Talk to Me Nice
The Seven Trust Languages for a Better Workplace
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- USD 14.99
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- USD 14.99
Descripción editorial
USA TODAY BESTSELLER • NATIONAL BESTSELLER • Longlisted for the Non-Obvious Book Awards 2025
“A game-changer for workplace dynamics” —Eve Rodsky, New York Times bestselling author of Fair Play
The author of The Memo helps you discover what you need to navigate every workplace communication challenge with confidence.
We are living in a world of broken trust, especially in the workplace. Employees have heard too many empty promises and are unmotivated. Managers are scrambling to keep eyes on direct reports in demanding environments. Nobody knows how to talk to one another. Trust is the central pillar of any functioning workplace. But without it too many of us are unhappy, fed up, and ready to walk out the door.
Minda Harts knows from years of experience as a highly sought-after workplace consultant how a lack of trust between colleagues, managers, and executive leaders is bad for business and our own professional well-being. That’s where the seven workplace trust languages come into play. Earning trust is different for every one of us. Some respond well to verbal affirmations of their contributions, while others need visibility to see how business decisions are made. By understanding the seven languages of trust—transparency, security, demonstration, feedback, acknowledgment, sensitivity, and follow-through—we can all learn to navigate conflict, be more productive, and communicate more effectively.
In Talk to Me Nice, you’ll learn what workplace trust languages work for you and how to show colleagues, managers, and direct reports that they are valued. When we’re talking one another’s languages, we can rebuild a more equitable, sustainable, and profitable workplace that works for us all.
PUBLISHERS WEEKLY
"Trust is vital to how we grow in our jobs and become leaders," according to this helpful guide. Workplace consultant Harts (The Memo) outlines seven qualities for building trust in the workplace, including sensitivity, transparency, and follow-through. Explaining the different ways one might observe the tenet of "acknowledgment," Harts suggests that some people might want their ideas recognized by having the opportunity to present them to senior staff, while others might prefer to be left alone in acknowledgment of their autonomy. Harts provides guidance for managers and employees alike, as when she explores the importance of acting in accordance with one's stated principles by warning supervisors against appearing to play favorites and by encouraging workers to take responsibility for and rectify their mistakes. The conversational tone reads like a missive from a close friend and the advice for managers is sensible, but some of the recommendations for employees are relatively undercooked. For instance, Harts's proposal for how workers can foster a sense of emotional and psychological security in the office consists only of the vague imperative to "speak up and use your voice." Still, business leaders eager to improve office morale will find much of use.
