0:00

I've heard it where , like you know

0:02

your time as an adjuster or

0:04

your time doing this or something

0:06

you know , you can

0:08

trust me , I'm an attorney .

0:10

What about that ? Should we avoid that , because I think a lot

0:12

of people think it's a positive to be

0:14

sympathetic . Things to avoid was

0:16

inconsistency and behavior and actions

0:18

. You should avoid that . Hello

0:32

everyone , welcome back . I'm Jason

0:34

and I'm back with David White

0:36

, and today we're going to talk about the

0:38

misconceptions of building

0:40

trust . This

0:43

is a topic that is

0:45

very needed in my opinion and

0:47

I'm excited to talk about it

0:50

. As far as who we're aiming at

0:52

with this , who should listen to this

0:54

particular podcast or who could benefit from

0:57

the information that would be

0:59

provided , I really think it's anybody . I

1:02

think we're all in a position where

1:05

trust is

1:07

important , whether

1:10

you deal with clients , whether you're

1:12

a supervisor dealing with co-workers

1:17

that you have that you have

1:20

charge over , or

1:22

you know in our industry

1:24

, like our background , especially dealing with

1:27

injured

1:29

workers from

1:31

a claims , administrative kind

1:34

of perspective . So

1:37

I think , to start off with this topic , we

1:40

should probably get into starting

1:43

off with a basic definition of trust

1:46

, or what is it , david ? What

1:48

is it , yeah , trust .

1:50

Yeah , we use the word a lot

1:53

. When I went in to do this , I

1:55

went . I don't think I've ever really looked up a definition

1:58

Like it's that people trust

2:00

you . That's what trust is . But

2:04

you know , when I did , I found

2:06

that , like the first two words of

2:08

what I found as definition

2:11

were really compelling

2:13

. It's a firm belief in the reliability

2:16

, truthability or

2:18

strength of someone or something , and

2:21

that firm belief is the part

2:23

that really caught me where it

2:26

is a subjective thing for the

2:28

person you're interacting with

2:31

. It's what they believe . So

2:33

you may believe you're

2:35

doing everything to gain someone's trust

2:38

. Your

2:40

ability , your kind of trustability

2:43

is based on how they believe and perceive

2:45

you , though , and so

2:47

being able to realize

2:49

that and say , okay , these are the

2:52

tools that that kind of can help

2:54

me build trust , but

2:56

ultimately , it will be up to I

2:59

need to be thinking about how the other person

3:01

is perceiving

3:05

all of my actions , all my interactions

3:07

, in order

3:09

for me to actually build trust . Obviously

3:13

, trust is super important in

3:17

pretty much any interpersonal

3:19

relationship , whether

3:21

it's business , personal

3:24

relationships , I think even in

3:26

society . Do we trust our institutions

3:29

? Do we trust our governments

3:31

? Do you believe

3:33

that they have , that they can

3:35

do the job they're saying they're going to do , that

3:38

they're a strong institution that

3:42

people aren't just going to potentially

3:45

say forget it , it's not that big of a deal

3:47

. Anyway , I'm not going to pay my taxes

3:49

. I don't believe the IRS

3:52

actually does anything , for

3:54

example .

3:56

Right . Are you slipping

3:58

in how you really feel there , Dave ?

4:00

Right , yeah , this is one of those sly

4:03

podcast things here . But

4:07

really , when you take that the next

4:09

step further and you think about okay , so why

4:12

is it so important or how does that play

4:14

in ? Trust actually

4:17

gives you a stable

4:20

platform for communication . If

4:22

you're not able to trust

4:25

who you're talking to , what

4:28

you're probably not really communicating

4:30

, you're not really listening or active

4:32

listening or caring what that other

4:35

person even says , because you don't trust

4:37

the information coming out anyway

4:39

. And so trust is how we get level

4:42

and say I trust this

4:44

is what your intentions

4:46

are , whether you believe they're

4:49

good or bad . Having that

4:51

ability to say , yeah , I'm not confused

4:53

about this other person , that's

4:57

the only way we can move forward with things

4:59

and that's how I , in relationships

5:01

, you hear all communication and trust is

5:04

number one . Otherwise , how do

5:06

you know where you stand ?

5:10

Yeah , no , I really like that definition

5:12

because I think it can go over

5:16

our heads sometimes that is based

5:19

on the other person's belief

5:22

, like by if someone

5:24

trusts me , it's not just that I feel

5:26

like I'm doing trustworthy things . So

5:28

I think that's important in a definition

5:30

I think you think of . I

5:32

know , definitely I've come from situations and I've

5:34

seen others like oh , that person trusts me

5:37

with no confirmation of that

5:39

like whatsoever . So having

5:41

that definition kind of helps with that . The

5:43

other interesting things which you said about society

5:46

in our institutions I

5:49

think , particularly maybe for a lot of our

5:51

listeners , since we're in a work comp industry , understanding

5:56

that like the institutions that you

5:58

are a part of actually

6:00

play a role in the trust

6:02

when you're interacting , for example , with an

6:04

agent worker sometimes just being a part

6:06

of claims administrative

6:08

company comes with that

6:12

person's belief . What their

6:14

trust is kind of based on may just be on

6:16

that in past experiences . And you know

6:18

you have that upfield battle . So understanding

6:20

that definition like is is

6:23

key to really like

6:25

being able to navigate . So I think that's really

6:27

cool and

6:29

also like I think that that

6:31

is only based like it

6:33

helps you understand is not just based on you and your

6:36

actions , and I think that's a

6:38

common misconception which kind of gets me

6:40

to the next

6:43

another good thing to

6:45

kind of get into , and that is what are some

6:47

of the common misconceptions about building

6:50

trust .

6:51

Yeah , so we've identified four

6:54

main ones that we want to talk about

6:56

today . Anyway , there's numerous

6:59

misconceptions , but the biggest ones we

7:01

kind of see , you

7:04

know that it's quickly built , that

7:07

you're keeping secrets for somebody

7:09

, that once

7:11

it's broken it can't be repaired and

7:15

that I guess , kind

7:18

of on top of that , that once

7:20

it's lost completely you can't

7:22

regain it . So we want to

7:24

talk a couple minutes about each of those kind of misconceptions

7:27

and how , how

7:30

they can be a problem , how , how

7:32

thinking along

7:35

these terms can either

7:37

lead to not gaining trust

7:39

or maybe even worse , kind of getting this fake

7:41

trust where people think , yeah

7:43

, we're in good shape , she

7:46

definitely trusts me , and

7:49

then 10 minutes later you know that's not

7:51

there .

