor staple. I call this my mental Rolodex, right? I've got stories and problems and issues that I keep from all of my conversations. And as people are dealing with things, I might just say, have you talked to Paul Kirk?

00;11;33;20 - 00;11;57;26
Teresa Conroy-Roth
He's kind of going through the same thing right now, right? That's a sense of caring and a sense of help and a sense of trust that I'm giving to Paul, not for any other purpose. Then it's the right thing to do. So what is a trusted advisor? Based on the breadth of issues, business issues, and based on the depth of the personal relationship?

00;11;57;29 - 00;12;14;27
Teresa Conroy-Roth
Guys, we know it's always personal, right? You can say that. It's business, but at some point your personality is going to come out, your story is going to come out, your history is going to come out. The challenges that you might be experiencing politically right within an organization or not being able to make a decision based on budget.

00;12;14;29 - 00;12;43;23
Teresa Conroy-Roth
You're always going to have those inner mixes. But first Meister says you need to be a subject matter expert in something. You need to be a subject matter expert, plus usually another affiliated field, you have to show that you're a valuable resource. And last but not least, as the business issues continue to be shared and as the depth of the personal relationship continues to grow, you'll eventually get there.

00;12;43;23 - 00;13;20;12
Teresa Conroy-Roth
But it's not necessarily focusing on you. It's always about them. So as we talked a little bit with Duane, right here are some of the basic fundamentals of what trusted advisors do. And then up there with the creating a safe haven, creating openness, trust and understanding. Those are the four values of being a trusted advisor. And so think about your day to day interactions, not only with vendors, but think about your day to day actions with maybe the sea level or the board of directors, or even with sometimes within your significant other.

00;13;20;14 - 00;13;49;22
Teresa Conroy-Roth
Think about the core values that you bring to the table in every single relationship. So looking at this again highlighting some of the things I've already said, focusing on the client rather than themselves, being motivated by doing the right thing, seeking out client experiences and taking personal risk. It's a risk every time we get into a conversation with someone, right from a communication standpoint, I'll approach an issue.

00;13;49;24 - 00;14;14;12
Teresa Conroy-Roth
You're going to approach an issue back. I can't control what you say, right? But you got to be ready for it. You got to be listening and understanding and realizing there might be some emotion tied to it. This is something that I think is always fun. Clients work with people that they genuinely like. So as we talk through some of the other points of this presentation, it's try to find the good in people.

00;14;14;15 - 00;14;22;16
Teresa Conroy-Roth
Try to find something that you might have in common and then work from there.

00;14;22;18 - 00;14;49;22
Teresa Conroy-Roth
So I think back to a story of my own personal career journey. I was at practices and if you don't know Pat div, it's the company that makes hefty trash bags and garbage bags. I spent about five years active in a number of different roles. One of the roles that I had was I was, a senior leader for their end user computing organization, and it was intense.

00;14;49;25 - 00;15;14;13
Teresa Conroy-Roth
I was about 35. I had a six year old. I had a two year old, I was grinding. We made some personal decisions that my career was taking off. My husband had the slow and steady route. It was great. But with that came a lot of pressure for me to succeed. With that came a lot of politics that were going looking back, that were going on around me that I was not in control of.

00;15;14;16 - 00;15;39;06
Teresa Conroy-Roth
But also came, you know, a team of six engineers, right? My personality being a high I dealing with CS and DS, right. I had to do a number of different changes and balances in order to be effective and to be successful in that particular role. I also had three different nationwide implementations that were going on at the time.

00;15;39;06 - 00;16;00;19
Teresa Conroy-Roth
From a program and project management perspective. I was in the hot seat. It was really visible and I was doing everything I possibly could. Had a gentleman by the name of Mark Yarrow and I say his name with love, Mark Yarrow. I had vendors calling me, right. I had vendors calling me people wanting to be your BFF, asking for 20 minutes of your time.

00;16;00;21 - 00;16;23;25
Teresa Conroy-Roth
My, I would come in in the morning and my voicemails were suddenly full because people were calling, wanting to provide their services. I didn't have time, I didn't trust, and everything I felt was on me. Mark, took the time, got to know me. Took the time. Invited me to lunch, provided me additional resources. I'm sorry.

