Justin Patton - The Trust Architect Group
Thirlby Co. Leader to Learn From: June 2023
June 13, 2023
Justin Patton started college with a vision to join law enforcement and the FBI. But during his first semester in college, his father passed away unexpectedly. “I was 18 years old and my dad was 46,” Justin explained. “I realized how short life can be, so I decided to switch my major and do something I thought would make an even bigger impact.”
Justin spent five years as a high school English teacher, and then was offered a job on Anthem’s training team. This led to him managing the National Sales Training department at Anthem, and later pursuing a job at Yum! Brands teaching global leadership.
Eventually, Justin decided that it was time for him to run his own business full time. Since 2014, Justin has served as an executive coach, international speaker, an award-winning author of four books, and the CEO of his company, The Trust Architect Group, where he helps leaders build trust in themselves and others.
As The Thirlby Co. community celebrates Pride Month in June, we are honored to recognize Justin Patton as our Leader to Learn From. “Justin is a wonder,” said Thirlby Co. founder Margie Thirlby. “He is one of those rare souls where every time you engage with him, you learn something about yourself and the world around you. Justin has this infectious energy and a unique ability to challenge others with love, honestly, and humor. He is a mentor, teacher, role model, and friend to nearly everyone he meets.”
Read on to learn about Justin’s journey to becoming a public speaker, why it’s important for companies to invest in middle management, and why Justin believes that the best leaders make all people on their team feel seen.
OUR INTERVIEW WITH JUSTIN
Tell us about your career journey and what led you to where you are today.
Well it has been unpredictable and amazing all at the same time. I started college thinking I was going into law enforcement and the FBI. But during my first semester in college, my dad passed away unexpectedly. He had surgery, and they left gauze inside of him. He ended up contracting sepsis and died. I was 18 years old and my dad was 46. I realized how short life can be, so I decided to switch my major and do something I thought would make an even bigger impact.
I became a high school English teacher, and I taught for five years in Frankfort, Kentucky. After five years, my mentor asked me if I would consider teaching adults in corporate America. I didn’t know if it would be a good fit but I figured I could try it for one year and if I didn’t like it, I could always come back to the classroom. So, I joined Anthem’s training team where I knew absolutely nothing about health insurance - but I did know how to teach!
I worked my way up to managing the National Sales Training department at Anthem and getting the opportunity to study body language from a former FBI agent. This is what ignited my passion for presence and how our presence impacts others. After five years at Anthem, I decided to leave. I joined Yum! Brands where I taught global leadership programs.
The people I met at Yum! Brands were amazing. I learned so much about leadership, had great leadership role modeled for me, and had a lot of doors opened. In fact, the only reason I went full-time into my own company in January of 2014 was that one of my mentors at Yum! Brands said if I left they would give me a contract to keep teaching a training program there. It was the door I needed opened so I could see if I could make it on my own. I took that opportunity, and I haven’t looked back since.
There were so many people that opened doors for me along my path. I’m grateful for them. And I’m also glad I always said, “YES” - and had the courage to see where that door led.
Tell us more about The Trust Architect Group - your business today. What is the core focus of your work?
It’s all about trust! If it doesn't tie back to trust, we don’t teach it. At The Trust Architect Group, we help leaders build stronger trust in themselves, with others, and across the organization. We’ve probably all worked for a bad boss or for a company who we thought put profit over people. It’s emotionally exhausting. So everything we do centers around helping leaders communicate effectively and create spaces that people want to keep coming back to again and again.
That work is so important to me because I know what it’s like to get it wrong and not show up my best. After my dad died, I became emotionally disconnected. I often say I was “dead from my neck down.” I used my career to validate myself. I unintentionally sabotaged relationships and didn’t get why. As a result, I was not a great leader of other people.
I realized that I was going to need to become a better leader of myself to become a better leader of others. At about 30, I asked for help, received necessary feedback from some great mentors, and took responsibility for how the impact my presence made on others. It changed everything. From there, I went on and studied body language from a former FBI agent, got certified in emotional intelligence, difficult conversations, and coaching. Those experiences gave me both the skills and compassion I needed to help others looks at themselves differently.
Since the pandemic, the topic of building happy workplaces and retaining talent has become a huge headline. Who are the companies that you see doing it right, and why?
I’ve always believed that companies “thrive or die based off middle management.” So my belief is that the best companies are highly intentional in investing in their middle managers. Middle managers have more impact on the organization’s culture because they’re the ones with the most day-to-day exposure to employees. How employees feel about their team and the organization is often a result of how effective their manager is. So I believe the best organizations are investing in emotional intelligence training for their managers and the executives are putting processes in place to ensure they’re promoting the right people.
Too many organizations rewards bad behavior when they only recognize and promote results and don’t take into account how people get those results. The best companies actualize the values they say they stand for and they hold others in the organization accountable for living them out.
What is your favorite part about what you do?
Wow! So many things. If I had to narrow it down to one, I’d say it’s that I get to create safe spaces for people to think differently about how they lead, love, and communicate - both at work and at home. I love that people can connect the messages I teach to their personal life. I think that’s what makes the content stick! The fact that people trust me enough to open up and be vulnerable is a privilege that I really try not to take lightly.
I remember I was conducting an event at Taco Bell’s headquarters in California and a woman got up the last day and said, “You have been the missing piece of my puzzle for the past 14 years of my life.” I ain’t going to lie. That got me in my feelers! It was a good reminder of the responsibility of this work. We can’t heal what we don’t talk about, and the sessions give leaders the space to talk about necessary things. Everyone benefits when that happens.