7:51

So what

7:54

about the like , the , the , the

7:57

built quickly thing , like

7:59

it's a ? It's

8:02

an interesting thing because we've seen , in what we

8:04

, in what we do , because there's a lot of communicating

8:07

with people , that

8:09

we've seen people walk away from phone calls , believe

8:11

in immediately . They talk to the person for two minutes and

8:13

believe that they trust

8:16

them . You

8:18

know why do you think that's a misconception or kind

8:20

of like what you were saying what , what , yeah

8:24

, why is that ? It seems like it would be

8:26

common sense that it's not built

8:28

quickly . But I see , I agree

8:30

that it's completely like a misconception

8:33

, that it is .

8:35

Yeah , I think that a lot of times , when we

8:38

have a what we would label

8:40

like a good interaction or a nice

8:42

interaction with somebody , that

8:47

that , on the surface level

8:49

, you can see that as trust

8:51

, that that , yeah , she told

8:53

me I could call her back whenever , so

8:55

you know she trusts me , she likes

8:58

me , and , missing

9:00

out on the fact that , what

9:02

did you talk about , though ? Did

9:04

you talk about an issue

9:07

that she's now expecting

9:09

you to call back with a solution for , or

9:11

at least an answer to ? Because

9:14

you definitely will not have trust

9:16

if you call back without that answer

9:19

, or if you call back and don't even realize

9:21

your conversation , although

9:25

nice and ended pleasantly , it's

9:28

clear you weren't actually listening and you

9:30

didn't take away from it what that person took

9:32

away from it , and that's why it's

9:35

this slow build Every

9:38

, every interaction you

9:41

can . You have the opportunity

9:43

to build trust

9:45

and to say , look , I'm

9:48

in this for what I say . I'm in it for

9:50

when I talk to you about helping you and

9:53

workers move through this issue

9:55

with your doctor , that

9:58

you're actually transparent , and the next

10:00

time you talk to them , you've made

10:02

progress on the things you've talked about

10:04

. That's what builds trust , not necessarily

10:07

just like oh , you don't like your doctor , okay , I won't

10:09

tell him . That leads into that

10:11

next one , right ? The trust is about keeping secrets

10:13

. This is more in

10:17

the everyday that I

10:19

can trust him with this information

10:22

, right , and

10:24

not necessarily . I

10:28

mean trust is a spectrum thing

10:30

. Like you may trust

10:32

, let's say

10:34

nobody uses cash anymore . But let's

10:37

say you gave the cashier

10:41

at 20 , got back

10:43

your change , whatever she realizes

10:45

that she under changed

10:47

. You know kind of flags you down , walks out

10:49

, get , make sure that you get that money . You're like ah

10:51

, I really really trust my interactions

10:54

here now , but you probably aren't

10:56

in the position to be like I'm going to have

10:58

her babysit my four-year-old quite

11:01

yet , right ?

11:04

Right .

11:04

So there is that spectrum

11:07

and somebody you may trust

11:09

with information that you know they're

11:11

not going to tell who

11:13

I don't want them to tell about something

11:16

Doesn't

11:18

mean that they're also trusting

11:21

that you're

11:23

doing everything that you

11:25

say you're doing and

11:28

I think that's an important piece

11:31

there especially if you're administering

11:33

somebody's claim for them . They may trust

11:36

you with some information that

11:39

was hard for them to tell you , and

11:45

it is how you

11:47

deal with that information

11:50

that actually builds

11:52

a deeper level of trust

11:54

. Okay , now I trust him enough to tell

11:56

him this , but

11:59

if nothing actually gets done , if

12:01

it's not heard , if it's not

12:03

actually addressed , then

12:06

what would be the point for me

12:08

to trust him with any other information ? Right

12:11

?

12:12

Yeah , no , that kind of you

12:14

know like

12:16

once , that kind of almost kind

12:19

of gets into like

12:23

one another

12:26

misconception and ask that the once you said

12:28

it before like once something is

12:30

lost or is broken because just like it's a slow

12:32

build , like most of the time . I think

12:34

another misconception is really not on our

12:36

list is that it takes a major event

12:38

for trust to be lost , just

12:40

like it's a slow build . It's usually like these

12:42

slow little letdowns , that kind of like . Like

12:45

like erode it so

12:49

, but you know once is lost

12:51

that it cannot be regained . This is something

12:54

that I see in

12:56

my experience

12:58

of I don't even want to say how long , but

13:00

just seeing many , many interactions

13:02

, you know , thousands and thousands with the

13:04

injured workers . Is that , like when

13:08

people have made a mistake and

13:12

this is from , I've

13:14

seen it , from claims

13:16

adjuster to an injured worker , from a

13:20

claims supervisor to an adjuster

13:22

to , and that's like once you do something

13:24

, maybe you know usually every

13:26

time I've seen it actually unintentional that

13:29

loses the trust . You know it takes

13:31

a big hit at this , at the trust

13:33

that you've built with this person , and

13:36

that more than I see people

13:38

like people don't overtly

13:41

say that , hey , I

13:43

don't think I can ever get the trust back

13:45

. But their actions kind of dictate

13:48

in my experience that they're , that this

13:50

misconception truly exists and it's like

13:52

super , super prevalent and it's

13:57

sad because it's so not

13:59

true . It's such an opportunity

14:02

and I've always looked at it that

14:04

way . Some of my best experiences , closest

14:07

relationships that I've had with claims

14:10

adjusters over the years or clients

14:12

, anything like that , actually

14:14

something went wrong and

14:17

it gave me an opportunity to

14:20

you know , to actually

14:23

build trust that may not have been there

14:25

before , so

14:28

it can definitely

14:30

be regained

14:32

and I see that a lot through the

14:34

actions of people , more than they're

14:36

kind of like overt , like understanding

14:39

, they'll just start

14:41

avoiding the person and that sort of thing . It's

14:46

such a huge opportunity and a great rewarding

14:48

when , if you understand that it's

14:50

a complete misconception , that

14:53

trust is just like loss and never giving

14:57

back , especially

15:00

in the context of , you know , business

15:02

interactions and those sort of things you

15:05

probably aren't going to do something so personal

15:07

, so egregious that

15:10

you can't get the trust back .

15:15

All right . So now that we have those

15:17

misconceptions out there , I

15:20

think there's some things that we need to go forward now

15:23

and just kind of talk about things

15:25

that should

15:27

be avoided when you're trying to

15:29

build trust . When you're , you know

15:31

, maybe your first interactions with

15:34

a new person , and a lot of people

15:36

may even think these kind of

15:38

go into misconceptions too , but

15:42

it's just things that we've

15:44

identified that you really probably

15:46

need to avoid altogether if you're thinking

15:48

that this is helping build some trust

15:51

. The

15:53

first one is to avoid superficial

15:56

gestures , please

15:59

. We've had even

16:02

our own employees say things like

16:04

you can trust me , believe

16:07

me . Right

16:09

Again

16:13

, just these superficial things . There's nothing behind

16:15

it . I've heard

16:17

, you know , I've

16:20

heard it where , like you know your

16:23

time as an adjuster or your time

16:25

doing this or something you

16:28

know you can trust me , I'm an attorney

16:30

.

