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Todd Davis

👀 Person
1035 total appearances

Appearances Over Time

Podcast Appearances

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

But if we've made enough deposits in the emotional bank account of the people who are most important to us, then when an accidental withdrawal happens, we don't bankrupt that relationship. There's enough trust built up in there. So that's my take and my philosophy on trust.

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

But if we've made enough deposits in the emotional bank account of the people who are most important to us, then when an accidental withdrawal happens, we don't bankrupt that relationship. There's enough trust built up in there. So that's my take and my philosophy on trust.

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

Yeah, some people use another analogy, which is insurance policy. You keep contributing, and at some point something happens. And that's how you're supposed to draw on the policy to cover the downside of that situation.

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

Yeah, some people use another analogy, which is insurance policy. You keep contributing, and at some point something happens. And that's how you're supposed to draw on the policy to cover the downside of that situation.

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

Yeah, I like that analogy as well. And with the analogy we use of making deposits, I bet you've experienced, I know I've experienced those people who they're making deposits, but they're not sincere deposits. You can tell something's going on. They're trying to schmooze you, a word we use in the U.S., to butter you up or to make you feel good because they need something. They need a favor.

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

Yeah, I like that analogy as well. And with the analogy we use of making deposits, I bet you've experienced, I know I've experienced those people who they're making deposits, but they're not sincere deposits. You can tell something's going on. They're trying to schmooze you, a word we use in the U.S., to butter you up or to make you feel good because they need something. They need a favor.

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

They need you to do something for them. Instead of just being open and honest and saying, hey, I need your help. Would you be willing to help me with this? They try and build up this fake deposit, I guess is what I'm saying. And being sincere is a huge part of our trust accounts with people.

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

They need you to do something for them. Instead of just being open and honest and saying, hey, I need your help. Would you be willing to help me with this? They try and build up this fake deposit, I guess is what I'm saying. And being sincere is a huge part of our trust accounts with people.

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

Yeah, like you mentioned, so much of what we've talked about comes down to human nature, which is universal. It doesn't matter where you're from, your culture, your background, these workplace challenges exist everywhere.

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

Yeah, like you mentioned, so much of what we've talked about comes down to human nature, which is universal. It doesn't matter where you're from, your culture, your background, these workplace challenges exist everywhere.

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

That's actually one of the reasons I created this show, to engage people from all walks of life, from different parts of the world, because burnout, disengagement, and workplace struggles aren't just happening in the US. They are happening everywhere. The difference? In some places, people just don't express it as openly as Americans do.

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

That's actually one of the reasons I created this show, to engage people from all walks of life, from different parts of the world, because burnout, disengagement, and workplace struggles aren't just happening in the US. They are happening everywhere. The difference? In some places, people just don't express it as openly as Americans do.

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

They might not say, I'm quitting my job tomorrow, but that doesn't mean they aren't feeling the same pressure. That's why I've really enjoyed this conversation. These are real global challenges. So as we conclude, let's go back to the seven habits.

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

They might not say, I'm quitting my job tomorrow, but that doesn't mean they aren't feeling the same pressure. That's why I've really enjoyed this conversation. These are real global challenges. So as we conclude, let's go back to the seven habits.

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

Each of them is important, but if someone wanted to start with just one, the foundation of all seven, the habit that if mastered properly would make it easier to develop the rest. Which one would it be and why?

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

Each of them is important, but if someone wanted to start with just one, the foundation of all seven, the habit that if mastered properly would make it easier to develop the rest. Which one would it be and why?

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

Yeah, that's a tough question. That is a tough question. And I'd answered it differently at different times. I've been asked something similar, but right now, and maybe it's just based on how the last couple of months have gone. Habit number three is put first things first. It's the habit of focus and prioritization.

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

Yeah, that's a tough question. That is a tough question. And I'd answered it differently at different times. I've been asked something similar, but right now, and maybe it's just based on how the last couple of months have gone. Habit number three is put first things first. It's the habit of focus and prioritization.

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

And again, all of the habits work together, but I think right now with everyone with so much on their plates and everybody's being pulled in different directions to, to decide in habit three, we talk about how do you prioritize? Because it's not like we're choosing between good things and bad things to spend our time on.

Chief Change Officer
#388 Todd Davis: Inside 30 Years at FranklinCovey—What Most Leaders Still Get Wrong — Part Two

And again, all of the habits work together, but I think right now with everyone with so much on their plates and everybody's being pulled in different directions to, to decide in habit three, we talk about how do you prioritize? Because it's not like we're choosing between good things and bad things to spend our time on.