00;16;24;02 - 00;16;46;25
Teresa Conroy-Roth
He provided me additional time to talk through some things. He empathized. He listened. He provided coaching and if you ever get a point like that in your career where someone's really looking out for you. I mean, I was a mess, right? Just completely deadly a mess. It was absolutely critical. But I said to him at the time, I need an A player.

00;16;46;28 - 00;17;03;06
Teresa Conroy-Roth
If I'm going to bring a resource in from you, I need a player. I can't afford to have a B player or even an A minus player. Right? I have to have for my own street credentials. I've worked, you know, six months to get the budget. I mean, it was a, it was a, it was a just a mess.

00;17;03;08 - 00;17;26;11
Teresa Conroy-Roth
Mark provided me and a player, he followed up with me. It was a long term relationship. And even to this day, Mark and I are still dear, dear, dear friends and so having that trust, having that empathy, having that ability to deliver the person did deliver. And I'm happy to say that the person that I hired, is still a part of today.

00;17;26;13 - 00;17;54;09
Teresa Conroy-Roth
So huge street cred, for Mark. But as you look at these, the concepts or the, you know, attributes that Mark had, he provided the caring, he provided the insights. His interests were just as important as mine were. Great example of a trusted advisor. So how do you give advice? Well, first of all, you have to earn the right to give advice, right?

00;17;54;11 - 00;18;14;28
Teresa Conroy-Roth
You've got to have the empathy. You've got to have the listening. You're going to have to we're going to cover this in a few minutes. Right. Talk about what the trust equation looks like. You're going to have to have credibility. You're going to have to have reliability. You're going to have to provide some intimacy. You're going to have to know them in order for that advice to be received.

00;18;15;01 - 00;18;40;29
Teresa Conroy-Roth
Oftentimes when you're giving advice, think about it as if you're giving advice to your parents, right? I've got very direct parents. That are very, they've got their ideas and this is how it's going to be. Right. And so you have to kind of think outside the box and take a step back. My normal direct, judgmental personality doesn't really fly when I'm talking to Ana and Jack Conroy.

00;18;41;01 - 00;19;06;28
Teresa Conroy-Roth
Right. So I have to think about, well, what about that conversation? How will they how will they how will they, are they going to listen? Are they going to be empathetic? Right. I'm still trying to prove my worth. Was trying to prove my worth my parents for a very long time. But with that being said, think about how you would approach someone who may or may not be that into you that you're trying to build a relationship with.

00;19;07;01 - 00;19;32;21
Teresa Conroy-Roth
Then the Socratic method. Wow. This is this is a big one. When you're dealing with interpersonal skills and trying to, take someone I can't necessarily say off their guard, but if you're trying to kind of destabilize some of the shells that people put around them. All right. So I can't do this presentation without talking about Dale Carnegie.

00;19;32;23 - 00;19;54;24
Teresa Conroy-Roth
And I'll keep this one light and simple. I could go into this for a bit. I'm Irish, I can talk a lot. I was ten the first time I heard about this book. My father, I was going through normal bullying, things that you do in middle school. I had him to, My dad came down, slid this book across the table and said, you need to read this.

00;19;54;27 - 00;20;23;11
Teresa Conroy-Roth
And I was like, dad, I'm just trying to survive, right? He's like, no, really, you need to read this. This is a lifelong book. It's a great book. And I didn't read the book. I didn't read the book till my oldest daughter is part of CNO. And her indoctrination into CNO was made to read this book. And we read it together and, at once again reaffirming all of the things David Meester and the trusted advisor, book shares.

00;20;23;14 - 00;20;45;25
Teresa Conroy-Roth
This is a fun one. You need to be wiser. You need to prepare. You don't necessarily have to come in to the room as a know it all, but you do have to tell them, right? You do have to share. And then this last one, you can make more friends in two months by becoming interested in other people than you can in two years of be having them be interested in you.

00;20;45;27 - 00;21;15;10
Teresa Conroy-Roth
Everybody has a story. If you listen long enough, they'll tell you the story. Think of relationships like you would take a relationship with your partner, right? Think about the beginning stages when you were dating. You put your best foot forward. You listened. You were empathetic. You. You were yourself. You were honest, right? You asked good questions. You showed up, right.

00;21;15;10 - 00;21;32;15
Teresa Conroy-Roth
You showed up maybe a few minutes before the date you weren't late. All those basic blocking and tackling things that you do in the beginning of a relationship. When you're working with a relationship right. Just some things to keep in mind.