16:31

Right , yeah , I've been doing this for

16:33

15 years

16:36

or whatever it is . Yeah .

16:38

Right , and I think

16:40

probably the average person you know doesn't think

16:42

about when somebody says I'm an attorney

16:44

or something that like , oh , that means that they

16:46

have standards set by the California

16:49

set bar and they would never try to do

16:51

anything to . They're like yeah , no

16:53

, yeah , so you like do PI or something

16:56

. Okay , right , what does that

16:58

mean ? Right , so

17:00

leaving it there is very superficial

17:03

to just say you can

17:05

trust me , I've been doing this for 25 years . Have

17:09

you been lying for 25 years ? I don't know

17:11

you .

17:14

And sometimes as well it's ended too right , david

17:16

.

17:16

Oh , it's almost always well intended , we've

17:19

heard , yeah , we've heard .

17:20

I mean like we've heard like advice

17:23

, like people , in

17:26

an attempt to build

17:28

rapport with you know , to

17:30

get to trust , you

17:33

know , find things in common , find

17:35

three things in common , or something like that

17:37

, with the

17:40

person that you're talking to and

17:42

that's you know . In my opinion , it's

17:44

just a completely superficial like

17:48

gesture , just of like . Like

17:50

, find you hear a dog in a background . Oh , you're

17:52

a pet lover too and you

17:55

know the purpose of

17:57

why you're talking to that person

18:00

matters , it's a you're . There's

18:02

probably some substance , substantive

18:05

reason why you're actually communicating

18:07

with a person , and that's

18:09

the role that they see . You see

18:11

you and and your trust is going

18:14

to come out of that , that

18:16

role , not necessarily that

18:18

you , you

18:20

know , both have dogs , or something

18:22

Right .

18:23

That's it . It'd be a

18:25

way to break the ice with someone that you

18:27

don't have a , but

18:30

I guess like a reason to

18:32

already be connected with right

18:35

. So so we both have dogs , our

18:37

kids both play little league Right

18:39

. Why don't we hang out more right

18:41

? That makes sense in our kind of regular life

18:43

. But

18:45

when you're and and probably you don't

18:47

necessarily trust that person because

18:50

of that , it starts a conversation

18:52

though right it in

18:54

. You know , particularly in claims

18:56

administering , you already have

18:58

the connection , the connections , the claim

19:00

. The person got hurt and you're in charge of administering

19:03

right . Gaining

19:05

trust is different than having

19:08

some kind of connection that doesn't relate

19:10

to what our connection

19:12

is right now . And

19:15

it's gonna be really hard , like you said , to

19:17

handle someone's issue if

19:19

the only thing you guys have in common

19:22

is you both have dogs . I

19:24

Would

19:27

still go to the cat

19:29

person adjuster if I was the injured

19:32

worker . If I

19:34

was not getting the needs I had met

19:36

on my claim , it wouldn't be that big

19:38

of a deal for me .

19:40

Yeah , no , absolutely yeah . That kind of rolls

19:43

into kind of like the next one a little bit too , because

19:45

I think this really kind of stands from a lack of empathy

19:47

right , like a gesture should probably

19:50

come from , something

19:52

should be informed , based

19:54

on the other person that you're

19:56

interacting with , just

19:58

like pre-plan , like like

20:01

things . So I

20:04

think one of the things to avoid is what

20:06

lack of empathy right .

20:08

Yeah , just not , and

20:11

it kind of goes back to the beginning , to with not

20:14

Understanding how this person

20:16

, what their experience is in

20:18

interacting with you . It's very

20:20

important that you have that idea

20:22

and and the best way is to

20:24

ask or Actively

20:27

listen when somebody is talking

20:30

to you about an issue , and

20:33

understanding this is the most important thing

20:35

for them right now and I know that because

20:38

they said it and they can trust

20:40

me because I

20:42

was able to , you

20:46

know , have that communication with you

20:48

where we did say , okay , verify

20:51

with you , this is the issue , this is how

20:53

we can get it done . It should take

20:55

this amount of time and

20:59

making sure that nothing's left out , that they're

21:01

they're , they're fully kind of able

21:04

to Feel

21:08

in good hands , that , okay , good

21:10

, I , I know that my , the

21:13

things I say aren't left on deaf

21:15

ears . I'm not told that this is just a normal

21:17

process and you need to not worry

21:19

about it , because it is

21:21

the most important thing at that point yeah

21:24

, no , absolutely .

21:25

I think that's easy to do in claims , administrators

21:28

actually have a lack of empathy , but without

21:30

Not like from I

21:32

don't think . Oh , it's

21:34

a thing that people are trying

21:36

to do . I think you know a claim comes

21:38

up . This is claim . You know , number like

21:41

800 for you this year and

21:43

it's a process that

21:46

.

21:47

It is the same process ?

21:48

Yeah , it is the same process that that

21:50

, particularly for a claims adjuster or claim

21:52

any claim administrative staff . They're

21:55

very good at right administering claims

21:57

, so that

21:59

means that that and they know

22:01

that the person especially when it's an injured worker doesn't really

22:03

know this process . So it's

22:05

easy just to like take control and take

22:08

the driver seat and just say hey , hey

22:11

, you're in good hands . I'm

22:13

a four-star general adjuster up in here and I've

22:15

been doing this for a long time . I

22:18

know you're doing , I got you and just kind of take

22:20

them on your right and so

22:22

like a lot of the lack of empathy that I

22:24

see is completely unintentional

22:27

, unlike

22:32

like . That's why it bothers me sometime when we hear , we see

22:34

articles about like a just there's need to feel more and care more . It's

22:37

really more about like awareness Than

22:40

it is like not caring about people . You

22:42

don't do this job if you . I don't

22:44

think you .

22:45

You have to make people Right

22:47

and when you have the claim load that

22:50

you have you care about them , but you

22:52

also understand the efficiency that

22:54

you need to have a conversation in it . You

22:57

have to be practical , as I have to

22:59

move forward . And we've

23:01

heard that too right , like some of the referrals

23:03

we get , are An

23:06

adjuster who deeply cares about

23:08

the injured worker and

23:12

that's why they've sent it to us . They

23:14

this person , needs more time To go over this

23:16

then I really have . Can you guys assist

23:18

With really finding

23:20

out ? because she does have an issue with the ZNR

23:22

amount , but

23:25

I I haven't been able to really

23:27

communicate with her to figure out what it

23:29

is . Um

23:33

so what about ?

23:33

let's talk about another one real quick . Yeah , you can finish , right

23:35

? Yeah , oh , I was just gonna say the , the .

23:39

The other easy thing to do was the next thing

23:41

I think we had is to be defensive

23:43

.

23:44

Yeah , that can really a row trust what

23:46

so I ?