This month is Pride Month. What does this mean to you in the context of the work you do?
Pride Month is about visibility. It’s a chance for the LGBTQ+ community to authentically see and celebrate themselves - which for many of us was a long, painful journey. It’s also a chance for organizations to say, “We see you and appreciate what you bring to the organization.” Visibility also has the potential to open a door to deeper, more meaningful conversations that need to take place.
Pride Month is a chance for leadership teams to discuss how they’re really supporting DEI efforts and making sure all people see people like themselves in the organization. It’s a chance for peers to engage in conversations about each other’s journey and get to know each other from a different perspective. And it’s a chance for leaders to talk with their LGBTQ+ team members, ask questions, get uncomfortable if necessary, and find out how they can better support the people in their care.
I’ve always believed the best leaders have an artful way of making all people on their team feel seen. And the reality is, you cannot serve people you do not see. There are a lot of LGBTQ individuals today who don’t feel seen, safe, or supported by their organization and or its policies.
I once interviewed Greg Creed, the former CEO of Yum! Brands. He reminded me: “If you ever have to give up who you are for a job, you’re in the wrong job.” Authenticity is at the foundation of the work I do on trust. Everyone shows up better, and performs better, when they feel they can be themselves. We should all be able to bring our full selves to work. Companies who only want pieces of you do not deserve your time and effort.
Switching gears a bit to our seven leadership questions - how would you define confidence?
Confidence is about showing up as yourself and for yourself - and that’s a daily practice and it’s constantly evolving. I believe confidence requires two components - you have to have authenticity, a deep knowing of yourself, and then vulnerability, which is letting yourself be seen. You’ll know you’re confident when you’re willing to accept the rewards and consequences of being yourself and letting others see that version of you.
What have you learned about vulnerability, in the context of leadership?
Vulnerability is a game-changer. I believe the best leaders, best presenters, best parents, and best partners all demonstrate vulnerability. They use this to genuinely connect with others and they make it safe for others to demonstrate vulnerability back. I also think the best leaders are savvy enough to know how much vulnerability to use in a situation and they don’t use it as a tool for manipulating others.
How would you define your mission or purpose in life?
I like to believe that my purpose is to empower people to make their voice and presence matter. We all have the ability to show up every day and use our presence for good. Pat Summit once said: “Leaders don’t get to pick and choose which days to be responsible.” I love that! Our presence is either opening or closing doors for us, and I want to help people walk through as many doors as possible (while being themselves).
What is your greatest superpower as a leader?
Passion. I am a go-getter. I’m really high energy and I know how to motivate people to take action. I’m not one to stay stuck for long. I’m like, “What do we need to learn from this and how do we use that to move forward?” However, I also know that ego takes our strength and turns it into our liability. So for me, my passion can turn into intensity. When that happens, I sometimes don’t make it safe for others to open up around me. I suck the oxygen out of the room and stifle things. I’m very aware of this and really work hard to manage my passion and use it the positive way.
What is something that might surprise people about you?
I am a former Eagle Scout, and I just purchased a 1960s Jeep Willy. I know nothing about putting trucks together, so we’ll see if I can manage to have this Jeep restored.
What advice would you have for someone who is struggling or feeling stuck right now in their life or career?
I’d remind them that they are not alone and it’s okay to be stuck. Being stuck is just a sign that you are ready for more. I’d also share a quote that has really helped me. “Use pain as a stepping stone, not a campground.” Feel whatever you need to feel. Figure out what that feeling is trying to teach you, and let that lesson guide you forward. Just make sure you move forward and don’t campout in your pain.
What is one piece of advice you would give to your younger self?
There are going to be plenty of times in life where you’re ready to play bigger than other people are going to be ready for. Sometimes you’re family is not going to understand what you’re trying to do. A job isn’t giong to know how to handle your interest and goals. And maybe a partner won’t know how to support you. PLAY. BIG. ANYWAYS.
Anything else you’d like to share with our readers?
So often people believe they need to change. I just wanted to remind you that you don’t need to change. Sometimes we just lose sight of who we are at our best and we make choices that don’t honor that version of us. Forgive yourself and come back home to the best version of yourself. I coach so many people who believe they need to achieve more or do more to make a “real impact” in this world. I just remind them that their presence is the greatest legacy they’ll ever leave and they have a chance to make that matter every day.
About Justin Patton (he/him)
Justin is an executive coach, international speaker, and award-winning author of four books who challenges individuals to use their presence to communicate with stronger trust – both in the workplace and with the people they love the most.
Justin studied body language from a former FBI agent before starting his own company, The Trust Architect Group. Justin’s work has now been featured in both Fast Company and Authority Magazine, and he’s a member of the prestigious Forbes Coaches Council. Justin is also a faculty member for the US Chamber of Commerce, and a member of both the International Coach Federation and National Speakers Association.
Justin's engaging style, relatable storytelling, and insightful messages make him a sought-after keynote speaker. His programs will inspire you to reimagine who you are at your best and think differently about how you lead, love, and communicate.
Learn more about Justin at www.justinpatton.com or follow him on LinkedIn or Instagram.
About This Feature
Leaders to Learn From is a standing feature in The Thirlby Company’s monthly newsletter that recognizes outstanding leaders in our community who embody our company’s core values. You can learn about our other honorees here, or subscribe to our newsletter to receive this feature and more inspiring content in the future.