00;21;32;17 - 00;21;38;17
Teresa Conroy-Roth
By the way, I noticed this a couple of days ago. I love these initials.

00;21;38;20 - 00;21;42;10
Duane Weber
Yeah.

00;21;42;12 - 00;21;47;02
Duane Weber
All right. Who's read the, justifies your book?

00;21;47;04 - 00;22;11;20
Duane Weber
I highly recommend it. It's an awesome book meant for consultants, but it really applies to anybody that has a leadership role. Fantastic book. There was a formula one chapter eight in the book, and this is the formula C plus R plus I all divided by S three. So I already gave you, a little bit of the answers to, you know what the C stands for.

00;22;11;22 - 00;22;12;19
Teresa Conroy-Roth
How about this.

00;22;12;21 - 00;22;36;06
Duane Weber
Points. All right. We'll just let that go. Busted. Reliability. So words. Your words matter, right? Reliability. Do you do what you say you're going to do? Intimacy. Now that there's a lot of guys in here it's really, really tough for us. Right? But do you get to know your employees? Get to know them beyond the work that they do?

00;22;36;08 - 00;22;58;01
Duane Weber
Do you interact with them? Do they share information with you? And then the final one is South Orientation. And if you notice it's C plus r plus I order by my house, which means this s piece is as important as credibility, reliability and intimacy. And what that means is making it about them. Make your conversations, make them feel heard.

00;22;58;01 - 00;23;20;23
Duane Weber
Make them feel like their most important person in the room. And I know a lot of trusted advisors in a sales room don't always do that right. They want you to know they're the smartest people in the room, but the true, trusted advisors make it about you. So think about you with your subordinates, you with your boss. Are you making it about them, or are you making it about you?

00;23;20;25 - 00;23;51;20
Duane Weber
Well, so how do we develop a little bit of trust, engage, listen, frame and vision and commit in this order? Right. Because if you try to get commitment out of somebody before you've engaged, before you listen, it's not going to happen. So in this order so what a few of so engagement. I love the saying people don't care what you know until they know how much you care.

00;23;51;23 - 00;24;15;26
Duane Weber
Right. So the first step is letting them know, letting folks know that you want to know about them, that you want to know who they are as people. Teresa talks a lot about relationships. Personal relationships. It's really important. I was just thinking about my relationship with Ryan Grinstead, and Ryan is a drummer and my wife and I have watched him play, and that's cool.

00;24;15;29 - 00;24;33;03
Duane Weber
I got to know Ryan beyond just bits and bytes and my past life, and it's cool. Like I'm honored to know him. And we went beyond. So our rapport, our engagement goes beyond just what we do day to day.

00;24;33;07 - 00;24;33;26
Teresa Conroy-Roth
Yeah.

00;24;33;28 - 00;24;54;04
Duane Weber
They're great listeners. Two things I'll say about that is, first of all, be present. How many times? Okay, I know nobody here does this. They're sitting at a computer play watching the room, and they're sitting around your computer going, yep, tell me okay. Yep. You're not really paying attention, right? Do they think you're present? Do they think you're available to them?

00;24;54;07 - 00;25;14;27
Duane Weber
Don't rub don't talk over. And I think the other really important thing is stop solving problems in your mind while people are talking to you. So many times we're like, I know what he's getting, that I know what's going on. I got this solved. My sales people, I knew it, but to put that out of your mind.

00;25;14;29 - 00;25;41;12
Duane Weber
Frame the issue. So after you heard somebody, after they shared some information with you, frame it in your words. So summarize what they're telling you. And then ask them to get this right. What what gaps are missing. What what do you need to fill in. And then is this important to you? How important is it to you? And then once again, where do you want to go and where are you at?

00;25;41;14 - 00;26;00;22
Duane Weber
So let's work on this vision. I envision an alternative reality now with AI and everything. This seems kind of weird, but I just say paint a picture. Like, where do you want to go? Help them paint what they're future looks like with your help. Okay. And the key there is with your help, where do you want to go?

00;26;00;24 - 00;26;26;02
Duane Weber
And then finally, commitment. Are you committed to making this change and the other pieces willing and able? Are you willing to make this change and are you able to make this change. Because so many times people, they think they want to go somewhere and think they want to solve the problem, but they maybe really don't want to. Maybe they're not able to.