23:47

think , um , what something

23:49

comes up , be you know , have it taking

23:52

that automatic defensive situation

23:54

? Well , I didn't break

23:56

any laws or anything like that . You

24:01

know , trust is built on reliability

24:03

and accountability and

24:06

so any kind of Sense

24:09

that you may be skirting that about

24:12

accountability , oh , oh

24:15

, that it roads trust right away and

24:18

and it's something people are , I

24:20

don't know man it goes back to caveman

24:22

days or something that we're like oh

24:24

, defensive , yep , can't

24:26

trust them . But

24:29

I think you had something to add on it also .

24:31

Yeah , no , I was just gonna say , yeah , the way

24:33

like , you should absolutely avoid it and

24:35

you should like . You

24:37

should just eliminate defensiveness from Like

24:40

any . It should be your first

24:43

that that should go off like a light bulb , that

24:45

if you feel like you're defending Yourself

24:48

, that you're probably you

24:50

, you are just say I'm destroying

24:52

trust . Like , don't even call it defensiveness

24:54

, call it trust destroying . And

24:57

put that in your head and

24:59

Avoid

25:01

that , because it the immediate response and

25:03

we all know this when someone is

25:05

behaving Defensively

25:07

or their first response is a defensive

25:09

response like Like

25:13

you know , hey , I've been trying to get

25:15

in touch with you for two weeks and you never answer

25:17

your phone , and your first responses

25:19

Something like yeah , well

25:21

, you know I'm , I'm super busy

25:23

and I have a lot of claims and you know , or whatever

25:25

it is , that's

25:28

not going to be Good

25:30

. It it's it

25:32

. It goes back . It's that lack of empathy starting

25:35

to come up again To

25:38

you know , and

25:41

and all of those things are trust disorder . So

25:43

I just want to add that like , like

25:46

, let's not even call it defensiveness , just call it

25:48

trust destroying . Is this what

25:50

it is ? It's like your biggest destroyer

25:52

, right , trust

25:54

makes you seem super shady . So

25:57

, even when it's well intended , like you have

25:59

a reason , it

26:02

takes skill , and that's a whole another podcast . There's

26:04

it . You have to have skilled ways

26:06

to be able , especially as a claims administrator

26:09

. You're going to make mistakes , you're going to have things

26:11

to explain that seem like it's your fault

26:13

when it's not . You have to have skilled

26:15

ways To do that

26:17

that understands the psychology

26:19

of of the person receiving it

26:22

right , which is all about input , which is what

26:24

empathy is all about right .

26:26

And part of that , too , is another one

26:28

of the things that we would say to Avoid

26:30

if you're going to try to build trust it's

26:32

lack of transparency . The

26:35

reason , once

26:38

you have the permission of the person , to

26:40

explain why it's

26:42

been two weeks , and In

26:45

a non defensive way , not a

26:47

yeah . This is why because I have all these

26:49

other claims I get to you when I get to you but

26:52

sometimes it is important for that person

26:54

to know why it took that

26:56

long or why you

26:58

know even a doctor appointment or

27:01

something is taking so long to schedule

27:03

. Having

27:06

a transparent way to do that is

27:08

one of the ways that you can have empathy

27:11

, you can explain and you can

27:13

kind of impart some of that empathy for

27:15

that person that it's not just a click

27:17

of a button , you're just explaining the

27:21

Process better so

27:23

that they have a transparent way of saying oh

27:25

okay , so I see . So you know You've

27:27

already sent the authorization , but they

27:30

now have to call me , and that's

27:32

what the holdup is . So if I call them

27:34

, well , that move things along . The

27:36

adjuster can let you know . Yeah , that would really help

27:38

. Actually , you

27:41

know , I'll shoot you an email as soon as I

27:43

get it over to them or I'll CC you

27:45

and then you should be able to contact

27:47

them Right away . Now they can

27:49

trust that . Okay , we're

27:52

working on this together and

27:54

, on top of that , I Know

27:57

the process . Everybody

28:00

told me how complex this was and

28:02

how hard it was , but individual

28:04

Issues generally

28:06

have pretty , pretty

28:08

simple Decisions to make

28:10

. You can do this or this or this , and

28:13

this would be the process for those those

28:15

decisions . How would you like to

28:17

proceed and then answer any

28:19

questions that are there ? Now You're

28:21

really building this trust up In

28:24

a way that if somebody just sat with

28:26

the doctor they didn't like kept going

28:29

back , got through their claim , came

28:31

to settlement and it's not something

28:33

that they they trust is right

28:35

, where they're

28:38

gonna see Q&A's litigation , whatever

28:40

else , instead

28:43

of A trusted partner

28:46

that they've already said , hey , I'm kind of having

28:48

this issue and we're given

28:50

decisions and pathways to move through . So

28:54

transparency is a big , big

28:56

, big one to gain . That trust opens a lot

28:58

of doors .

29:00

What about feeling Sorry

29:02

? What about just feeling sorry , feeling

29:04

sympathy , pity , what about that ? Should

29:06

we avoid that ? Because I think a lot of people think it's

29:09

a positive the be sympathetic

29:11

. Yeah , I don't

29:13

think you think so .

29:14

I don't think so . I think , for Depending

29:18

what your , what your goal , is there

29:20

right ? If you're helping trying to build

29:22

trust with somebody , I Sympathetic

29:26

approach probably is wasting

29:28

time . Pitying

29:33

somebody because they've been injured Doesn't

29:37

help them get to their

29:40

goal . And I don't know what the goal

29:42

is . I don't think we would assume

29:44

that the goal is for everybody

29:46

to feel bad for them , for that interworker

29:48

. It probably isn't . It's

29:51

probably to get you

29:54

know the benefits entitled to them and to get

29:56

back to work and and you know

29:58

, if they can act like this never happened to them

30:00

in Four years that that'd probably

30:02

be a pretty good thing for a lot of people

30:04

.

30:05

Um baby . Shouldn't we feel sorry for

30:07

people ? Shouldn't we feel bad

30:09

if they're hurt ?

