Grover has observed that many superstar players have “entourages,” usually old friends who are simply hangers-on and ride the “gravy train” of the star’s success. These “friends” are often not truly trustworthy; when the star begins to fail, they abandon them, seeking another person to follow around. As a Cleaner himself, Grover demands the trust of his clients. If they do not trust and listen to him, he refuses to work with them. He recognizes that for Cleaners, trusting others is the most challenging thing they can do, as they prefer to be in control. He coaches the reader to learn to trust others who prove themselves to be trustworthy through their actions. Readers who surround themselves with excellence and hold people accountable can ensure that both they and their team will be successful. By contrast, when his clients have a motley crew of employees who are poorly trained or don’t cooperate, it drags down the whole operation.

Part of working with others is giving clear and concise opinions that others can trust and leaving no room for misunderstanding or negotiation. This means that when Cleaners speak, people believe them. Grover argues that Cleaners must surround themselves with people who want them to succeed and be open to tough advice that they don’t want to follow, such as what he gives his players. While others give players roses, he gives them thorns, but that’s what they need to improve.

Grover’s assessment of trust amongst professionals is a strong warning to carefully evaluate those whom one invites into one’s inner circle. His emphasis on trusting only those who have proven themselves trustworthy contrasts with the approach taken in leadership texts like Stephen M. R. Covey’s Trust & Inspire, which recommends a more proactive extension of trust as a way of building relationships, instilling confidence, and boosting performance.

Chapter Lessons

• Solicit real support, not flattery.
• Trust people who have earned your confidence.
• Ensure that the people around you truly support your goals.

Reflection Questions

• Whom do you trust the most deeply? Why?
• Is it hard to relinquish control of your work? Why or why not?
• How might you find and keep people who are truly invested in your success?