00;26;26;05 - 00;26;29;27
Duane Weber
So okay.

00;26;30;00 - 00;27;01;02
Teresa Conroy-Roth
So putting the trust to work, what's the biggest fear? What's the biggest risk. Not having the answer, having the wrong answer, not knowing all the facts. And honestly, I find this one to be the most annoying with LinkedIn, with annual reports, with the network that we have specifically here in Indianapolis, there's so much that you can gather about a company and about an individual.

00;27;01;09 - 00;27;25;03
Teresa Conroy-Roth
Do the research, reduce the anxiety, being confused or appearing stupid. If you're listening and if you're empathetic, this will take care of itself. And we'll talk about that here in a slide or two. You can ask open ended questions. You can say things like, you know, I know that you talked about, you know, a structural issue that you might be having in the cyber security.

00;27;25;10 - 00;27;49;04
Teresa Conroy-Roth
Tell me more about that. Right. You don't necessarily have to say, I don't know, but you can frame it in such a way. Hey, you look really upset. Be okay with the silence. Different client types. And I just got the three minute warning, so you know I'm going to fly. Just the facts, ma'am. Here are some examples.

00;27;49;11 - 00;28;13;03
Teresa Conroy-Roth
Right? With the five different types of, clients and just some things that you can do, right to help get through each of these. One of the things that I loved is this one, let's go through this again. Right. Understand it. Okay. Providing words I know I know is a little harsh with a dense, but hold the client's hand.

00;28;13;05 - 00;28;32;19
Teresa Conroy-Roth
Try to figure out what's holding them back. This one here. I'll get back to your clients. That's a fascinating one for me, because you don't know why they're not ready to make a decision. Now, what's what's the meaning behind this? Right? It might be political. It might be that they don't necessarily have the budget. It could be that they don't even have it approved.

00;28;32;21 - 00;28;44;29
Teresa Conroy-Roth
Right. You don't know that. But again, working on those and packing features I think will help. Does anybody know who this is? I'm hoping to God that people know who this is. What was the cool thing about Colombo?

00;28;45;02 - 00;28;46;12
Duane Weber
They always came back and that's the last question.

00;28;46;16 - 00;29;07;07
Teresa Conroy-Roth
There you go. Hey, if you think about it, Colombo was a private detective. And if you look at when you think of traditional police forces, they're in pressed uniforms. They're kind of they've got more of an authoritarian style. Right? You're you're kind of afraid. Right? When a police officer comes and starts talking to you. Colombo was this kind of disheveled guy.

00;29;07;10 - 00;29;26;08
Teresa Conroy-Roth
He was human. He kind of stayed with the case long enough and made people feel comfortable, so that eventually the people basically gave him the information that he needed to have. And then he solved the case. He had to go to the bathroom a lot. He ate lollipops, you know, just normal human stuff. But he was human and a little bit disheveled.

00;29;26;11 - 00;29;37;13
Teresa Conroy-Roth
Not saying that you should be, you know, any of those things, but just understand that he was able to be human. Stay with it, ask the questions.

00;29;37;15 - 00;30;01;25
Teresa Conroy-Roth
This is an interesting one. I could spend five minutes on this and I won't, but think about engaging with people and being a trusted advisor. Not necessarily as selling to them, but not being hired by them. When you put your resume together and you work with clients and you're going through a job search, there's certain back and forth things from phone interviews to when you send a thank you letter, right?

00;30;01;25 - 00;30;19;13
Teresa Conroy-Roth
You're engaging with them, you're building trust. You're wanting them to buy you take some of those analogies and think about it not only with new people that you're trying to engage with, but also existing.

00;30;19;16 - 00;30;48;15
Teresa Conroy-Roth
And again, I'll leave you with 1012 principles on how to gain trust. Listen, empathize, build a shared agenda, ask great questions, give away ideas, and relax your mind. The best is yet to come. So I'm Teresa Conroy Roth. Thank you so much for joining us.

00;30;48;18 - 00;31;04;12
Teresa Conroy-Roth
Just as an FYI, if you're interested in learning more, please reach out to me on LinkedIn. I also have a really cool podcast series called Lightning Leadership that's available on YouTube as well as LinkedIn. Thank you. I appreciate you.

00;31;04;14 - 00;31;04;25
Teresa Conroy-Roth
Thank you.