30:13

I think understanding how

30:16

they're feeling and helping them Get

30:19

to how they want to feel Is

30:21

a better move and it's gonna

30:23

add a lot more trust . I

30:26

think that knowing

30:28

someone feels bad for me versus

30:31

knowing somebody understands

30:34

my situation and has

30:36

the pathway to help me . I'm

30:40

going with that person that can

30:42

help me every time . Yeah

30:45

, you know , oh man , I

30:47

mean think of it like a like

30:53

a bad breakup or something right

30:55

. Like you want to mope and

30:57

feel bad and your buddy calls you

31:00

up oh man , I'm so sorry that happened

31:02

. That's terrible . Now

31:05

you're like adding on to my own

31:07

mopeiness with that

31:10

guys and now I have to worry about like , oh

31:12

man , I brought down that dude's getting married

31:14

in two weeks . He feels bad

31:16

for me now that I don't have a date

31:18

and now like well , he's

31:21

terrible . I just thought it was like not

31:23

that cool , it wasn't even as bad

31:25

, as I thought it was , but now he's saying

31:27

it's really bad and that can happen

31:29

, and claims a lot . I mean , I've seen that one

31:31

, that mistake , come up , where you

31:34

know , yeah , I understand

31:36

, this back injury is like you know , it's

31:39

your back and the guys

31:41

like I just I just tweaked

31:43

it a little bit Is it bad

31:45

, like you

31:50

know ? Or or or you know he's getting

31:52

the maximum amount of TD and

31:54

you go into it . Go , yeah , I know , you're only

31:56

getting , you know , the max rate

31:58

and that's that's like half of your normal

32:00

pay . It might not be

32:03

a problem , you

32:05

know . It may be something that the

32:07

person just understands . That's the way . It is

32:09

Great . But

32:14

I think always knowing , getting

32:17

into the situation and talking

32:19

about it with them and knowing where they're

32:22

at , instead of assuming

32:24

that it's a terrible thing and

32:26

letting them almost

32:29

kind of stay

32:33

down there and

32:36

leave them there actually

32:39

ends up doing a lot worse

32:41

off than somebody that

32:43

can say , hey , man , how are

32:45

you doing ? You

32:48

want to go get dinner or something

32:50

after a bad break up ? Right

32:52

, and he talks it out and yeah , we're

32:54

all good , you're feeling better . That's

32:57

way better than

32:59

than yeah

33:01

, man , I'm just here for you , I'm going to

33:03

bring ice cream over or whatever . Like , do

33:06

they want that and

33:08

and ? And ? If you're just assuming

33:11

that they want to feel

33:13

bad , you're

33:15

probably not gaining a lot of trust with them

33:17

, especially if they don't want to feel bad

33:20

.

33:21

Yeah , no , that's , that's so . You know , there's

33:23

a couple of things on this . Real quick

33:25

. Why don't they just remind me of

33:28

a book that I got

33:30

for both of my kids and it's called the rabbit that

33:32

listen ? And long story

33:35

short . It's about a little boy . He builds this

33:37

like I can't remember I think it might

33:39

be this big like thing on a blocks . That

33:41

was great . And as soon as he built

33:43

it he was sitting there proud of it and then a bird came

33:45

and swooped and like knocked it all down right . So

33:47

the little boy was sad and then

33:50

, like it was different animals

33:52

that will come along and you know

33:54

, the first animal was like oh , that's so

33:56

terrible . You know

33:58

we should like cry or whatever

34:00

. And then he you know the boy is like I don't feel like

34:02

crying , and then that , then that animal

34:04

went away , kind of set at the boy , and

34:07

then the bear came over , is like oh

34:09

, this is so upsetting

34:11

we should be mad , and you know , and

34:14

you know he didn't feel like being mad . And

34:16

it goes on through these different kind of emotions

34:18

, through different arrows , and finally a rabbit just

34:21

came along and just sat

34:23

next to him and then

34:25

, and as he sat there quietly

34:27

, then the little boy started talking and the rabbit

34:30

just like listened to him , and then the boy

34:32

worked through all of those emotions that those

34:34

other animals came by through

34:36

on his own . They gave him

34:38

the power to work through those emotions

34:41

on his own and then he finally got

34:43

to realizing that he could build , build

34:45

again , right . So

34:47

yeah , like that's what empathy

34:50

does versus

34:53

like sympathy . You want to empower that

34:55

person to , to , to rise

34:57

up , and and sympathy kind

34:59

of does the opposite . There's this great quote

35:02

by Bernay Brown where he

35:04

says empathy fuels connection , sympathy

35:07

drives disconnection . And

35:10

I can see why this would be hard for

35:12

a lot of people to grasp , because we're so used

35:14

to sympathizing like we do it a lot

35:16

. You know we see bad situations

35:19

, you know when we're watching the news sometimes there's nothing we can

35:21

do but just actually sympathize

35:23

because you know something happening in another

35:25

part of the order is something

35:27

we can do . But but we , we

35:29

just sympathize . That doesn't help the situation

35:32

that you feel bad for at all . And

35:34

when you're dealing with someone in

35:36

an actual interaction , you know

35:38

at Bernay Brown goes further to say

35:40

that like

35:42

actually have this written

35:44

down empathy is a skill that can bring people

35:47

together and make people feel included

35:49

, while sympathy creates an uneven

35:51

power dynamic and can lead to

35:53

more isolation and disconnected , disconnection

35:56

and long

35:59

story short . That's why you should avoid

36:02

sympathy , particularly

36:05

for

36:07

claims adjusters dealing with injured workers . But even

36:09

if you're a risk manager dealing with your claims

36:12

administrator , your suit claims supervisor

36:14

, whatever

36:17

it is , I mean whoever you're dealing

36:19

with , think

36:22

about that . That sympathy

36:24

kind of creates this disconnection

36:26

because now I'm like I

36:29

feel bad for you because

36:31

I'm better off than

36:34

you . You understand what I'm saying . We

36:37

don't think about it that way , but

36:39

you know that's the dynamic that's

36:42

at play there

36:44

and and

36:46

it's just you know , when it really comes down to it , completely

36:48

unhelpful . So so

36:50

there's several reasons you want to avoid it

36:52

.

36:53

That's what I was going to say too . Like it's really really

36:55

hard to to take

36:58

an approach that you're being someone's

37:00

advocate , that you're empowering

37:04

them to

37:06

do something from a sympathetic

37:08

approach . You're

37:10

actually kind of just telling them you should

37:12

feel this way . That's

37:15

however it is . You think they should feel it's

37:17

. It's a much more inward instead

37:20

of outward approach , and

37:22

to truly advocate for them and help them

37:24

it's going to require empathy

37:26

.

