The Real Deal by George A. Sorial

Author:George A. Sorial
Language: eng
Format: epub
Publisher: HarperCollins
Published: 2019-06-10T16:00:00+00:00

Chapter 17

Trust and Failure

The Trump Organization has a uniquely high level of trust, which exists from the top down. The business consists of a very small but tightly knit group of people who depend on each other and yet are still able to achieve a global footprint. While talent, hard work, and perseverance were undoubtedly major components to the organization’s success, in retrospect, the trust factor was the most significant.

It’s Trump’s vision that an employee is ultimately charged with turning into reality, but any authority, his voice, was delegated from him. He would say, “I’m giving you the tools, the guidance, and the support to get in there and make your own decisions, but it’s my vision that’s going to be executed.”

Not a day went by that I wasn’t proud to be a part of the operation in Scotland. Some of the happiest moments of my career were spent on the project with DJT, Don Jr., Sarah Malone, and the rest of the development team. I still get that sense of pride every time someone writes or calls me to express how much fun he or she had on the site.

Sarah was there running the development team and the whole operation day in and day out. She was the person on the ground who was really making decisions and gathering the information, and ultimately, DJT had to trust her ability to read things objectively and provide him—three thousand miles away—with unbiased, clean information.

Your decisions are only as good as the information you rely on, and you need to trust people to provide you with straight, uncorrupted facts, or else you’re throwing darts at a target with a blindfold on. Once you have trust in the flow of information, you can introduce the concept of loyalty. People tend to perform better when they know that they’re trusted and respected, with headquarters equally able to rely on information being provided. When that virtuous circle is complete, people tend to perform beyond expectations—if they also genuinely love what they’re doing—because they’re acting out of a sense of pride and enjoyment, rather than because they need to make a living.

Those are two very different drivers.

There’s a big difference between being happy and enjoying what you do, and logging in the hours and waiting for your next paycheck. Sure, we all need to earn the dollars to enable us to pay the bills at the end of the month, but I always look on my career with The Trump Organization more as a lifestyle than a job. Of course, it still is a job, and there needs to be a clear separation between your personal and family time and what you do in your career. We all know people who have given everything to their professional development at the expense of their family, never having seen their kids grow up or having sacrificed so much that the family becomes estranged. That’s gotta be tough, and, invariably, getting that delicate balance correct is incredibly challenging, but

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