37:28

Yeah , I think we'll have a whole episode

37:30

on that . That that's a deep dive and

37:32

we can get super into that and

37:34

I actually we need to put that on

37:36

the on the list to do for short , I

37:40

guess . The other thing is like factors

37:44

that actually build trust , right , positive

37:47

, and I'm I'm

37:49

going to go through and kind of list these quickly

37:51

and then like some of the main factors and then

37:53

maybe we'll hop into a couple of them in

37:56

more detail . But consistency

37:58

, competence , empathy

38:01

and understanding , open communication

38:03

, embracing vulnerability

38:05

and admitting mistakes , and

38:09

I'll start with consistency . Consistency

38:13

is obviously like it . It's kind of the like

38:16

. One of the things that was one

38:18

of the things to avoid was inconsistency

38:20

and behavior and actions . You should avoid

38:22

that . Your

38:25

consistency is good because it's

38:27

long

38:29

, I guess . In short is

38:31

it could . It's really what reliability

38:34

is to people , and reliability is

38:36

a huge factor and trust and

38:40

that's pretty self explanatory . That really

38:42

doesn't need some deep

38:44

insight by me . Institutions

38:47

, things , people , things that

38:49

we trust are reliable . We if , if

38:52

the stop light was inconsistent

38:54

, it would . It

38:57

would be chaos , right . We trust

38:59

that it's going to work correctly . It's not

39:01

going to tell all sides to go at the same

39:03

time , right . So consistency

39:06

, it's just really

39:08

important . The next

39:10

thing , I think is competence . So

39:12

this gets overlooked

39:15

sometimes because

39:17

in every dynamic it's not really

39:20

like super important

39:22

it is , but like it's not like

39:24

as important , like it's something like claims

39:26

administration or

39:28

you think about it like a . It's really important with

39:30

your doctor , right , like

39:32

it is

39:35

probably more important in their personality

39:37

and how happy they are all

39:39

the time and if they're super bubbly or not

39:41

and that sort of thing . A lot of the times the person

39:43

that you trust is not like that at

39:45

all . They're not like you at all

39:48

, right , and

39:50

that's important to understand that . Those

39:52

are other misconceptions that we get to get into

39:54

, that you have to be a certain way and that sort of thing . You

39:57

can be yourself , be consistent and

39:59

be competent for claims professional

40:01

. It's really important to understand that . Like

40:07

the hit to your competency when you make a

40:09

mistake , because it's a , it's a , it's a job

40:11

where there will be mistakes made and

40:14

some of them are not . They don't have any impact

40:16

on a claim , but that does not how the worker feels

40:18

. They don't . That mistake matters

40:21

to them . You sent them a letter and it had an extra

40:23

, you know , missing a zero

40:25

or something like that . But you know you say , oh

40:27

, it's okay , your check still like went out

40:29

the right way . Well , you know I why is

40:31

the letter wrong ? You guys can't get a letter right . Why

40:37

that may not seem like a big deal , for

40:39

the other person is speaking to

40:41

your competence . So , like

40:44

the thing that will build trust is

40:46

making sure that when you

40:49

are doing a

40:51

really good job at your job

40:53

, but when you do make a mistake

40:55

, that you

40:57

understand that your comp , that the way that

40:59

they view your competence is that risking your reassuring

41:02

, and that it isn't , you're

41:04

taking accountability . Accountability

41:07

is directly related to

41:09

that , to your competence as well

41:11

, to people

41:13

don't really view people that aren't really well

41:16

in most instances there are some exceptions aren't

41:19

accountable as competent . Yeah

41:22

.

41:23

I think that , yeah , just that

41:25

point you make about mistakes , like there

41:29

is a . I

41:32

know there's something that I've seen come up

41:34

a lot where hopefully they won't notice

41:36

. Hopefully

41:39

they don't bring up that we had

41:41

the wrong amount on the notice so

41:43

that we don't have to send another notice

41:45

, another one . But if you

41:47

catch that , even before the intro

41:50

worker does , why not

41:52

give them a call ? Hey , you're going to

41:54

get a notice . The numbers going to be

41:56

wrong . It's actually

41:58

should have this extra zero . That

42:00

wasn't on there . Do

42:02

you want me to send the amended notice or are

42:04

you kind of confident that this is the

42:06

the amount ? You're okay with that Right

42:10

Before ? It's

42:12

even a problem now ? They already trust

42:14

you . Okay , good , somebody's double checking

42:16

this stuff . You know what I

42:19

mean . Like a type type type type

42:21

, in today's age especially , is

42:23

pretty understandable , thinking

42:26

I won't notice a typo . Now

42:29

I'm thinking wait , why ? Why

42:32

don't they think ? What else don't they think I'm

42:34

going to notice ?

42:35

Right , yeah , no , absolutely yeah

42:37

, no , that's that's . That's interesting

42:40

. I like that point . Another

42:43

factor in building factors

42:45

that truly build trust is empathy and understanding , right

42:48

, so we just kind of went into that

42:50

a little bit already

42:53

. Understanding what empathy

42:55

is is really important for this , and

42:58

once again , it is a skill , so

43:00

that's a whole nother topic . Another

43:03

episode , and most of our , a lot

43:05

of our content is built around actually

43:08

, how do you , how do

43:10

you , make empathy something tangible

43:12

, a skill that you can deploy and

43:14

use , that actually gets

43:16

like consistent result is not just

43:18

a feeling . A lot of people confuse empathy and

43:22

they're not the same things . So

43:25

actual empathy and understanding

43:27

is what's going to drive that connection

43:29

, the feeling of connection which

43:31

is like strongly , you know , obviously

43:34

going to be correlated with trust

43:36

, and connections

43:38

can be made quick . Trust take

43:40

some time , but connections positive connections

43:43

can be made relatively pretty quickly

43:45

when you're skilled in empathy

43:48

. Like you said , trust

43:50

is a spectrum . People don't have to trust you with

43:52

their life to be able to

43:54

be involved in an interaction with you

43:56

. Back and then

43:59

back to kind of what you were saying , david , like open communication

44:01

was one of my next one , so this had

44:03

to do with , just like freely sharing information

44:05

. I like that . I like that kind of proactive

44:08

approach , like , hey , you're

44:10

going to , because that's , that's one of the skills

44:12

, like in from negotiation

44:15

, that we , that we kind of understand , like kind of

44:17

getting ahead of of something , the way

44:19

that people may be feeling , right , like if you make a mistake

44:22

, it's better to just say , hey , if you

44:24

have to tell them about it . Hey , you're probably going to question my

44:26

competence when I tell you this , but this

44:28

is what happened , right , because they're

44:30

they're going to think that when

44:32

you tell them the mistake

44:35

, when you , when you tell

44:37

them ahead of time , you use

44:39

that as disarming and and

44:41

it like connects with accountability , like

44:43

you were saying , and it makes your communication

44:46

feel open because it is right

44:49

you're openly , you're not trying to hide our

44:51

gloss over that , that

44:53

that it does speak to your competence

44:55

and that you made a mistake , right

44:58

.

44:58

Yeah , and you're allowing the other

45:00

side to see

45:02

that you understand this

45:05

mistake could erode their trust . The

45:08

sentence starts with your goal

45:10

. You may think you're going to think

45:13

right . What you may think

45:15

right rather

45:17

than hey , I sent through the wrong thing

45:20

automatically , you

45:22

, you made a mistake and now you had to

45:24

call me and waste my time . I don't

45:26

understand . Instead

45:28

of you know

45:31

you're probably going to think that I had

45:33

this already . They say good , this person's

45:35

taken the time to say they're

45:38

perceiving how I'm actually going

45:41

to accept this letter , how I'm going

45:43

to see this letter . You already know

45:45

and you know

45:47

you may . Maybe you can email them the

45:49

corrected letter before they even get it , throw it away

45:51

when it comes in . You don't even need to open it

45:53

now . There's

45:56

just so many other possibilities

45:58

that that go uncovered

46:01

when you , when you just kind

46:03

of you know whatever hope

46:05

they don't care , or something like that .

46:08

Yeah , yeah , no , that's , that's an empathy pro

46:11

tip . That's one of those things that kind of gets into

46:13

what I was saying it being kind of skilled

46:15

based and understanding how to

46:17

actually use empathy

46:20

and interactions to you know

46:22

, keep , keep fostering a connection with

46:25

building trust . The

46:28

other one we kind of touched on a little bit , I guess , like

46:30

embracing vulnerability and admitting mistakes

46:32

, right , that

46:34

really really really is a

46:36

trust builder . Now

46:38

people have to understand

46:40

as a fine line , like we it

46:43

might experience from as a claims , just from

46:46

you know , having a company that do

46:48

that , does what we do . That's

46:50

like completely built on communication

46:52

and trust and that sort of thing . We've

46:56

definitely I've definitely had people on

46:58

my team as a claims examiner and people

47:00

on my team , unfortunately , in this

47:02

environment that didn't last very long . Like

47:06

think that if

47:09

you , if you just make a whole bunch of mistakes and

47:11

as long as your owner about them in the middle , that like

47:13

that's okay , like you're in compliance with how to

47:15

build trust . Competence is still on there , folks

47:17

.

47:18

And this is right .

47:20

You still have to be competent and consistent

47:23

and that gives

47:25

you the grace for your mistakes

47:27

, right . So but embracing

47:29

that vulnerability , sometimes as hard as a claims

47:32

just and I've seen a variation there's

47:34

definitely I do think that there's a

47:36

misconception that adjusters are just like co

47:38

harder and all jaded and that is

47:41

like a big thing and not vulnerable

47:43

. I believe that that's a misconception . There's

47:45

definitely some that

47:47

are that are that are like

47:49

that right , and I think the vulnerability

47:52

thing is like a bigger thing that I can see

47:54

come with experience and

47:57

I think also like it's unintentional . I

47:59

especially see this with supervisors

48:02

and managers and that sort of thing

48:04

. It

48:06

just seems like the ability to admit

48:08

a mistake is like almost

48:10

non existent . And when

48:13

you don't do , when it's obvious

48:16

that you made a mistake and

48:20

you

48:22

don't use that opportunity

48:25

to admit it and

48:27

acknowledge that impact that it may

48:29

have on the others that

48:32

you are interacting with or that it affects

48:34

, why does that

48:36

just make your trust score

48:38

dwindle ? And when you're

48:40

not vulnerable

48:43

you

48:45

don't want to , I

48:49

would say because there's some cliche things about this

48:51

. The bigger thing I think people miss is that you

48:53

missed the opportunity to actually build empathy

48:55

for yourself and that

48:57

that also lead , also helps build

48:59

trust to right if people empathize

49:01

with you , not just you empathizing with them

49:04

, because

49:07

then you understand that you're a human . This is especially

49:10

important for supervisors and and

49:12

and a

49:14

manager , especially in the claims row . So I think it's one

49:16

of more more challenging environments to be

49:18

kind of like a supervisor or a

49:20

manager . So embracing

49:23

that vulnerability and admitting your

49:26

mistakes are things

49:28

that are really

49:30

really help people

49:33

feel connected

49:35

to you as a human being . So

49:39

and that that

49:41

that is a big factor in building

49:44

trust . I

49:47

think we can kind of get into . We

49:49

got into that . There's a whole bunch of factors , but

49:52

one of the things I think that's challenging

49:54

now in building trust

49:57

is like now . We're like in a digital

49:59

age , like a lot of , a lot of them

50:01

and a lot of

50:03

the tips around building

50:05

trust in fostering

50:09

communication rely on being

50:13

talking to the person verbally , being

50:15

in person . We all know that that's

50:17

a lot better , but

50:19

today , like you might not , you could

50:21

go through a whole complete

50:24

interaction or process with somebody , a

50:26

whole claims and never have actually spoken

50:28

with them , and it's all digital . So talk

50:32

to us about trust in the digital age .

50:33

they yeah , that's definitely

50:35

an evolution , right ? More more digital

50:37

communication . You

50:40

know , I was

50:42

rear ended recently , right , I

50:44

think I talked to one person

50:46

throughout the process at one point in

50:48

time and then took it into the body

50:50

shop . That was all taken care of for me . They

50:53

called me when my car was ready , right , they

50:56

emailed me an agreement . Yeah

50:59

, this is all good , you know nothing

51:01

else , boom Done . You

51:04

know , that is this very

51:06

what

51:10

we have now . We're also kind

51:13

of quicker interactions . It's

51:15

more expected that . This

51:19

is the issue I'm having right now . If

51:22

I can get that to you succinctly

51:24

in writing , you can respond to me succinctly

51:26

in writing . We're all good . And

51:29

it leaves out a lot of you know

51:32

, without looking for them anyway

51:34

, a lot of the factors that can build trust

51:36

. So there's . There's two things I think

51:38

about with the kind of digital

51:40

communication , one being to

51:43

remember that trust is built over time

51:45

, it's not a one time

51:47

interaction . So if

51:51

a mistake's made , something happens , and

51:54

I shoot a text over something like

51:56

that and get a quick answer yes

51:58

, we'll take care of it right away , okay

52:00

, maybe you built some trust there that

52:02

you know . They took care of it

52:04

quickly . That was nice , but

52:06

the mistake was still there in the first place , and I'm

52:09

still like I'm going

52:11

to have to text them every time what's going

52:13

on and the consistency

52:15

of that , though that over

52:17

multiple interactions

52:20

, it's always this way is

52:23

something that builds trust that they're

52:26

very competent on . It doesn't happen often

52:28

. When it does , they take care of it right away . That

52:30

sounds like a Yelp review , right .

52:33

It does , and

52:36

that's what you want to come from that

52:38

positive review .

52:39

Right , that's not going to be a one-star

52:41

review of that . The

52:44

other thing that you can really think about

52:46

when we're saying , okay , we're going to build trust on

52:48

this , is looking for opportunities to

52:51

pick up the phone To respond

52:53

to that text with . This might

52:55

be a little bit of a complicated answer . Would it be

52:57

okay if we set aside some time to actually

53:00

talk about it ? Or

53:03

, hey , look , my

53:05

answer likely would lead to more questions

53:07

on your end . I think maybe , with

53:10

your permission , it'd be better for us to just have

53:12

a call and to discuss

53:14

it that way . And

53:16

if you think about this , like I know most

53:19

people now anyway that I'm aware of , you

53:21

get that cell phone call from a number that you

53:23

don't recognize right away and you're doing something

53:25

else . You're kind of like all right , I'm

53:27

going to let that one ring . If that's a number

53:30

, text you within two minutes and it's like hey

53:32

, dave , sorry , it's John , I'm

53:34

on a different phone today . You call them right

53:37

back . Making

53:40

and digital communication can

53:43

build the trust that . Hey

53:46

, look , will we communicate

53:48

with you the way you want to be communicated

53:50

with , but

53:53

in this case , we would like to have the opportunity

53:55

to actually speak with you because whatever

53:58

open , transparent reason is

54:00

there , but always looking

54:02

for those opportunities is how

54:04

you can build trust . Even

54:07

if it seems like most

54:09

of what you're going to do to handle

54:11

this claim is going to be through digital

54:14

media with the intro worker , especially

54:19

now as some apps come out and things like that

54:21

, there's

54:25

still a problem with

54:27

consistent , competent communication happening

54:30

right as fast as the intro

54:32

worker expects it , and

54:35

having the transparency

54:38

to say this really isn't something

54:40

that you're probably going to be able to self-help

54:43

with . The FAQ

54:45

section probably

54:47

isn't going to get you a full answer . I want to make

54:50

sure you actually get the full answer

54:52

and you're able to ask me questions

54:54

. Now

54:56

you're building trust . I'm not sending you

54:58

off to try to find this on your own . In

55:02

addition to that , maybe you do for

55:04

the first thing , right , right

55:06

, but I want to make sure

55:09

you don't get left with questions

55:11

still happening and that we're

55:13

on the line together . I can hear

55:15

in your voice whether or not this

55:18

makes sense to you or not , or if I need to explain

55:20

something differently . Because sometimes that's

55:22

what it is the

55:25

words themselves make sense . They

55:27

don't make sense to me in this situation and

55:29

somebody just has to change

55:31

what it is to

55:33

help that happen . So two

55:36

big ones there One , make

55:38

sure that you're consistent with those digital

55:40

responses and communications

55:43

and two , look for opportunities

55:45

to actually be able to

55:48

interact voice to voice or face to

55:50

face if possible .

55:52

Yeah , and I think you're starting to see like

55:54

in

55:58

many industries are starting to change

56:00

. I know for ourselves when we're picking

56:02

vendors or

56:04

providers and that sort of thing , like there's

56:06

their support , for example , like we

56:10

want them to have , even if it's a tech product

56:12

. We're like can I hop on the phone though , if

56:14

I get stuck and actually talk

56:16

to somebody , because I'll

56:19

pay more for that and

56:22

I trust more that

56:24

this company cares

56:27

more about servicing

56:29

me as a customer . So

56:32

I think you're starting to see that shift . At first

56:34

it was all about deflecting interactions

56:39

from customers , and even with

56:41

injured workers . I think that can be

56:44

one of the consequences , because they're kind

56:46

of late to the digital wave , but that's starting to come

56:48

. Is that like the

56:50

mistake can be made

56:52

to just like think about

56:54

deflection and not look for

56:56

those opportunities to actually say , hey

56:59

, like this

57:02

person may need to be guided . This

57:05

stuff is foreign to an injured

57:07

worker . They already are having to tell us they got a lot of other

57:09

things to deal with . Maybe I

57:11

need to try to pick up the phone and talk to them and make

57:13

that better connection

57:16

and then you know , keep building that trust

57:18

. Your influence is

57:21

going to be predicated on , largely

57:24

based on , the trust that you have with

57:26

that individual . So

57:29

that takes us to our conclusion . That's

57:31

one of the main kind of insights

57:33

and takeaways right there , I guess , basically

57:35

, is that a big takeaway is that

57:37

your influence

57:40

is going to be , like , predicated on

57:42

trust , right , and that

57:44

misconceptions of trust

57:46

can lead

57:49

to actions

57:52

that we want to avoid , you

57:57

know , such as like superficial gestures

57:59

and defensiveness

58:02

and inconsistency , lack of transparency

58:04

, and we talked about sympathy .

58:05

I hope .

58:05

That's one that a lot of people learned about today . I don't

58:08

think people view that as something to avoid

58:10

, and

58:12

the big takeaways are going to be like the things

58:14

that you should do right , be consistent , really

58:18

work on your competence , particularly

58:20

in the claims administrative role . People

58:22

want claims just to be like everything

58:24

. I kind of see that push coming

58:26

again . People want them to be like coaches

58:29

and you know , basically little

58:31

mini psychologists and stuff like that . Ultimately

58:34

, though , they have to have an actual , real good

58:37

core competency , and

58:39

that's what an injured worker is expecting from them

58:41

. They're not really expecting them to be like a life coach

58:43

, but I think they are expecting

58:45

them to be competent and

58:48

administer their claim accurately

58:51

, fair

58:53

, timely that sort of thing right . Empathy

58:58

is key to everything . Your whole approach

59:00

needs to be based on empathy

59:02

and then having

59:05

open and transparent communication

59:07

, being proactive in your communication

59:09

and embracing those

59:12

mistakes as opportunities to

59:14

really really

59:17

make a connection and build a

59:19

level of trust that you probably

59:22

weren't even aware that you could build with somebody

59:24

. They probably might actually expedite that process

59:27

, and if you

59:29

have the right attitude and disposition towards it and

59:32

it's a continuous process , once

59:34

you have it doesn't mean your

59:36

job is done . Somebody tells you hey , you know what

59:39

, I trust you with X , y and Z . You

59:41

don't say job done , it's

59:44

a continuous process , right ?

59:46

So I hope

59:48

you found the

59:51

information useful and if

59:53

you lose it right , we talked about that .

59:54

Yeah , right , I just don't trust you anymore

59:57

.

59:58

Right , there's still ways

1:00:00

to get that back .

1:00:02

Absolutely so . Like thanks

1:00:04

for tuning in , David

1:00:06

, I'll let you take that outro .

1:00:09

Thanks for tuning in . We encourage

1:00:11

you to rate us , leave us any comments

1:00:13

. Tell us if you agree , disagree , specifically

1:00:17

on this one about trust Especially

1:00:19

if you disagree , I don't want to hear those .

1:00:20

I love those , yeah , and that's how we learn

1:00:23

.

1:00:24

Any ideas for us to talk about another

1:00:26

subject , maybe related to trust

1:00:29

or anything . You

1:00:31

know , it's really something that we're wanting

1:00:33

to be able to provide this kind of contact . We

1:00:36

talk to thousands of impropor

1:00:38

injured workers specifically

1:00:40

about settlements when things

1:00:42

go wrong , when things go well , and

1:00:46

we're trying to make sure that we're kind of able

1:00:48

to put

1:00:51

that information out there , help claim suggestors

1:00:54

, claim professionals , risk managers understand

1:00:56

where they're coming from and some of

1:00:58

these tools to help move

1:01:01

on . So yeah

1:01:04

, leave comments , share and give

1:01:07

us a rating . Thanks so much All right .

1:01:09

everyone Take care . Thank

1:01:15

you so much for listening to

1:01:17

this .